Appropriate Resolutions for life’s relationships.

Strategic dispute managementText Box: THE NATURE OF DISPUTES

       As people and organizations enter into agreements, either written or understood, it is not uncommon that they find themselves challenged by misunderstandings and differences. These might be based on their individual memory about what was agreed, by the words heard or written, or about how the agreement wasn't, was, or will be put into action.    


       When negotiations on the issues arising out of a disagreement cannot be resolved to the relative satisfaction of the parties involved, then the parties seek alternative resources to meet their interests. Such resources traditionally have often involved win-lose, adversarial options such as litigation (the courts) or arbitration (private 'courts').
On the other hand, individuals and organizations in all sectors are increasingly choosing collaborative, strategic options such as mediation, conciliation or facilitated problem-solving to resolve differences. Reasons vary but almost without exception, such decisions are being made for one of two reasons: first for bottom-line financial considerations, it costs less to collaborate, and second, to maintain and manage relationships which are 'important'. In the organizational context, the second may be more important than the first given the short and long-term negative consequences of ineffectively resolved conflicts on any organization. In workplaces, for example, the likelihood of people in conflict working  together effectively is slim to none. And that's when consensual, collaborative conflict resolution processes become critical.


       In family-in-crisis situations, separations and divorces included, collaborative options become even more critical when children are involved. Let me say that it is a heart-wrenching experience watching two parents attack each other with words and emotions while their children look on and learn, often sitting and waiting in the background.


       Such consensual, self-determining processes, in a general sense, mean interest-based facilitated negotiations with a trained and experienced impartial 3rd party neutral. Most often, the process is issue driven under the guidance of the facilitator and the resolution will be based on the relative satisfaction of the individual and/or common interests (needs). ...More about disputes...

Text Box: Since "the best laid plans of mice and men" 
often go ‘off the rails,  even the most effective preparation and forecasting sometimes cannot prevent disputes.

Website table of contents  and Joseph Ravick …  links to what’s on this site and who I am.

ABOUT Conflict...  What conflicts look like…

DisputesWHAT DO DISPUTES LOOK LIKE,  and how do people react or respond when conflicts escalate into disputes? (the many faces of conflict),.

COMMUNICATION & CONFLICT  Definitions, terms, jargon

CONFLICT RESOLUTION TIPS AND GUIDELINES: Strategies and behaviours for you to apply when in conflict.

CONFLICT CHRONICLES: Original stories by Joseph Ravick with a common theme. The chronicles feature real-life conflicts describing the people, their relationships, and the outcomes which they experienced whether they liked it or not.