This article illustrates the need for optimal balance between focus and flexibility, as well as task and process, in a model of conflict resolution. Our model consists of initial stages of defining the conflict, ratings, and gathering information. Thereafter, participants themselves decide among the options of creating new solutions, ratings, redefining the conflict, gathering more information, and influence attempts. Until the conflict is resolved, the model recycles through these options, searching for the cognitive and emotional elements which constitute a mutually satisfactory solution.
Get full access to this article
View all access options for this article.
References
1.
ARGYRIS, C. (1972) “Do personal growth laboratories represent an alternate culture?”J. of Applied Behavior Sciences8: 7–28.
2.
ARGYRIS, C. (1970) Intervention Theory and Method: A Behavioral Science View. Reading, MA: Addison-Wesley.
3.
BAIN, H., N. HOWARD, and T. L. SAATY (1971) “Using the analysis of options technique to analyze a community conflict.”J. of Conflict Resolution15: 133–144.
4.
BENNIS, W. G. (1966) Changing Organizations. New York: McGraw-Hill.
5.
BENJAMIN, A. (1972) Sensitivity Training Workshop for Arab and Jewish Students. Jerusalem: American Jewish Committee.
6.
BENJAMIN, A. and A. M. LEVI (1975a) “High school seniors attempt to resolve the conflict: the Nachsholim workshop.” Iyunim b'chinuch 9. (in Hebrew)
7.
BENJAMIN, A. (1975b) “High school seniors resolve the conflict: the Sdot Yam workshop.” Unpublished manuscript.
8.
BENJAMIN, A. (1975c) “Process versus task: the Maagan Michael workshop.” Unpublished manuscript.
9.
BLAKE, R. and J. MOUTON (1971) The Managerial Grid. Houston, TX: Gulf.
10.
BLAKE, R. and J. MOUTON (1961) “Union-management relations: from conflict to collaboration.”Personnel38: 38–51.
11.
BLAKE, R., H. A. SHEPARD, and J. MOUTON (1964) Managing Intergroup Conflict in Industry. Houston, TX: Gulf.
12.
BORMANN, E. G. (1975) Discussion and Group Methods: Theory and Practice. New York: Harper & Row.
13.
BOUCHARD, T. J., Jr. (1972) “Training, motivation and personality as determinants of the effectiveness of brainstorming groups and individuals.”J. of Applied Psychology56: 324–331.
14.
BOUCHARD, T. J., Jr. (1969) “Personality, problem solving procedure and performance in small groups.”J. of Applied Psychology53: 129. (monograph)
15.
BURTON, J. (1969) Conflict and Communication: The Use of Controlled Communication in International Relations. London: Macmillan.
16.
De BONO, E. (1970) Lateral Thinking. London: Wardlock Educational.
17.
DOOB, L. [ed.] (1970) Resolving Conflict in Africa: The Fermeda Workshop. New Haven, CT: Yale Univ. Press.
18.
DOOB, L. [ed.] and W. FOLTZ (1973) “The Belfast workshop: an application of group techniques to a destructive conflict.”J. of Conflict Resolution17: 489–512.
19.
DUNNETTE, M. D., J. CAMPBELL, and K. JOASTED (1963) “The effect of group participation on brainstorming effectiveness for two industrial samples.”J. of Applied Psychology47: 30–37.
20.
FAGIN, J. and I. SHEPARD [eds.] (1970) Gestalt Therapy Now. Palo Alto, CA: Science & Behavior Books.
21.
FISHBEIN, M. (1963) “An investigation of the relationship between beliefs about an object, and the attitude toward that object.”Human Relations16: 233–239.
22.
FISHER, R. (1972) “Third party consultation: a method for the study and resolution of conflict.”J. of Conflict Resolution16: 67–94.
23.
GREENBAUM, C. (1971) Preliminary Report: An Arab-Jewish Workshop. Jerusalem: American Jewish Committee.
24.
KELMAN, H. C. (1972). “The problem solving workshop in conflict resolution, ” In R. L. Merritt (ed.) Communication in International Politics. Urbana: Univ. of Illinois Press.
25.
KEPNER, C. H. and B. P. TREGOE (1965) The Rational Manager. New York: McGraw-Hill.
26.
LAKIN, M. (1969) Arab and Jew in Israel: A Case Study in a Human Relations Approach to Conflict. Washington, DC: NTL.
27.
LEVI, A. M. and A. BENJAMIN(forthcoming) “Jews and Arabs in Israel rehearse Geneva: a pilot study in conflict resolution, ” In J. Volkman (ed.) Looking Toward Geneva or Elsewhere. New York: IDOC/North America.
28.
LEVI, A. M. and A. BENJAMIN (1976) “Jews and Arabs rehearse Geneva: a model of conflict resolution.”Human Relations29: 1035–1441.
29.
LEVI, A. M. and A. BENJAMIN (1975a) “Jews and Arabs in Israel rehearse Geneva: the Bet Oren workshop.” Unpublished manuscript.
30.
LEVI, A. M. and A. BENJAMIN (1975b) “The importance of correct focusing: the Maagan Michael II workshop.” Unpublished manuscript.
31.
LUCE, R. D. and H. RAIFFA (1957) Games and Decisions. New York: John Wiley.
32.
OSBORN, A. (1957) Applied Imagination. New York: Scribner's.
33.
PFEIFFER, J. W. and J. E. JONES (1970) A Handbook of Structured Experiences for Human Relations Training, Vol. II. Iowa City: University Associates.
34.
ROGERS, C. R. (1961) On Becoming a Person: A Therapist's View of Psychotherapy. Boston: Houghton Mifflin.
35.
SATIR, V. (1967) Conjoint Family Therapy. Palo Alto, CA: Science & Behavior Books.
36.
SCHEIN, E. (1970) Process Consultation. Reading, MA: Addison-Wesley.
37.
SCHEIN, E. and W. BENNIS (1966) Personal and Organizational Change Through Group Methods: The Laboratory Approach. New York: John Wiley.
38.
SHERIF, M. (1966) Group Conflict and Cooperation: Their Social Psychology. London: Routledge & Kegan Paul.
39.
TAYLOR, D. W., P. C. BARRY, and C. H. BLOCK (1958) “Does group participation when using brainstorming facilitate or inhibit creative thinking?”Admin. Sci. Q.3: 23–47.
40.
WALTON, R. (1969) Interpersonal Peacemaking: Confrontations and Third Party Consultations. Reading, MA: Addison-Wesley.
41.
ZAND, D. E., M. B. MILES, and W. O. LYTLE, Jr. (1970) “Enlarging organizational choice through use of a temporary problem solving system, ” in D. Zand (ed.) Organizational Development: Theory and Practice.
