Finally, LIAM can be used as a conflict resolution tool. This can be 

 achieved by getting all of the parties to use the procedure to develop a 

 better understanding of the values and needs of other parties; to identify 

 commonalities among them; and to overcome misperceptions. LIAM, in this 

 latter sense, can lead to improved understanding and communication, and can 

 help to move the conflict from a competitive to a noncompetitive environment. 

 LIAM, in short, is presented as part of the answer to increased understanding 

 of the organizations involved in instream flow decisionmaking, and of the 

 nature of the decisionmaking process per se. An organization that develops 

 such an understanding will be in a better position to represent its own 

 interests and values in the process. 



The following chapter examines instream flow decisions as they fit into 

 the overall water policy context, and an example is presented of the type of 

 problems usually encountered in instream flow issues. This chapter also 

 surveys the literature on institutional analysis, focusing on instream flow 

 protection. Chapter 3 introduces LIAM and its theoretical underpinnings. 

 Chapter 4 outlines the four phases involved in conducting legal-institutional 

 analyses. In Chapter 5, the computerized version of the model is described, 

 along with specific directions for conducting an LIAM analysis. The final 

 chapter concludes with a discussion of the ways in which LIAM can be used to 

 develop strategies for instream flow protection. 



I 



