The Effects Of Conflict Mediation In Interpersonal And Intergroup Conflicts

Reviewing the nonverbal and verbal cues identified in the last question, what are the roles that these play in the conflict? Do these cues lead to a more positive outcome or negative? How can nonverbal and verbal cues be used to lead to a more productive conflict resolution?

This paper will show how conflict and social behavior perspective play an important role in Dasani’s life (Hutchinson, 2015). The reader will have a better understanding of the perspective through examples in Dasani’s life. This paper will conclude with a reflection of the writer’s future profession in the social work field.

Organizational behavior plays a vital role in the success of an institution. It is essential for a leader to be knowledgeable on organizational behavior and how to manage conflict. Often times, conflict arises from the absence of or poor communication. Social media has become one of the leading means of communication.

Dr. Rekha S. Rajan writes about how she implemented a twenty-minute structured dramatic play into class time to encourage children to learn to solve conflicts on their own. She first does this by gaining insight on the children’s feelings with a personal story time. Each child tells a story that made them particularly sad, mad, upset, or happy. She then takes those experiences and creates a pre-determined scenario to which, the children will play different roles, share ideas, and come up with a solution.

In this week’s group negotiation, we integrated through building trust, discovering interests, and logrolling. By understanding each other’s interest, we were able to discover congruent issues, satisfy our common needs, and maximize the outcome.

“A power usually brings about a reduction of other parties’ options by limiting the moves they can make, eliminating a possible resolution to the conflict, or restricting their ability to employ countervailing power” (Folger, Poole, Stutman, 1997). Fredrik and Michael are both overly emotionally and mentally involved in the situation where it prevents them from having the ability to think objectively. As they become more aggressive and engaged, they tend to fall under the high-conflicting people category and emphasize on the person instead of the conflicting issue itself. This is when mediator and third party come into play. “Third parties enter a conflict relationship in which the disputants have different expectations, goals, coasts, and rewards, and where they experience pressures and stresses stemming from an uncertain situation” (Bercovitch; 1984). Instead of helping Fredrik and Michael resolve their conflict, this mediator helps facilitate and soothe the relationship by generating discussion for the two of them, in the hope of conciliating the conflict. Fredrik and Michael, in this case, may hire a lawyer or a mutual friend of theirs. “It is the triad for a third party to cause others to act differently” (Bercovitch; 1984). A mutual friend of Fredrik and Michael definitely does the job in serving as a neutral and unbiased position. According to Thompson and Nadler, they argue that cognitive biases and different levels of perception people have on a conflict often intervene with whether or not they can come up with a resolution. “Negotiators are often unaware of such biases, instead blaming blocked resolutions processes on party intransigence or self-interest” (Deutsch; 2000). Coming from a neutral and outsider perspective, this mutual friend of theirs is able to find a middle ground in simplifying the conflict situation as he sees the whole situation

Several of us, might already be using the different techniques that are mentioned throughout this paper when dealing with conflict or mediating or coaching others who are involved in conflict. Prior to this course, I thought there was only one way to facilitate the mediation process, and it was the mediator’s role to work that model until the mediation process had convened. Kenneth Cloke writes in several of his case studies from the book, The Crossroads of Conflict, that he would regularly work with clients and “coach” them through the dispute. This took place through multiple sessions with the clients. Conducting mediations through staggered meeting times allows for numerous opportunities for the mediator to work with the clients to develop their own confidence and competence to successfully involve themselves in the conflict in a constructive way. There is a common core and skill set used in between mediation and conflict coaching, but at the same time, conflict coaching requires a separate and distinct process combined with a separate theory of its’

Casey reviewed the article “I Hear You, and I Have a Different Perspective” by Susan Campbell. Conflict management is a substantial part of my daily life. At work there are conflicts between partner and upset patients and at home there are conflicts between by husband and I or our children. Knowing how to work through conflict is essential and I was interested in this title as I felt this would offer good insight on how to deal with conflict management. Campbell wrote the article to emphasize the fact that two people can have differing perspectives without fault finding or blaming.

When dealing with issues leading to conflict, it becomes beneficial when you know a person. Once I have set up a relationship with someone, it empowers me and allows me to resolve conflict effectively. For example, when in a conflict with a family member or a co-worker, I have to keep in mind that working together will help solve this conflict. I also think about the length of time the relationship has existed and lastly, how the relationship can be improved. As a conciliator, I try to reconcile the conflict, basically see how both parties can win. As a result, mediating and cooperating is the key to conciliating the

In conclusion the best way to respond to conflict is to remain positive, use a neutral mediator to come to a compromise and learn how to deal with similar situations. Staying positive can help relieve the stresses of conflict. Mediation is one of the best ways to find an outcome that is good for both parties of a conflict. Finally learning from conflicts is important for the growing

While being part of the Families in Transition VISTA (Volunteers in Service To America) Program, I experienced the most difficult negotiation of my career so far. During the course of one year, young professionals are placed in nonprofit organizations across the United States under the premise that a year of service is an opportunity to grow professionally, personally and improve the quality of life of millions of Americans living in poverty. For that reason, I had the opportunity to work along with two other women for the New Hampshire-based homeless services provider. During the course of the year, 3 evaluations with our direct supervisor were scheduled. One at the beginning of the year, the second one during mid-year and a third one, at the end of the year. While working closely with other individuals, conflicts may occur.

In the problem between Trish and Dr. Ramos both sides are using the conflict avoidance approach. Dr. Ramos exhibits conflict avoidance because she knows that Trish is not performing well at work and that she does not pay overtime to Trish, but Dr. Ramos does not take the initiative to solve the problem. Trish exhibits conflict avoidance because one year ago, when she asked Dr. Ramos for a performance review and a raise of her salary, but Dr. Ramos took six months in providing Trish with both requests. Trish thought it was not worth it to go all over again with the same process of asking Dr. Ramos for anything.

321). When this element is observed, the person can truly grasp onto the underpinning issues that gave rise to the situation initially. Empathy illuminates to the other person that he or she “recognizes that at some point we may have done to someone else the very thing we are now trying to transcend” (Hocker et al., 2014, p. 336). Riordan (2014) suggest that “leaders who are effective at processing assure others that they are remembering what others say, summarize points of agreement and disagreement, and capture global themes and key messages from the conversation”(para. 4). Actively listening and empathizing greatly reduces the level of intensity of the encounter. If the listener repeats back what they have heard and understands the dilemma, the issue may dissolve into a difference instead of a higher level

Conflict is pretty much inevitable when you work with others. Everyone have different viewpoints and under the right set of circumstances, those differences could pile up and escalate to conflict. How you handle that conflict determines whether it works to the team's advantage, or contributes to its disadvantage. Conflict isn't necessarily a terrible thing. Healthy and constructive conflict is a factor of high-functioning teams. Conflict arises because of the differences between people, the same differences that often make diverse teams more effective than those made up of people with similar experience. When people with varying viewpoints, experiences, skills, and opinions are tasked with a project or challenge, the combined effort can far surpass what any group of similar

In this writing, we will explore and explain strategies of conflict resolution and, encourage teams, individuals and society as a whole to use some of these ideas for their own resolution purposes. “In many cases, effective conflict resolution skills can make the difference between positive and negative outcomes.” (Conflict resolution, 2008). With this in mind, individuals will have hope for a more positive team experience.