The Eight Essential Steps to Conflict Resolution

 The book that I chose to read for my book review was, The Eight Essential Steps To

Conflict Resolution by Dr. Dudley Weeks. The reason I chose to read a book on conflict

resolution was to further improve my skills at avoiding and dealing with problems. Because I

feel that a person truly shows their character not when things are going well but when things

begin to go bad. And having the ability to deal with those problems strengthens one as a person.

Dudley Weeks, PH.D. is widely commended as one of the world's leaders in conflict

resolution. He lives in Washington, D.C., has worked in over sixty countries and has counseled

thousands of businesses, families, and communities in the United States. Dr. Weeks has twice

been nominated for the Noble Peace Prize. Dr. Weeks is now teaching conflict resolution at the

American University School of International Service and gives workshops throughout the world.

Dr. Weeks basically tears conflict resolution into eight steps. The first step is to create an

effective atmosphere. The second step is to clarify perceptions. Third is focus on individual and

shared needs. Fourth is build shared positive power. Fifth is look to the future, then learn from

the past. Sixth is generate options. Seventh is develop "Doables." And the last step is make

mutual benefit agreements. Dr. Weeks also touches on topics such as handling anger, dealing

with people who only want things their way, and dealing with conflicts that involve an injustice.

The first step is about Creating an Effective Atmosphere. Creating an effective

atmosphere is a very important step in the conflict resolution process. It is more likely for mutual

agreements be reached when the atmosphere is given careful consideration. When thinking about

atmosphere remember these ideas; personal preparation, timing, location, and lastly opening

statements. Personal preparation is doing all you can to ready yourself in positive ways to

approach issues honestly and openly. Timing means that choosing a time that is best for all

parties involved, a time in which no one is feeling pressed to move on or pressured in other ways.

Location suggests that where you meet is as important as when you meet, it is best to pick a place

where all parties can feel comfortable and at ease. Lastly Opening statement has to do with

trying to start out on a good note. Good openings are ones that let others know you are ready and

willing to approach conflict with a team-like attitude that focuses on positive ends. They should

also ensure the trust confidentiality of the parties involved.

Clarifying Perceptions being the second step has to do with clarifying individual

perceptions involved in the conflict. You can't solve a problem if you don't know what it is

about. First to be done, is sort conflict into parts. Then avoid "ghost conflicts," get to the heart

of the matter and avoid side issues. Clarify what, if any, values are involved. Then recognize

that the parties involved need each other to be most effective. Finally, clarify your perceptions of

the other party by avoiding stereotyping, listening carefully, recognizing the other's needs and

values, empathize by asking why they feel the way they do, and clear up misconceptions you may

have of them.

Step number three has to do with focusing on individual and shared needs. This section

points out that one needs to expand shared needs. Realize that you need one another in order to

successfully resolve conflicts. Be concerned about meeting others needs as well as your own.

When you take the time to look, you will recognize that individuals often share needs in

common.

Step four allows you to build shared positive power. Power is made up of people's

outlooks, ideas, convictions, and actions. A positive view of power enables people to be most

effective. A negative outlook on power proves to be a lot less effective. Instead of "power

with," it encourages "power over." Positive power promotes building together and strengthening

partnerships. When parties in conflict have this outlook, they can encourage each other to use

shared positive power. This gives an ultimate advantage to all involved because each person's

positive energy is being drawn upon for a worthwhile solution.

Looking to the future, then learning from the past is the fifth step. Dr. Weeks tells not to

dwell on negative past conflicts, or you won't be able to deal positively in the present or the

future. Try to understand what happened in the past, and avoid repeating the same mistake over.

Don't get stuck in a rut; learn from past conflicts and be forgiving. Let others know, "I'm not

mad at you, I'm mad at what you did."

Step six has to do with generating options. One needs certain options that they might

need to use to make the conflict more positive

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