Second, answers can be altered as new information becomes available, 

 factual circumstances change, or new organizations enter the conflict. Looky 

 offers the respondent the option of changing the answer previously given, for 

 example, just in case erroneous information was included for an organization. 

 If other organizations become involved in the issue, the analyst can simply 

 run Query on these groups, and the new information will be automatically added 

 to the file. 



Finally, an analyst may examine the index scores calculated for a given 

 organization, as opposed to answers given for particular questions although 

 the latter can also be accomplished by Looky. Indices are reported in the 

 program for all role types (broker, arbitrator, advocate, guardian), as well 

 as for the three power components (resources, expertise, constituency support). 

 All indices are calculated on a scale from one to five. The less an organiza- 

 tion is identified with a particular role type or has of a particular power 

 component, the smaller the index score reported for that element. If the 

 respondent desires, he can calculate (by hand) the dominant role type, as well 

 as the degree of behavior, for any or all of the organizations. The index- 

 reporting option is provided so that scores that seem unreasonable or data 

 gaps can be identified and examined. Once it is determined that the informa- 

 tion is complete and accurate, the analyst may go on to "Mapum," which contains 

 the analytical part of the model. 



5.7 MAPUM 



Six types of information are produced by Mapum. First, there is a 

 numerical score (index) for each of the four role types and the three types of 

 power. 



Second, these scores are used by the computer to plot the location of the 

 organizations on a "role map" (Figure 8). Each organization is assigned a 

 location on the two behavioral continuua discussed earlier. The resulting map 

 gives the analyst a pictorial representation of the distribution of organiza- 

 tions among the four major role types. This information can be used by the 

 analyst to develop strategies for participating effectively in the conflict. 



Figure 9 is an example of a role map containing various hypothetical 

 organizations, which can be interpreted as follows. The arcs dividing the 

 four major quadrants have been calculated as a function of the average distance 

 from the point of origin of the organizations located in that quadrant. That 

 is, for all organizations located in a particular quadrant, the numerical 

 distance for each organization from the point of origin (or zero) is calculat- 

 ed; these scores are then added and averaged. The mid-point arc is then drawn 

 in that quadrant as a function of the averaged score. This is done so that 

 the intensity of each organization's expected behavior is reflected as a 

 relative function of the other organizations in that quadrant. Six organiza- 

 tions appear in the upper left-hand quadrant. Two of these are located very 

 close to the point of origin (in subquadrants A and B); relative to the other 

 organizations appearing in this quadrant, these two groups can be expected to 

 be moderate players. The most extreme players are located in subquadrants I 

 and M, which are also the subquadrants in which the most p'ayers appear. 



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