A review of W. Wilmot and J. Hocker's techniques for conflict resolution in "Interpersonal Conflict" and S. Murray's "Seeing Virtues in Faults".
Written in 2009; 1,264 words; 3 sources; APA; $ 42.95
Paper Summary:
This paper discusses collaborative problem solving, basing its discussion on S. Murray's work "Seeing Virtues in Faults" and W. Wilmot and J. Hocker's work, "Interpersonal Conflict". The paper discusses how Murray, in his list of the disadvantages of collaborative problem solving, addresses the personal bias that is an elemental source of disadvantage in the collaborative effort of communication and agreement in conflict resolution. The paper also examines Wilmot and Hocker's discussion of Murray's list of the disadvantages of collaborative problem solving. In addition, the paper relates Hocker and Wilmot's five step model of principles for creating a perspective that is capable of removing conflict. According to the paper, bias cannot be removed from conflict resolution. Rather, it must be defined clearly as it will effectively represent the interests of the two parties involved and remove projections or uncertainty regarding the true desired outcomes for each party.
From the Paper:
"In effect, we can only resolve conflicts that we are committed to resolving. If we think we can solve the conflict, and think we are authorities or in the right on how to solve the conflict, i.e. knowing better than the other party how to solve conflict, then we are falling prey to a more subtle form of bias which Murray points out is an elemental source of disadvantage in the collaborative effort of communication and agreement which would resolve the conflict thereof. It is very important, according to research and the implication of further research, for the individual in a conflict to understand that the tools being offered for conflict resolution are not automatic, but tools which can only be beneficial to not all human beings in conflict, but human beings truly committed to resolving those conflicts thereof."
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