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Discussion: Week 7 - Positions & Interests Welcome to this Discussion. Note that you have a choice which topic=thread you contribute in. In recently assigned chapters from KLS and chapter 3 in WH, you were introduced to a fundamentally important issue in conflict analysis and resolution that can be summed up the following way: In words • • • In pictures How we frame conflict influences how we will see possible solutions and ways of solving conflict. Conflicts are usually expressed as positions, while they really reflect deeper interests and ne eds. Focusing on interests can help parties uncover hidden problems and allow them to identify which issues are of most concern to them. Framing conflicts as interests rather than positions takes a bit of practice. Let's practice. Pick your favourite topic and write your initial post in response to my post inside that thread. You can choose between: 1. Interpersonal/Organizational, 2. Global. • Rather see you rest during the Reading week and perhaps read the 'Difficult Conversations' book, but if need be, you may still post your responses for full credit by end of week 8. Case 1: Interpersonal / Organizational Issues HOW DO WE HIRE? To inform your responses, pay special attention to chapter 3 in Wilmot & Hocker. Study the following conversation and in your initial post, answer the questions below. In your follow-up posts, compare your take on the questions and what other students highlighted in their responses. Pick 5 questions to address in your initial post: 1. 2. 3. 4. 5. 6. 7. What are the Topics (T) of this conflict? What are the Relational (R) issues of this conflict? What Identity (I) issues can you identify? What are some possible Process (P) issues involved in this conflict? How do you predict this conversation will end? What do you think the goals are for each of the parties? What common interests can you identify for the parties on which to build possible resolution? 8. What suggestions do you have for the parties in this conflict? 9. What is your favourite take-away from our readings on the topic of positions, interests, and needs? For example, I find it very insightful that conflict resolution practitioners need to have skills in soliciting interests from conflicted parties because people often have problems identifying what they really need/want in a given situation and tend to focus on their positions instead, which makes them stuck in conflict. Explain how you plan to translate your best insight to practice. Conversation Background Participants: John, Jim (the Director), Laura, Karl, Keith and Celeste Setting: Mental health center Situation: An opening for a full-time therapist has been created by one of the staff therapists quitting Jim: We need to fill this position since Lee is leaving. I suggest w e hire Nikki full time. She’s done a great job as an intern, and the kids seem to really like her. What do you think? Keith: Jim: I agree. We should hire her. Anyone else? (Long silence) John: Jim: Yeah, that’s okay with me. Is there any discussion on this matter? Laura: Yes. I don’t think we should hire Nikki without doing a search . She does a good job, but we might be able to get someone even bette r. Karl: I sort of feel that way, too. Keith: I don’t think we could find anyone better. Besides, it could take months to do it and we need the help right away, especially on th e weekends. Karl: Yeah, but that doesn’t mean we should hire just anyone. Jim: Nikki’s not just anyone. Plus, we could lose the funding if we don’t hire right away. I’ve talked to Nikki about it—I’m sure she’d t ake the position. Keith: y. And if we don’t offer it to her, I think she’ll quit completel Laura: Sounds like you guys have already figured it out. even asking us if you’ve made up your mind already? Why are you Jim: There’s no “we” here, and I didn’t already make up my mind. Celeste: I don’t think we should act so quickly. I’m not sure Nikki is all that committed to her work. You say the kids like her, but per sonally, I think she just likes having them do what she wants. She se ems like a control freak to me. She likes having the kids like her. Jim: What is it with you, Celeste? You always disagree with what this group wants to do. Everyone wants this but you. I’m tired of your co nstant opposition. You should listen to what we’re saying. Celeste: What is it with me? Why do you act like we’re making a grou p decision, when you already made a decision and obviously got Keith a nd John to agree before talking to the rest of us? Jim: If you can’t be a team player, then maybe it’s you who needs to start looking for a new job. Case 2: Global Issues CULTURE, APOLOGY, & INTERNATIONAL NEGOTIATION To inform your responses, pay special attention to chapter 3 in Wilmot & Hocker. Study the fascinating real-life case featured in the journal article for this week from Wang & Avruch, 2005 (download from HF Course Guide, link in main course navigation). In your initial post, answer the questions below. In your follow-up posts, compare your take on the questions and what other students highlighted in their responses. It is OK if your answers differ. Pick 5 questions to address in your initial post: 1. What were the Topics (T) of this conflict? 2. 3. 4. 5. 6. What Relational (R) issues can you identify? What Identity (I) issues can you identify? What were some possible Process (P) issues involved in this conflict? What do you think the goals were for each of the parties? What common interests can you identify for the parties on which to build possible resolution? 7. What do you think could have been done differently (better) by the parties in this conflict? 8. What is your favourite take-away from this case that will inform your practice of conflict prevention, management, and resolution? For example, mine is the following "In the end, culture (cultural difference) was not so much an impediment or obstacle in this negotiation, as it was, ironically, a resource.". Explain how you plan to translate your best insight to practice. Samuelka What were the Topics (T) of this conflict? The Topic issue in the conflict was the admission of wrongdoing and apology demanded of the United States by China. What Relational (R) issues can you identify? The relational issue in the conflict is respect. China certainly wants the United States to treat her with respect; while for the US though seeking to maintain a good relationship with China, did not want to been seen as compromising its stand in the world before to China, by apologizing using the exact word dictated by China. What Identity (I) issues can you identify? The conflict presents identity issues for both China and the United States. For China, the identity issue in the conflict was the perception of their identity as a country by their neighbors, some of whom were allies of the US. While also for the US, it was out borne out of the American pride of the US does not apologize to anyone. However, the Chinese President had a good perception of the situation and offered both sides a face-saving option which helped both sides to attain their identity goals. Another identity issue in the conflict is the cultural perspective of each party: China – high context, United States – low context, and what an apology meant in the different cultural settings. What were some possible Process (P) issues involved in this conflict? The process goal was meant through the process of negotiation as the chosen means of conflict resolution, and with each country represented by their delegated negotiators. Another process issue in the conflict relates to the use of letter writing medium, and the several editions of the letters, before a final one that was acceptable to the Chinese. What common interests can you identify for the parties on which to build possible resolution? The parties do not want the conflict to bring an end to the relationship between the two countries, especially their economic interests. Both parties also want to preserve their face-saving before their constituencies: China before its people, and the US before the right-wing members of Congress who belong to the president’s party. Takeaway My favorite takeaway is from the larger context of our entire readings for the week, and that is from the point of view of learning to separate position from interest. It’s been my experience in mediation that once this happens, the conflict opens up for resolution. I will like to work harder on learning to help disputants come to the realization of what their interests are, different from the positions there are holding. The Avruch article, at the same time, also underscores the importance of multicultural competence in conflict resolution. This is very clear from the remark of the Chinese academic who says the American mishandling of the situation was because there were no people familiar with China together with President Bush when the news first broke (Avruch and Wang, 2005).
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