The Dimension Model

A particular conflict that I have experienced is that of Mary Jane (client) who dislikes Diane Divine (manager) and is very disrespectful and verbally aggressive when interacting. The conflict continues to pursue even after a case conference was held to address in appropriate behaviors of Mary Jane not directly related to verbally aggressive behavior toward Diane Divine. However while in the conference staff from Mary Jane’s home reported that the exchange between Mary Jane and Diane needed to be addressed.

When addressed Diane was questioned why Mary was acting like this. Diane reported that Mary doesn’t like her because Mary believes that Diane is responsible for firing her previous staff member (Lonesome Little). When Diane attempted to explain that she had nothing to do with Mr. Little being fired, Mary aggressively cursed Diane and told her she was lying. Mary staff told her not to talk like that and when Mary appeared to get upset, one of her staff took her out of the building ranting. Behavior never addressed just allowed to fester

The meeting pursued and other issues were addressed, clothing, undergarments, hair everything but the outburst. Mary reported that she wanted to work with someone else and so Mary was given the option because of her choices and the big push for clients to be allowed their choices. It is like an elephant in the room and everyone is walking around it as if it is not there.

As a practitioner, looking at resolving the issue the best model to use would be utilizing the Dimensional model. This model is a broader version of the Triangle of Satisfaction; which gives the practitioner a more in-depth understanding of what motivates people by focusing on interest. This model takes it to the next level...

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...a resolution is possible in a safe, non-threatening environment.

It is important for practitioners to have the skill and ability to diffuse conflicts as they arise by effectively analyzing and taking action based on the analysis of the conflict (Furlong, 2005). As a practitioner, it is equally, important to know that not all conflicts can be resolved with a negotiated solution. This model affords the practitioner a means of thoroughly accessing the situation and making a conscious decision to either set clear ground rules for future acceptable behaviors; because the feelings are to strong and collaboration is not an option; or better yet coming to a collaborative solution.

Works Cited

Furlong, G. T. (2005). The conflict resolution toolbox: Models and maps for analyzing, diagnosing, and resolving conflict. Mississauga, Ontario: John Wiley & Sons Canada, Ltd.