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116 Chapter Seven

re pon e, resorted to yelling and swearing to try to intimidate Bob into ehaving better (power-ha ed), which failed. Diane finally went to Sally, who would hopefully u e her authority (power-ha ed) to deal with Bob. Bob then initiated a hara ment complaint to deal with Diane (right -ba ed).

As we can see, a large reason for the negative outcomes achieved by Sally, Bob, and Diane i that virtually every process they u ed fell into the rights and power category. Mo t of Sally, Diane, and Bob' behaviour became adversarial and co tly in term of time and energy; it damaged morale, pro­ ductivity, and relationships in the workplace. These are all the classic costs of conflict the parties experience when escalating up the stairway.

What can a practitioner do after diagno ing the ituation u ing the 1/R/P model? Moving to the trategic u e of the 1/R/P model, we can look at some ideas for intervention that the model gives us.

STRATEGIC DIRECTION FROM THE 1/R/P MODEL The 1/R/P model guides practitioners with the following strategie

Default to using Interest-based processes first There are very few situations where rights or power should be used as a first choice. 3 Interest-based processes such as prob­ lem-solving, negotiation, and mediation are inexpensive enough and ucce ful enough that here hould be a pre­ sumption of u ing the e interest-ha ed processes first. In other words, the default approach should be interest-based, moving to right -ba ed only if the interest-ha ed fails, and moving to power-based only if the rights-based approach fails.

Use the lowest-cost Rights or Power process Within each tep, there are processes that will cost more or co t le . For example, arbitration typically co ts le in time and

3. ll I approprtate ta defoult to Power first In emergency slruations. At the scene of a fire or durtng an ormed conmct, giving fir nght rs or soldiers ord rs that they follow immedlotely and without negotiation Is an appropriate first approad1. These situations, however, are rare.