Conflict Management (or Process) Frames

Conflict management frames describe the various ways in which people think about and respond to a range of alternative conflict management processes. These interpretive devices allow individuals to filter and evaluate the relative value of alternative conflict resolution models in a particular dispute. Their decision about whether negotiation, arbitration, protest, or direct political action is the best approach to resolve a conflict relies on how they perceive (or frame) the relative value of each alternative.

Usually, a person or group has a pretty clear idea of the outcome that they would like to see result from a particular dispute. Through framing, they interpret and categorize particular processes as desirable, while others are viewed as inappropriate or unsuitable.

Why are these frames important?

Certain conflict resolution processes may be better suited to reach a particular outcome, while competing strategies may lead to unwanted or undesirable outcomes. It would generally take too much time and energy to explore, in detail, each and every conflict resolution option, so frames allow people to look at their preferred outcome and eliminate certain processes or procedures from their field of view.

For example, in an environmental dispute over a proposed logging plan that would clear-cut five thousand acres of old growth forest, some environmental groups would view certain approaches as acceptable (such as negotiating a reduction in the number of acres cut), while other – perhaps more radical – groups would see the same alternative as unreasonable, and would prefer something more drastic (a direct action such as a protest or tree-sitting to prevent the loggers from cutting down the forest). 

Using the concept of conflict management framing allows analysts to explain why groups with similar interests and values (such as pro-environmental groups) could come to radically different conclusions about the best course of action when managing a particular dispute. This perspective on frames is helpful for evaluating whether, and to what extent, an individual disputant may become involved in a conflict, and which management strategy they would choose.

Additional Resources:

Lewicki, Roy J., Barbara Gray, and Michael Elliott. Making Sense of Intractable Environmental Conflicts: Concepts and Cases. Island Press, 2003.

Davis, Craig B. and Roy J. Lewicki. "Environmental Conflict Resolution: Framing and Intractability -- An Introduction." Environmental Practice. Vol. 5, No. 3. September, 2003.

Gray, Barbara and Linda L. Putnam "Means to What End? Conflict Management Frames" Environmental Practice. Vol. 5, No. 3. September, 2003.