Organizations looking for new and more effective ways of handling conflict are beginning to consider the development of alternative dispute resolution and conflict management systems. This article focuses on the importance of buy‐in and participation by parties and stakeholders in designing such systems. It examines the value of party buy‐in and involvement and their effect on the successful application and use of the dispute resolution system. It concludes that the design of participative dispute resolution systems maximizes the opportunity for effective conflict management and the successful creation, implementation, and management of organizational change.
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