Conflict Resolution
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Conflict Resolution
Human beings are prone to mistakes from time to time. As a result, as people interact with each other, the chances of animosity are high. Some differences or conflicts may escalate to the worst scenario that will bring significant effects to both parties (Schilling, 2020). As a result, various approaches are used to resolve conflicts. The method used to resolve a dispute depends on the nature of the dispute itself. Hence, when there is conflict, there is a need to analyze the situation before settling on the ideal approach to deal with the dispute. Dispute resolution usually obeys the following order; identification of the parties and the conflict, analyzing the parties’ interests and positions, and determining the solution. This paper, therefore, provides an understanding of the process of solving disputes based on a peacekeeper case study.
To begin, the case study unravels the dispute that has emerged between a black driver and a white pedestrian who was with the wife. The conflict had arisen as a result of the white pedestrian’s action of slamming the hood of the car that almost hit him and the wife. The driver almost becomes furious and starts shouting at the man. The two exchange words to the extent that the place becomes crowded. The position of the driver is that the pedestrian had wronged him by slamming the hood of his car. On the other hand, the white man is furious because the car almost killed them as they were crossing a street. Hence, their act of exchanging words was as a way of protecting their interests. Both parties remain very strong in their positions, and no one is ready to lose to the other. The fate of their dispute reaches to an end after the driver chooses to withdraw. However, the decision to give in to the pedestrian was due to the intervention of an old black man who was an onlooker. The older man moved his palm up and down slowly while pointing at the driver, trying to urge him to cool down. In this case, the conflict comes to an end, though it is not clear whether both parties were satisfied. In essence, the pedestrian might have remained angered for not reaching a tenable solution with the driver.
The four essential negotiating temperaments include; harmonizer, pragmatist, controller, and action seeker (Baker, 2006). From the case study, the two parties portrayed the pragmatist negotiating temperament. This is because they were both focusing on the details of their positions; they were impatient, were out of control, and created extreme competition among themselves (Baker, 2006). They all had concrete support for their interests. However, towards the end, the car driver chooses to give in. The car driver probably surrendered the case because he reflected on the bigger picture rather than just quarreling at each other. Besides, from the case, the black driver used the conflict strategy of avoiding by pulling out of the argument.
In conclusion, conflicts are frequent amongst humankind. The way they are handled is what matters. Disputes must be solved in the best ways possible so that they do not escalate and cause significant damages (Schillling, 2020). People should always live in harmony even after conflicts. There are several methods, strategies, and solutions for disputes. The initial stage of solving a dispute is determining the conflict, the parties, their interests, and then determining the fate based on the holding rules and regulations (Texas Center for Women’s Business Enterprise, Austin, TX, 8/97. 2020). Based on the case study, the conflict between the pedestrian and the driver comes to an end at the moment the driver pulls out of the argument.
References
Texas Center for Women’s Business Enterprise, Austin, TX, 8/97. (2020). How to Resolve Conflicts — Without Offending Anyone.
Schilling, D. (2020). Strategies for Managing Everyday Conflict Womens Media’s Conflict Resolution [Class material].
Dunn, J., & Herrera, C. (1997). Conflict resolution with friends, siblings, and mothers: A developmental perspective. Aggressive Behavior: Official Journal of the International Society for Research on Aggression, 23(5), 343-357.
Baker, R. L. (2006). The intrapersonal challenges of learning interpersonal negotiation. Negot. J., 22, 505.