Conflict Management and Negotiation Critical Thinking Essay

Conflict Management and Negotiation Critical Thinking - Essay Example The essay "Conflict Management and Negotiation Critical Thinking" discovers the Negotiation Critical Thinking and Conflict Management. In the modern world, handling of conflicts constructively is one of the paramount challenges. Even with maturing humanities, technology and scientific knowledge understanding, not to mention a more educated population, damaging conflicts are still prevalent. When conflicts intensify, the parties reach impasses, and gradually end up hurting each other in the conflict progression. This may lead to psychological problems, personal relations break down and group fights. Nevertheless, even with such adverse effects, conflict management academics still hold that many conflicts are potential to integrative resolution means. As such, parties can reach a mutual satisfactory settlement if they determinedly search for it. In order to handle conflicts constructively, the conflicting parties must be willing undertake an integrative approach. Hence, they must look for evidence in relation to facts and interests. Accordingly, they should be able to creatively exploit that information to breed mutually satisfactory settlements. As a consequence, integration is a significant concept in the conflict management methodologies. It is used in relation to numerous features of the conflict management practice such as integrative potential, integrative outcome, integrative procedure and integrative purpose conduct and helps both parties to arrive at a win-win situation. Case Facts In the case at hand Peter Smith and his wife Catherine Smith became involved in contemporary art in the 1970s. Subsequently, Peter was invited to become a member of the MCA board of trustees which he agreed to and was prepared to donate more money to the $10000 the organization had earlier requested. In 1989, Peter was elected as the chairman of the board. On the other hand, Keith Schmidt was hired by the board to hold the post of executive director at the start of the same ye ar and this was because of his wide knowledge on matters related to museum management. However, these two executives were in constant conflicts mainly in regards to expansion and fund management. Peter was more conservative especially when it came to expansion while Keith was objected towards growth and he viewed Peter as a barrier. The peak of their conflict reached in November 1991 when the board chose to vote for Schmidt’s projects to rapidly expand the MCA against Peter opinion. After this eventuality, Peter and Catherine disappeared from the Chicago art community. In 1997 MCA was under the leadership of Peggy Fischer as the chairperson of the board while Schmidt was still the executive director of MCA. It came to the realization that MCA was under financial constraint since it