The third is to determine who has more power. This approach is exemplified by strikes and war. The authors argue that the interests approach is less costly and more rewarding, and so is most preferable. Chapter Two focuses on diagnosis of the deficiencies of existing dispute systems. Chapter Three presents six basic principles of dispute system design.
Chapter Four discusses the political tasks involved in making the new system work.
The system designer must garner support for the new procedures, overcome resistance to change, and motivate disputants to use the new system. One way to do this is to involve the disputing parties in the diagnosis and design process. Part Two presents a detailed case study of dispute systems design in the coal industry. Chapter Five reviews the diagnosis process as applied to the wildcat strikes which plagued the coal industry during the 1970s. Chapter Six focuses on the authors' diagnosis of the dispute system in place at the Chaney Creek mine, which had been particularly hard hit by wildcat strikes.