The CRITERE Method

Etienne Chomé, The C-R-I-T-E-R-E Method, Introduction Introduction A framework of law, an authentic communication, and an effective negotiation In conflict analysis, it is important to differentiate between three types of blocks in order to find the right remedy for each. 3 causes: Deficient structures Devalued experiences Divergent interests 3 competences: Framework of law Authentic communication Effective negotiation 3 effects: Conflict management Conflict transformation Conflict resolution The three sources of conflict are : 1) an institutional 2) judgements, blames, requirements, 3) confrontation of different dysfunction, an bitter fruits of frustrations and interests, rivalry, organizational deficit, a resentments. Demotivations and competitions, static and legal loophole, relational complications are rooted in trench warfare, the desire to inexistent or inaccurate the lack of respect for people, for their gain the maximum that rules of the game, dignity or their identity, in the becomes the desire to prevail inadequate ones, a depreciation of their values, in the over the other, to the extent divergence in their non-recognition of their needs, in the that we are unable to work understanding, the refusal to listen to their concerns, together on a win-win impunity to infringe solution. them, The three competences to use jointly in order to manage our conflicts better: a framework of law, an authentic communication and an effective negotiation. In a structural deficit, a In a divergence of In a divergence of interest, effective framework of law, that a experiences, authentic negotiation uses a rational firm authority succeeds communication uses the intelligence that systematically in defining and in emotional intelligence that refocuses the discussion on the upholding, outlaws untangles complicated taking into account of the existing unacceptable violence and experiences. His strength lies interests. Then, its effectiveness lies tactics to take power over in the empathy and the in the ability to invent and imagine each other. This authority kindness that disarm new solutions. It gets free and strengthens the group poisonous words by hearing responsible commitments, a good cohesion as a means to feelings and unmet needs agreement, i.e. a wise agreement thwart attempts to behind judgements and that satisfies best everyone's needs. dominate or exploit legal blames. Its fruit is to improve loopholes. the relationship. Etienne Chomé, The C-R-I-T-E-R-E Method, Introduction The outlines and articulation of these three skills will become clearer throughout the course. As the hammer, the pliers and the screwdriver, they all are effective provided that they are used properly, in their own field of competence. He who uses a hammer to loosen a bolt should not be surprised by its limited effectiveness. Here are a few more features of these three skills, that should be kept in mind during the presentation of the method C-R-I-T-E-R-E: The binding law, The empathy and kindness, Obtaining results, the the abiblity to improve the the ability to understand each ability to turn a clash framework and the rules of other in our needs, values, (either I win or I lose) into a the game every time the psychologies, cultures, search for the wisest solution dialogue is disrupted by a religions, logics of thought, (how to achieve higher gains tactic, an act of cheating or a world maps, concerns. for everyone ?). disagreement about how to play. How do we talk to each Who dialogues ? What do we talk about ? other ? The people involved The core of the problem The discussion process Respect the framework and Respect people and grow the Respect all the opposing the rules of the game and have relationship. interests. Consider the fact them respected. Set up a Care for the experiences by that the other has other deterrent penalty that makes listening in the right place, interests, that he has the right cheating costlier and less deeper than the judgements to define them and give them interesting. and blames. regard. Some talk about managing a conflict, others about transforming it, and others about solving it. Authors usually mention these three ideas wondering which one is the most appropriate. In my approach, each one of these three perspectives plays its full role and takes only its rightful place. There is no need to choose among the three since each brings its own specificity. The management The transformation of the conflict The resolution of the of the conflict qualifies what authentic communication is conflict is a matter for highlights the role able to achieve: decode the aggressiveness negotiation, which of the framework that comes from a frustration, translate the turns disagreements to of law that poisonous words into legitimate concerns. agreements. Solving contains the The most crucial changes assuredly take the problem as well as conflict inside the place deep inside the people. Any possible is its success limits of the field profound transformation functions from criterion. and the rules of the the inside to the outside. game. In my thesis, effectiveness is a result of a clear distinction among these three levels of block and remedy. In my antithesis, I suggest that the use of one of these competences alone leads to a deadlock. My thesis explains that after having understood the particular field of each competence, it is important to rearticulate them closely. Neither confusion nor separation in the art of making them play together, this is the programme. I will use various images to express this synergy that enables each to fully bear fruit. In the alchemy of these three forces, the mayonnaise must be thickened as the good cook brings together eggs, oil and mustard and controls the several factors that fosters the critical moment when « the mayonnaise thickens ». The method C-R-I-T-E-R-E tries to give us the ingredients and the factors that enables us to Etienne Chomé, The C-R-I-T-E-R-E Method, Introduction dare confronting our differences and to prevent the development of the power mechanisms leading to violence. We do not learn juggling with three balls straightaway. We start with two balls, in simple sequences, from right to left and from left to right. This book proceeds in the same way to teach how to make these three competences interplay. We learn their articulation by breaking down the movement and by practicing in twos: framework of law and authentic communication, framework of law and effective negotiation, authentic communication and effective negotiation. The method C-R-I-T-E-R-E. How to obtain agreements from our disagreements? Even if the three competences are used at any time, they play alternately a leading role in the different stages of C-R-I-T-E-R-E : C Agree on the Context & Conditions of the dialog The art of changing a R Agree on the Rules of the game disagreement to I Combine emotional and rational Intelligences agreements, to define the problem in depth T Think up as many ideas as possible in 7 steps E Examine the solutions envisaged R Retain the best idea and plan it with Realism E Evaluate later the results The acrostic C-R-I-T-E-R-E provides seven chronological1 steps: we can move to the next step only after reaching an agreement on the previous one. In the first step, we set the best conditions for dialogue. The management, transformation and resolution of a divergence need time, quietness and energy. Managing a conflict properly is similar to disentangling a knot. We must resist the temptation to simply pull more on the knot. On the contrary, we must aim to patiently loosen the intertwined strings. The framework (Context & Conditions) and the Rules of the game are the two steps prior to the discussion itself, similar to the prerequistes of a good football match: 1) delimit the playing field (the sidelines in the length and the goal lines in the width) and organize it into areas (the goalkeeper's space, the penalty area, the halfway line), 2) have common rules and a referee, or at least pre-established procedures to deal with problems. If the football players use different rules, they inevitably are running towards a dispute, or even a fight. A variation in the framework and the regulation can generate conflict. Sometimes, it only takes a blur to trigger it. In Two lessons about fraternal dialogue, the Belgian Father Dominique Pire, who received the Nobel Peace Prize in 1958, claims that « positive peace is the creation of a mutual understanding environment. It is the fraternal Dialogue (…) that involves, for each, to put temporarily on hold what he is, what he thinks, in order to try to understand and positively 1 These steps follow a logic order, followed also by many schools and already by John Dewey in his 1910 book How We Think ?. He gave six steps: 1) clearly define the problem, 2) express solutions freely, 3) compare the solutions, 4) choose the best solution, 5) carry out, implement, 6) assess. Etienne Chomé, The C-R-I-T-E-R-E Method, Introduction assess, even without sharing it, the point of view of the Other »2. This unbiased listening ability offers us the ideal scenario. But to achieve this, people in conflict have a long way to go, a way that the C-R-I-T-E-R-E steps try to mark out. Opposing parties will be able to commit themselves into an authentic dialogue only after investing - sometimes for a few months - in the Framework and Rules of the game: 1) Begin by giving yourself a secure framework for speech, spaces and moments out of crisis, where the protagonists truly listen to each other.

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