This chapter explores the role that facilitation processes play as facilitators work with innovative and creative approaches to promote empowerment and conflict transformation for individuals and groups within a variety ofcontexts. It specifically discusses the manner that the 'dramatic problem solving facilitator model' (DPSFM), which was previously termed and introduced as 'dramatic problem solving' (Hawkins and Georgakopoulos 2010), and 'interactive management' (IM) can both be applied across a variety of contexts. The strength of both 'dramatic problem solving facilitator model' (DPSFM) and 'interactive management' (IM) is that they democratize facilitative processes while promoting ownership and commitment on the part of stakeholders who are working through conflict. Another salient feature of both facilitation models is that they are applicable for complex or class II conflicts that are not easily approached by traditional methods of problem solving (Broome 1997; Hawkins and Georgakopoulos 2010; Warfield 1982; Warfield 1995; Warfield and Cardenas 1995). This chapter discusses the implication that these facilitation models, which for simplification purposes will be referred to as DPSFM and IM for the remainder of this discussion will have on dispute systems design across a variety of settings.