Conflict Goals And Interests Essay

At the core of all conflict analysis is perception (Wilmot & Hocker, 2011). In interpersonal conflicts, people react as though there are genuinely different goals, there is not enough of some resource, and the other person actually is getting in the way of something prized by the perceiver (Wilmot & Hocker, 2011).

If the parties reach a solution, it may be necessary to repair the relationships that may have been damaged during the escalated conflict

The three factors selected as identifiers (dominance, avoidance, and compromise) were chosen because they make up the majority of individual conflict styles and they categorically encompass a number of goal-driven behaviors found in a conflict at varying degrees. However, it’s important to note that all three of these behaviors can have both positive and negative consequences in the context of the conflict in the same way that “both avoidance and engagement are workable options in different circumstances” (Hocker & Wilmot, 2014, p. 150).

The saying that “people are products of their environment” is truly defines the sense of how humans learn to react to various types of conflict situations, especially when it comes to the development of goals and interests. Normally, interpersonal conflicts evolve from the perception that another person or persons are standing in the way of their chance to attain or maintain their individual interests or goals. As Ferrera (2004) explains, “conflict can be described as a meeting of two opposing desires; each with a corresponding set of behaviors meant to achieve the desire of the person displaying the behavior” (p. 29). It’s also not uncommon for people to adjust their conflict-behavior to address their exact needs or wants or to mirror the other party’s behavior in response to a conflict (Hocker & Wilmot, 2014). Other factors may also affect the extent that a person’s goals may

Foremost, one can argue that the ultimate goal of every human being is to thrive and live in a free world where their activities are not controlled or even restricted by some form of authority. However, every person has interests and needs that would often differ from another person’s. This means that conflicts are bound to happen when each person wants to take a different path that would eventually lead to a satisfaction of their endeavors.

Conflict is a part of life. It can occur in families, with peers, teammates or opponents, co-workers, other relationships and even among countries. Conflicts can be big or small. Everyone responds to conflict differently. One’s response may be based on his/her feelings, opinions or personal beliefs, the situation he/she is in, and what is at stake. One’s belief in what is right and wrong may (prompt him/her to stand up for those beliefs in times of conflict) / (motivate one to defend those beliefs when they are challenged). One example of this is Susan Bartolleti’s “Hitler Youth: Growing Up in Hitler’s Shadow”, where she knows the Nazi’s teachings are wrongs and refuses to participate in class and later does so grudgingly to graduate. Another example is Elie Wiesel’s experience in the Auschwitz Concentration Camp causes him to not shy away from conflict and remain silent while others are suffering. We can best respond to conflict by moving away from the conflict for a short time and compromising, but when

Resolving conflicts is tricky business, because when it matters most, we are at our worst. For instance, supervisors tend to impose their opinions on subordinates and officers tend to impose their view on the general public as truths without hearing from the other side. Interestingly, Cloke and Goldsmith (2011) also agreed that, “Each of us experiences life differently and therefore perceives slightly different truths” (p.132). As a result, solving conflicts become problematic when there are opposing opinions, strong emotions, and stakes are high. There is no one best method to resolve conflicts; however, if we can separate positions from interests, problems from solutions, future from past, and emotions from negotiation, there is a high likelihood of reaching common ground.

This paper will discuss two different conflict models and how they may be used to diagnose a particular conflict. Each model will be described in a way, which better helps understand the conflict. Potential confidentiality issues within the conflict will be described as well. Both the Circle of Conflict and the Triangle of Satisfaction Models are both effective tools at assisting a practitioner at diagnosing and resolving conflict.

Notably, the objectives of conflict resolution are mainly to issue a good lasting and quality solution. It is also to give disputants fair process and sense of empowerment to resolve conflicts (Spiroska, 2014). This means that resolving conflict is a form of collaborative and creative problem solving among incompatible groups.

According to Cloke and Goldsmith (2011), “one way of understanding the hidden layers and complexities that lie beneath the surface of our conflicts is by using the metaphor of the iceberg” (p. 66). Just like an iceberg, there are layers in conflicts. What we see is only a portion of what is happening. Below the water line, is much more. In fact, the portion that we see on the surface is the current issue at hand. The issue is usually easy to observe. On the other hand, there is always things that is happening under the surface. They are usually less easy to point out. Beneath the surface, there are personalities. People behave, communicate, and get things done in different ways. After, there is emotions. To reach the best resolution we can, each party in a conflict should be true about their emotions by bringing empathy into the picture. Next, there is interests, needs, and desires. This is where each party should be curious. It is important to ask questions in order to find out the needs and concerns behind people’s action. Also, self-perceptions and self-esteem. In the iceberg of conflict, there are hidden expectations. Here is when the conflicting parties should use their active listening skills to figure out the missing links. They should listen and try to understand the other party perspectives. Lastly, there is unresolved issues from the past. Keeping an open mind is critical in this stage. If you are still angry, it is wise to calm

The workshop on the conflict resolution workshop was developed using the collaborative style of the Dual Concern Model. This style puts an emphasis on creating an environment to preserve and foster relationships. The workshop also used the interest-based approach that uses a process of conflict resolution with the aim of satisfying the interests of the parties involved in a conflict.

Conflict is inevitable when participating in day-to-day operations in groups, the workplace, and in life. How one approaches these conflicts can ultimately lead to the success or failure in ones professional, social or academic life. According to our class textbook, “Organizational Behavior,” conflict is when one party perceives that its interests are being opposed or negatively affected by another party. Sources of conflict can be real or imagined and there are multiple causes for conflict in the workplace, including but not limited to: inadequate communication, unclear boundaries and competition for limited resources. People tend to avoid conflict due to fear of harm, fear of rejection or to maintain positive relationships

Another way in which conflict leads to change is when there are competing priorities by more than one group. An example may be a unit process which has been handled the same way for years but, something has changed in another group or department, leading to the need for change, despite the fact that one group resists the change. In this scenario, a decision needs to be made for the solution that best serves the patient. In order to resolve the conflict, the manager needs to communicate with the parties involved by using “facts to support your point”, “speaking from the vantage point of the patient”, “explain what will best help the patient”, “and not inject what you personally want” (Sullivan, 2013, p. 161).

Conflict is a natural phenomenon that occurs at all levels and in all types of relationships. We get into conflicts, whether at home or at work, when our interests and needs are not met or when our opinions or values are challenged. Conflict resolution is a peaceful and satisfactory concept to end or reduce conflicts without destruction. Taking everyone’s needs into consideration, it can prove to be very difficult for people in conflict to find positive ways towards a solution that will satisfy everyone involved. An element I believe is vital in conflict is empathy. If an individual is willing to use empathy to guide their approach when engaged in conflict, they will discover mutually beneficial outcomes. Empathy drives motivation and fosters effective problem solving. Conflicts cannot always be avoided. I do not believe they should be. People and conflicts come into our lives to test our

Rahim and Bonoma (1979) researched and separated the styles of managing conflict. The two authors devised two basic dimensions namely: “concern for self and concern for others”. In the first dimension, the degree (high or low) that a person tries to satisfy his or her own concern while the second dimension explains the degree (high or low) that a person tries to satisfy the concerns of others (p. 1324). However, it is noted that these dimensions actually portrays the motivational training/orientation of a given individual in a conflict. Similarly, the studies of Ruble and Thomas (1976), Van de Vliert and Kabanoff (1990) agreed with these dimensions. Notably, the combination of these two dimensions resulted in five specific