CONCLUSION
We have suggested that problem solving and decision making are processes interwoven in many cooperative conflict resolution procedures, and have proposed an integrated PSDM model reflecting four general phases: (1) diagnosing the conflict, (2) identifying alternative solutions, (3) evaluating and choosing a mutually acceptable solution, and (4) committing to the decision and implementing it.
This integrated model offers a way of thinking about the opportunities for applying both problem-solving and decision-making knowledge and techniques. An understanding of how problem-solving approaches work, are helpful, and can be encouraged in various contexts can be a critical component of training, intervention, and dispute-resolution program design. Similarly, an understanding of decision-making biases and strategies for overcoming them can be a vital component of both conflict resolution education and practice. Further, a consideration of the issues raised here, and even of some of the critiques of these approaches, can lead to new approaches to intervention, training, and program design.
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