Using Mitchell’s Conflict model, describe the significance of attitudes, behaviour and situation in conflict management and resolution.

Human conflict can distort the order in an organization if it is not properly managed proposes (Darling & Walker, 2001, p. 230). A third of the organizers time is consumed dealing with conflict at work amongst employees. (Cloke & Goldsmith, 2011; Kohlrieser, 2007). HR is responsible for resolving these conflicts amicably because employees are assets to an organization. They contribute to the strength building of a company. (Shekahwat, 2015).

It refers to the disagreement through which the parties involved perceive a threat to their needs, interests or concerns. Conflicts are very common in organizations. Mitchell Model views conflict as the consistence of three interrelated parts which are attitudes, behaviour and circumstances ( Mitchell et al., 2019). One always has his best interest at heart even though they are working towards one goal in an organization. For conflict to exist, there have to be two or more parties involved. However, Mitchells conflict model can help solve these problems.

According to Mitchell, the conflict consists of three parts: attitudes, behaviour and situations that interact and create conflict between actors. The conflicts of Mitchell’s structure intelligibly simplify complex reality (model 1). The model was created because of political and military conflicts, but it also applies to the changes in the perception of conflicts that the international community has experienced – economic, environmental and human security has become essential in international and regional interaction. Mitchell’s model is capable of incorporating this. However, this model is complicated by the fact that conflicts often occur in mixed-purpose relationships, with the parties involved having collaborative and competitive goals, and Mitchell’s model seems to have forgotten this multifaceted complex dimension of the relationship. The competition factor creates conflict and the cooperation factor creates the incentive to negotiate a contract. However, there are studies confirming that disputes tend to occur even when the parties have very harmonized goals. This can be explained by putting frustration, hindrance and interference in the definition.
a. Situations affect behaviour (failing to achieve the desired goals, especially the important ones, creates frustration and increases the willingness to achieve them).
b. Situations affect attitudes (incompatible goals increase suspicion and distrust among actors).
c. Behaviour affects the situation (success can lead to new issues in conflict as demand increases).
d. Behaviour influences attitudes (destruction increases hatred, success can affect group solidarity and the idea of “we”).
e. Attitudes affect behaviour (expectations such as “our traditional enemies will strike back” will affect defence planning and prevention).
f. Attitudes affect the situation (the longer the conflict continues, the more questions will be presented).

In Mitchell model, main types of managing conflicts are competing, collaborating, compromising, avoiding and accommodating. Organizers use the method that seems most efficient to them. In competing, a task is set before the conflicting parties and are asked to complete the task while competing. The winner wins the conflict. Compromising, here parties involved work together putting the same effort to archive the same goal. However they will both not be satisfied. Avoiding, one party may choose to completely avoid conflict sometimes using golden silence. However the conflict is not solved it keeps hanging, prone to cause other conflicts in the future. Collaborating, trying to find a solution that satisfies both parties’ concerns. Accommodating, one party suppresses self for the benefit of another. Studies have shown that women are generally more likely to use conflict management collaborative measures, such as collaboration, compromise or avoidance, while men are more likely to use competing approaches or avoid conflict situations (Avruch and Mitchell, 2013).

In conflicts, it may be difficult to reach an amicable agreement. The agreement has to leave both parties satisfied and still maintain the working relationship. As a result, a typical women’s collaborative approach can be more productive and effective than a typical men’s tendency to difficult negotiations. In addition, given women’s real or perceived goals of maintaining long-term relationship and their sensitivity to scientific evidence, women are likely to achieve greater success in sensitive conflicts involving future relationships. This gender difference needs to be acknowledged and used in conflict resolution. Armed conflict is not a sexless event; Therefore, the dispute process intended to resolve armed conflicts should not be a neutral gender.

Relationships amongst core workers are rooted in their first impression and encounter with other co-workers. The first encounter defines the working relationship to be established for years to come. Hence the need to use methods that are sensitive. The women’s ways of communicating and solving conflicts reduce anxiety, forms relationships and reduce disappointments. These ways may not be satisfactory to individuals but they are comfortable and familiar. Mitchell says, they “follow” these ancient requirements because they provide security; both are “family” and “family”, maintaining comfort and preserving “loyalty and connection” (Mitchell, 2005).
When a person consults a psychologist, he communicates to him through familiar ways they always use. The psychologist is assigned roles that may vary from meeting to meeting, but which are dependent and evolved by recreating parental interaction patterns. The psychologist ends up being built into the client’s relationship state, not just a passive viewer but stuck as in the process. In order for changes to take place, the therapist and the client must discover new ways to participate.
The psychologist not only provides interpretation and understanding but, according to Mitchell, he must find a voice to convey that understanding beyond the traditional hearing and understanding of the individual and here’s the challenge. Interpretation, for Mitchell, is more than removing “suppressive barriers” and changing “inner balance of soul power” as in the classic model or bringing new experiences through the “effective wall” as in the maturity model (Mitchell et al., 2019). According to Mitchell, both the content and the tone are essential in the treatment process because they reveal new possibilities of communication that have so far been unknown. Mitchell described the therapist as the co-author of passionate drama (Mitchell, 2005), acting that transcends the transfer/utilization settings. Most importantly, the therapist raises the client’s “curiosity” to explore new possibilities and develop new behavioural patterns within the treatment regimen.
The client not only repeats previous relationships or activates disturbed patterns of development, but learns to relate, give up, dominate, unite, control, love, be loved by, use, be used by, the therapist. What basically happens when the client connects to the therapist and his parents’ numbers is that he tries to use them as a bad thing and continues the original safe but insufficient communication pattern. As the therapist and client work through their relationship and clarify the transfer/data transfer settings as they arise, the client begins to find new ways to connect, a lifelong process. Preferably, a new organization will be set up that will allow the client to recover and reconnect. . . His own elements previously refused, concealed, refused to form new shares and changing business patterns.

Conflict arises when individuals are strongly opposed to each other’s views and views and are not prepared for mediation. Conflict does not solve problems; it just creates excitement, anxiety and gets a bad name. No one likes you if you are constantly involved in fights. Manage conflicts with trusted employment attorneys on time for a healthy and peaceful environment. Attitude plays a very important role in conflict management. Nothing can be achieved unless and until you believe in yourself and have a positive attitude. An individual should avoid finding fault with others. Seeking the guidance of experts on the ACAS early conciliation procedure can be beneficial. These experts can provide valuable insight and assistance in addressing conflicts, mediating discussions, and facilitating resolutions. 
Conflicts that reverse this process can be considered. First, the focus was on behaviour. That is to say, stop the violence with a ceasefire and then monitor the ceasefire. Now a working attitude can begin. Only when attitudes change for the better will it be possible to deal with the original conflict and try to find a solution. (Then it would be time to work with attitudes and probably only when a change is made for the better is it possible to deal with the original conflict and its content and try to find a solution to it.)
While most experts agree with the first hypothesis, the second and third series can be dubious. In fact, there is often some peace agreement (conflict resolution as defined above) before there is substantial work on the interests of interests.
In conflicts, it is wise to use methods that promote co-operation. These are more likely to clear conflicts in good faith than those that create more tension amongst core workers. Greater collaboration delivers constructive results for party disputes and curtailed behaviour helps to ensure continuous and lasting relationships; Compromising has the risk of destroying relationships as the conflicting parties are partially satisfied. In the context of international conflicts, the focus is on building a long-term, friendly relationship, which means that the style of conflict can be an important change in resolving disputes. For example, while forcing sometimes results in one party submitting a better offer, it can prevent the parties from reaching an agreement when the interests of the parties need an agreement.

Mitchell, C.R., 2005. Conflict, social change and conflict resolution: An enquiry.
Avruch, K. and Mitchell, C. eds., 2013. Conflict resolution and human needs: Linking theory and practice. Routledge.
Mitchell, R., Boyle, B. and Von Stieglitz, S., 2019. Professional commitment and team effectiveness: a moderated mediation investigation of cognitive diversity and task conflict. Journal of Business and Psychology, 34(4), pp.471-483.
Shekhawat, S. ed., 2015. Female combatants in conflict and peace: challenging gender in violence and post-conflict reintegration. Springer.

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