Comparing Processes For The Resloution Of Environmental Conflict: Intervention, Issues And Timing

In a complex society such as ours, the range of "negotiating" relationships is constantly increasing. These negotiating relationships have emerged as a direct result of the diffusion of power or influence to new sectors and emerging concerns. Even within organizations, the myth of the authority-based heirarchical structure has given way to the reality of constant negotiations between superior and subordinate and with peers in the organizational structure. In the broader context, the corporate organization finds it necessary to reckon and often negotiate with organized employees, suppliers, buyers, government agencies and a range of organized private interests ranging from minority groups to environmental organizations. In response to this diffusion of power and the conflicts which it has engendered, a variety of conflict avoidance, conflict managing or conflict resolution techniques has developed. The purpose of this paper is to attempt to differentiate between some of the conflict intervention approaches which have appeared "on the market", and to suggest three bases for selecting among them: 1. The "role" of the conflict intervenor; 2. How far the conflict has developed; and 3. The breadth and impact of the issues involved.