conflict fundamentals continued

Webster’s defines the verb conflict as: “to fight, battle, contend; to be antagonistic, incompatible, or contradictory…" etc. Webster also defines the noun conflict as "a sharp disagreement or collision in interests, ideas, etc.; a clash.”

There is also general consensus that:

þ Conflict is part of human nature and is inevitable when people work and deal together.

þ Conflict itself is neither "good" nor "bad."

(the consequences may be less than preferred)

þ Conflict is about differences and is not (necessarily) a case of right or wrong.

þ All conflict will be resolved, sooner or later, satisfactorily or not.

(violence may be a viable resolution to some)

þ Efficient and fair resolution to conflict is not inevitable.

Resolving disputes pro-actively requires managing risks;

but first you’ll need to know what motivates people to escalate or collaborate.

Text Box: I try to take one day at a time, but sometimes several days attack me at once. - Ashleigh Brilliant Someone said: "People are funny. They want the front of the bus, the back of the church, and the middle of the road." - Unknown

And for a humorous interlude … BETTER MOTTOS FOR THE 21ST CENTURY...

J Team work is essential. It lets you blame someone else.

J It would be a great world if everyone was half as pleasant as the confidence man who's about to skin you.

J Politicians try to get money from the rich and votes from the poor by promising to protect each from the other.

J Everything's relative: Break a mirror at the age of 98 and you'll rejoice at facing seven years of bad luck.

J If some politicians ran for office unopposed, the election would end in a tie.

J The young and old know all the answers; in-between, we can't even be sure of the questions.

So What is a DISPUTE?...

In fact, a DISPUTE is nothing more than one or more differences which have deteriorated into a more complex, and usually escalated phase requiring refined resolution strategies. Organizations and people have disputes within which they may conflict about what to do or how to do 'it', whatever the 'it' may be. For example, in labour-management relations, negotiators might intentionally package ‘left over’ issues once the ‘heavy’ differences are settled; or if they’ve reached an impasse. The 'shopping-list' of diverse, unresolved issues then becomes their focus. In the heat of contentious and complex negotiations, this opportunity for incremental progress is often an ’opener’ when things have ground to a halt. ...More about disputing...