140 C'larity. predicwhili ty. and mutual understandin g of posi Uoos, feelings, and frame of references. Consc4111mtly. the group is able to identify the opposing viewpoints of coulcoversies. b. Diagnose the tlimension ~md Ctlllses of conflict. The objective here is to define the nat·ure and m. ignitm. lc of lhe forces that bring about the conflict and forces thut mi11imize the c011flicl. These forces may be cognitive or intellectual in nature as when fl1e cunflicl is u,·er substantive issues. These include r. Jifferent"es in infornrnt. ion. heliefs, opinions, assuniplions, and ideas. Forces mny also be p~·yclmlogieal c,i· emotional in 11atu1·e such as interpersona J lllc!Cds. motives or feelings. Once these forces are listed, the group is ready to take the ne'-"t step i11 the problem-soh;ng approach. c. Explore wnys to :-et tic the cortflict. There ai-e four sleps to settle the conflict. First. is eliminate or reduce the furces thnt bring nhout the conflict and/ or strengthcn/inrrease the forces that minimize the conflict. Second, is to integrate positions or ideas \hat are si111ih11· such as the dimension or magnitude of the conflict is red11ce J. The third step is to help the members anal~?. e if the opposing views can bi:! taken by the group as its decision. If the group is constrained lo take only one viewpoint, the members can be helped to go th Tough the next c. omponent of the problem-solving approach. d. Decide upon and implement an agreemenl sat. isf»clory of the group. 111e oppnsi. ng viewpoints can be listed. together with the posi1 ive and negative aspects of eoch. in :1s fo. r as Lhegroup·s goals and tasks are concerned. Then, identify the resoun. :c:, needed Lo Utr Ty out and implement the alternatives to operationalize ench vi C'wpoint. Evaluate how realistic the alternatives are and the probabilities of success a_gainst the cost ofimplementation. Try to anti<. :ipate all the blocks to i mplemcntation and how the group members w;IJ handle them. Once tl1cse. an:: all identified, the group can now decide which ~;ewpoin t Lo Lake based on mini. mum resources that shall give the maximum benefits to the. group. \-vhen n decisif Jn is made, t J1e group can put the ideas and activities into a time sequence with lbe specific dates for uctiviliei, \o Qr,;r,;w·, Iviembers c;an be given specific assignments in order to implement the agreement. e. Evaluate the success of the net ions ta ken. J n order that the group learns to be dynamic in pursuinv. its goals, it has to learn to evaluate t J,e success of its aclions such thal J)wvisions for. replanning are ade(luately considered. Jf the rl1·cision to t1-1ke A particular viewpoint as its course of action does not prov P. successfu J, the J1 the group Cfln be nrnde to realize tl1e benefits of going through the problem-solvfog approach on another viewpuin l. Tb. is cyclic process is done until the group is able to find the best solution to its conflicts. Although connicts resolution is outlined as such, tbe group does not necessarily have to go through all the steps before it can come up ·with a consensus. The steps nre <m Llincc. 1 in this man. nc1· so Lhat group members are guided u D how lo arrive at· a consem,us. The group may be able to come up with n consensus without ncr. cssnrily going Lhrough all tl1e steps. In many instances grnup members learn to give up their i<leas in favor of a brighter) more crealive and workable proposal by anolher member once tl1crc is muh1al understanding 11nc. l rrcdictahility of assumptions, frames 