degree to which any one group has to adjust its position, moreover, 

 is directly related to the power differentials involved, and the 

 relative position of that organization vis-a-vis the others. 



The first three facets of decisionmaking listed above ( incremental i sm, organi- 

 zational process, and group psychology or culture) also represent the factors 

 that lead to the development and persistence of the organizational roles 

 outlined in this chapter. Within the general boundaries established by the 

 laws, and the set of policies that develops under those laws, interested 

 parties come together and determine the ultimate policy outcomes. This process 

 is a highly competitive and interactive one, and the driving force that moves 

 the issues toward resolution is power. Figure 1 summarizes the theoretical 

 concepts outlined above, as they are assumed to operate in the model. The 

 major idea here is that there are three factors that lead to the development 

 and persistence of organizational roles in instream flow conflicts. 



The first of these in Figure 1, incremental i sm, refers to the fact that 

 organizations decide what specific objectives to pursue in a given conflict 

 based on similar experiences in past conflicts and from having interacted with 

 the other organizations involved. Changes in past policies are pursued then, 

 in an incremental fashion, with each alteration differing only marginally from 

 past objectives. 



The way in which organizations, once having decided on objectives, then 

 go about pursuing those goals, is also based on past experience, and defined, 

 in large part, by internal organizational processes that develop over time as 

 the means to achieve specific ends. And, finally, the internal group "culture" 

 that an organization develops over time, and into which it socializes new 

 members, reinforces reliance and adherence to incremental decisionmaking, in 

 general, and organization process, in particular. Group psychology comes, in 

 short, to determine the "why" of an organization's goals and the ways in which 

 it pursues those goals. All of these factors occur within organizations — and 

 hence analysis of these facets is conducted at the group level of analysis. 



These factors are postulated to exist and to lead to organizational 

 roles — and organizational behavior associated with roles--apart from, although 

 certainly connected to, any interactive behavior that occurs between the 

 organizations involved in a resource conflict. Organizational role is the 

 link between group and intergroup behavior and, as can be seen in Figure 1, is 

 played out in two distinct dimensions. The first has to do with preference to 

 operate in a particular type of decision arena, and includes brokers and 

 arbitrators. The second is related to preferences for outcome, and includes 

 advocates and guardians. 



The ways in which organizations adjust their positions in the course of 

 interaction and negotiation — the degree to which each is forced to compromise 

 to obtain at least part of its original objective — is largely a function of 

 the power that the organization brings with it to the conflict. As can be 

 seen in Figure 1, power in instream flow issues derives from the resources, 

 expertise, and outside support that an organization has at its disposal, as 

 well as the degree to which it is willing to use these elements of power to 



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