What's the best way to identify the root cause of a dispute?

2 Gather information

The next step is to gather information from different sources and perspectives to understand the context and the factors that contribute to the conflict. You can use various methods to collect information, such as interviews, surveys, observations, documents, or data. The key is to be open-minded, curious, and respectful, and to avoid confirmation bias or selective listening. You can use the STAR method to structure your information gathering: situation, task, action, and result. For example, you can ask: What was the situation that led to the conflict? What was the task or goal of the parties? What actions did they take or not take? What was the result or outcome of their actions?

3 Analyze the causes

The third step is to analyze the information you have gathered and identify the possible causes of the conflict. You can use various tools or frameworks to help you organize and visualize the causes, such as fishbone diagrams, root cause analysis, or conflict mapping. The aim is to distinguish between the symptoms and the root causes, and to identify the levels and types of causes. For example, you can ask: What are the immediate, intermediate, and underlying causes of the conflict? What are the personal, relational, structural, or cultural causes of the conflict?

4 Validate the causes

The fourth step is to validate the causes you have identified and check if they are accurate, relevant, and comprehensive. You can use various techniques to test and verify your assumptions, such as feedback, experimentation, or evidence. The goal is to ensure that you are not missing, overlooking, or misinterpreting any important causes, and that you are not jumping to conclusions or solutions. For example, you can ask: How do you know that these are the real causes of the conflict? How do the parties involved agree or disagree with these causes? How do these causes relate to the problem definition and the desired outcome?

5 Prioritize the causes

The fifth step is to prioritize the causes you have validated and decide which ones are most important, urgent, or feasible to address. You can use various criteria or methods to rank and compare the causes, such as impact, frequency, complexity, or cost. The purpose is to focus your attention and resources on the most critical or influential causes, and to avoid wasting time or energy on minor or irrelevant causes. For example, you can ask: Which causes have the most impact on the problem or the outcome? Which causes occur most often or persistently? Which causes are easier or harder to change or influence?