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Conflict management is often unpleasant, however, it is inevitable in human organization and operations. Therefore, successful resolutions of conflicts are paramount for organizational function and success. According to “The governance of Western public lands”, there is so much conflict about public land and resource management (Nie, 2008). Ideally, public land is co-owned by the people in the society. Because each individual has divergent views on matters and also unique choices, these diversities may manifest in conflict about the use of the resources and land that belongs to the community. The development of peaceful resolutions on issues of public interest depends on the ability of the involved parties to compromise on their positions and the process used in the formulation of the agreements.
Resolving conflict involves addressing the concerns of the parties involved and trying to make them reach a consensus (Hansen, 2008). Therefore, there are several approaches to conflict resolution, with each approach having a unique way of reaching out to the parties involved and obtaining their opinions and suggestions. Major issues of concern include developing trust among the parties on the methods used in the resolution process. Often, each side of the conflict may not trust their opponent and may want to take control of the process (McConnon & McConnon, 2008). By using an agreed method, the two parties may be able to reach a consensus; first in the method used, then in the offers given for resolution. In this regard, using a method that is familiar to all the involved parties is likely to have good results in the resolution.
Considering the “Town and Park” case, lack of proper communication about the intended use of the public land for expansion to allow for a larger parking space caused the public to mistrust the government (Nie, 2008, p. 30). As a result, they also doubted the methods that the government was proposing to reach a resolution. While part of the title of the land had been acquired by the conservation group, which was intending to convey it to the park service, some of them were questionable and caused the park service not to accept the agreement. In addition, the public did not trust the intentions of the conservation group and the park service. Accordingly, they viewed these two groups as their enemies. Despite the existence of these doubts, the development of a method that all three parties agreed to led to a consensus and the matter was resolved.
In conclusion, the development of a resolution in a matter of public interest relies on how well the parties can reach an agreement and the method used in the process. Primarily, using methods that are familiar to all parties involved will result in success. On the contrary, a lack of trust in the intentions of the opposing sides and the method used is the major cause of unresolved cases.
 
 
 
 
 
 
 
 
 
 
 
 
References
Hansen, T. (2008). Critical conflict resolution theory and practice. Conflict Resolution
Quarterly25(4), 403-427. http://dx.doi.org/10.1002/crq.215
McConnon, S. & McConnon, M. (2008). Conflict management in the workplace (3rd ed.).
Oxford, UK: How to Books Ltd.
Nie, M. (2008). The governance of Western public lands (1st ed.). Lawrence, Kan.: University
Press of Kansas.