An overview of reframing in environmental conflicts, and the application of prospect theory to stakeholder, public & dispute participant communications.

1. Environmental
Conflicts
Resolution Through Reframing

2. Contents
• Communications System
• Framing Mismatches
• Complexity& Leadership
• Reframing
• Negativity Bias
• Summary
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3. Communications System
• Think of communications as a fluid, recursive system
• Reinforces our own position
• Impacts others
• Creates homeostasis
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(Krippendorff, 1994; Lewicki, et al., 2003; Dewulf, et al., 2005)

5. Framing Mismatches
• Our communications create frames
“A frame reflects our interpretation of what is going on
and how we see ourselves and others implicated in what
is happening, enabling us to locate ourselves with
respect to that experience. Through framing, we place
ourselves in relation to the issues or events - that is, we
take a stance with respect to them...”
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(Lewicki, et al., 2003, p. 12)

6. Framing Mismatches > Frame Types
1. Identity
2. Characterization
3. Conflict Management
4. Fact-Finding
5. Social Control
6. Power
7. Risk
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7. Framing Mismatches
• Conflict arises when our frames don’t match:
o Environmentalist vs. Developer (identity)
o Tree Hugger vs. Climate Changer (characterization)
o Regulatory vs. Ad Hoc (conflict management)
o Scientist vs. Traditional Knowledge (fact-finding)
o Experts vs. Public (social control)
o Big Money vs. Little Guy (power frames)
o Costs vs. Benefits (risk frames)
• To resolve the conflict, change the frames
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(Leweicki, et al, 2003; Davis & Leweicki, 2003; Gray & Putnam, 2003; Vraneski & Richter, 2003; Shmueli & Ben-Gal, 2005)

8. Complexity & Leadership
• Frame mismatches lead to problem complexity:
1. No definitive formulation
2. No stopping rule
3. Solutions are not true-or-false, but good-or-bad
4. No test of a solution
5. Every solution is a "one-shot operation”
6. No clear set of potential solutions
7. Unique situation
8. Nested loops of problems
9. Numerous conflicting explanations
10. No right to be wrong
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(Rittel & Webber, 1973)

9. Complexity & Leadership
• To resolve the conflict, change the frames
• To change frames, get leverage on participants
• To create leverage, reduce the complexity
• To reduce complexity, show leadership
o Administrative forum
o Regulatory process
o Persuasive participants
o Trusted advisors
o Moderated engagement
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10. Complexity & Leadership
1. No definitive formulation
2. No stopping rule
3. Solutions are not true-or-false, but good-or-bad
4. No test of a solution
5. Every solution is a "one-shot operation”
6. No clear set of potential solutions
7. Unique situation
8. Nested loops of problems
9. Numerous conflicting explanations
10. No right to be wrong
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11. Reframing
• To solve the conflict, change the frames
• Frames change when participants:
1. Understand they are part of a communication system
2. Realize what frames are
3. Become aware of their own frames
4. Become aware others’ frames
5. Engage (and grapple) with others’ frames
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12. Methods for engagement:
o Preference Approval Voting
o Logrolling
o Integrative Bargaining
o Q Sort
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Reframing

13. • When communicating options, presentation is key
• People focus on the options that are:
o More likely to happen
o More negative or dangerous
• When presenting options, focus on the
certain negatives
not the
possible benefits
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Negativity Bias
(Kahneman & Tversky, 1979; Curseu & Schruijer, 2007)

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Summary
• We communicate inside a system.
• Conflicts come from frame mismatches.
• Leadership is necessary to remove complexity.
• Reframing can solve frame mismatches.
• People focus on what is certain, and negative.
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+1.403.614.4263
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Questions?

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References