I think dealing with conflicts is a difficult matter, especially if you're a part of it.
According to Perkins, Shackleton had done a fantastic job in keeping a cool head and resolving conflicts.The tactics are 1. "Dea[ling] with Anger in Small Doses," 2. "Engag[ing] Dissents," and 3. "Avoid[ing] Needless Power Struggles."
So far, chapter 7 has been my favorite chapter of "The Edge." The chapter really got me to think about the different kinds of struggle that I've experienced so far. Here are some of those:
This is more connected to the conflict activities we have done in class, but I have been experiencing the importance of withdrawl. In a discussion with my friends from my circle about what we should do during the ICU festival, we came across an impasse concerning a topic and whether or not we should feature it. I made a concession, and things moved on smoothly.
Also, this isn't exactly a "conflict," but I also have experience in avoiding "struggles."
There are times when someone from my part-time job tells me to do something that I had been doing a while ago, but not just at the moment that the person looked in to my actions. Some examples are greeting customers cheerfully and organizing the disheveled piles of clothing (I work in an apparel shop). I don't talk back, or claim that that person wasn't looking (as much as I'd like to do). I know that the person means good to me, is thinking about how I may improve my performance and efficiency in contributing to the store and customers. It is also a waste of time to do so.
Lastly, there is enticement. I've been involved with an English class of children about 5 years old. Some were older than that, and some younger. The children were playing with building blocks during free time, and a boy who was one of the oldest was trying to take a block away from one of the younger ones. The older boy had already been displaying a tendency of trying to have everything his way, and he seemed to be used to it, too. Now, don't get me wrong, I like all the children; I think they all have their charm.
But I couldn't look this over. I sort of raised my voice, and talked the boy into giving up the toy for the time being.
He gave up the toy, then proceeded to declare that he hated me.
I don't think that I did anything wrong, but in this sense, I want to learn better ways of persuading and enticing others.
As a side note, while I agree that Shackleton’s leadership and ability to care for others and conflicts were outstanding, I feel that Perkins might be over-crediting him. I’m pretty sure that other crew members had grown more cooperative through the perils. Of course, this transformation must for some part owing to Shackleton’s aforementioned strategies. On the other hand, I doubt that the risk of leaving them behind weren't the only decisive factors that led to Shackleton's taking McNeish and Vincent with him to South Georgia Island (p.120-122, "Engaging Dissents").
According to Perkins, Shackleton had done a fantastic job in keeping a cool head and resolving conflicts.The tactics are 1. "Dea[ling] with Anger in Small Doses," 2. "Engag[ing] Dissents," and 3. "Avoid[ing] Needless Power Struggles."
So far, chapter 7 has been my favorite chapter of "The Edge." The chapter really got me to think about the different kinds of struggle that I've experienced so far. Here are some of those:
This is more connected to the conflict activities we have done in class, but I have been experiencing the importance of withdrawl. In a discussion with my friends from my circle about what we should do during the ICU festival, we came across an impasse concerning a topic and whether or not we should feature it. I made a concession, and things moved on smoothly.
Also, this isn't exactly a "conflict," but I also have experience in avoiding "struggles."
There are times when someone from my part-time job tells me to do something that I had been doing a while ago, but not just at the moment that the person looked in to my actions. Some examples are greeting customers cheerfully and organizing the disheveled piles of clothing (I work in an apparel shop). I don't talk back, or claim that that person wasn't looking (as much as I'd like to do). I know that the person means good to me, is thinking about how I may improve my performance and efficiency in contributing to the store and customers. It is also a waste of time to do so.
Lastly, there is enticement. I've been involved with an English class of children about 5 years old. Some were older than that, and some younger. The children were playing with building blocks during free time, and a boy who was one of the oldest was trying to take a block away from one of the younger ones. The older boy had already been displaying a tendency of trying to have everything his way, and he seemed to be used to it, too. Now, don't get me wrong, I like all the children; I think they all have their charm.
But I couldn't look this over. I sort of raised my voice, and talked the boy into giving up the toy for the time being.
He gave up the toy, then proceeded to declare that he hated me.
I don't think that I did anything wrong, but in this sense, I want to learn better ways of persuading and enticing others.
As a side note, while I agree that Shackleton’s leadership and ability to care for others and conflicts were outstanding, I feel that Perkins might be over-crediting him. I’m pretty sure that other crew members had grown more cooperative through the perils. Of course, this transformation must for some part owing to Shackleton’s aforementioned strategies. On the other hand, I doubt that the risk of leaving them behind weren't the only decisive factors that led to Shackleton's taking McNeish and Vincent with him to South Georgia Island (p.120-122, "Engaging Dissents").
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