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Example research essay topic: Conflict In The Middle East - 1,536 words

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... peace throughout the Middle East. Both of these images of negotiation are incomplete and inadequate. Value creating and value claiming are linked parts of negotiation. Both processes are present. No matter how much creative problem solving enlarges the pie, it must still be divided; value that has been created must be claimed.

And if the pie is not enlarged, there will be less to divide; there's more value to be claimed if one has helped create it first. (Sebenius, p. 33) An essential tension in negotiation exists between cooperative moves to create value and competitive moves to claim it. (Sebenius, p. 35) In my opinion, there exists an onus amongst all parties involved to bring with them to the table a sense of negotiable element or value. The value that the negotiator brings with him for the benefit of the advisory must not be misleading and beneficial for all. This is the negotiators' dilemma, and one may envision a paradigm wherein the value may extent from one end of the continuum, possibly identifiable as anything from good to great to terrible to mediocre. (Sebenius, p. 40) Nevertheless, the prospects for both implementing as well as establishing the principles and theories of negotiation and conflict management are incomplete absent the aforementioned. Throughout "The Wounds Of Peace, " and the contents therein, it appears that Mr.

Peres' attitude towards his successor may well indeed have validity. The negotiating of power requires a number of important elements beginning with its very definition. From there, one may identify various categories of power as well as their legitimacy and commitments which relies heavily upon the power of knowledge. As one author states, there is a subtle but significant difference between communicating a warning of the course of action that I believe will be in my interest to take should we fail to reach agreement, and locking myself into precise terms that we must accept in order to avoid my taking that course of action. (Woodhouse, p. 20) Extending a warning is not the same as making a negative commitment. If the United States honestly believes that deploying 100 MX Missiles is a vital part of its national security, then letting the Soviet Union know that in the absence of a negotiated settlement we intend to deploy them would appear to be a sound way to exerting influence. In these circumstances, the United States remains open to considering any negotiation agreement that would be better for us than the MX deployment.

We are not trying to influence the Soviet Union by committing ourselves to refuse to accepting an agreement that would in fact be in our interest (in hopes of getting one even more favorable to us). We are simply trying to influence them with the objective reality that deployment seems to be our best option in the absence of government. (Fisher, p. 56) Throughout this research paper, I would not attempt to address all of the intricacies of the many players, their titles, names, interests, ad infinitum, but I should like to highlight some of the more salient elements which I believe are particularly relevant to the theories and principles as related to conflict management. As Bruck has stated in her New Yorker article, difficult as achieving the Gaza-Jericho accords had been, the challenge they posed was dwarfed by that of Oslo II. In Gaza, there were about a dozen Jewish settlements, so the withdrawal of Israel troops from the Palestinian - populated areas there had been relatively straightforward. In the West Bank, the settlements were numerous -- about 140 -- and had been strategically dispersed. Peres, employing one his favor aphorisms, said, "You can make an omelet from eggs, but you cannot make eggs from an omelet, and, fortunately, that area -the West Bank- has been thoroughly omelette d. " (Bruck, p. 9) The players involved in the Middle East peace accord must be exclusively cognizant of the various strategies and tactics as related to the conflict management, in addition to all their other moral, political, cultural, social, geographical and allying responsibilities.

A closely related proposition is that the political concept manager should seek to dispel the "worst case" fears that many contestants in a competitive policy debate will consciously or unconsciously bring to the bargaining table. (Fisher, p. 172) This is perhaps an obvious but still significant proposition. The offer further states that as far as possible the leader of the conflict management process should require parties to the policy debate to express their arguments in ordinary language, or, in more difficult cases, to translate technical language into terms that are understandable to non specialists. Being here is straightforward. First, it is possible to have a competitive debate if different parties cannot understand what other contestants are talking about.

Anyone who has experienced a discourse between military people and foreign policy analysts or between financial analysts and production people would be immediately familiar with the tendency of these and other specialists to talk past each other. The results of such an untranslated discourse is a Tower of Babel. (Yates, pp. 131 - 131) It is inevitably the objective of the negotiator to arrive at an agreement, and in my opinion, communication is key. Similarly, how to make the best of one's assets is the subject of scrutiny by Fisher and Ury. They state that protecting yourself against a bad agreement is one thing. Making the most of the assets you have in order to produce a good agreement is another. (Fisher, p. 52) The many facets involved within the problem and the people are far too numerous to delineate within this writing. Nevertheless, the authors do at one point address peace in the Middle East when they allude to the Egyptian-Israeli peace treaty blocked out at Camp David in 1978, demonstrating the usefulness of looking behind positions.

Israel had occupied the Egyptian Sinai Peninsula since the 6 Day War of 1967. (McKinley, p. 198) When Egypt and Israel sat together in 1978 to negotiate a peace, their positions were incompatible. Israel insisted on keeping some of the Sinai. Egypt, on the other hand, insisted that every inch of the Sinai be returned to Egyptian sovereignty. Time and again, people drew maps showing possible boundary lines that would divide the Sinai between Egypt and Israel. Compromising in this way was wholly unacceptable to Egypt. To go back to the situation as it was in 1967 was equally unacceptable to Israel.

The focus on interest instead of positions is all important. One useful rule of thumb is to give positive support to the human beings on the other side that is equal in strength to the vigor which may emphasize the problem. This combination of support and attack may seem inconsistent. Psychologically it is, the inconsistency helps make it work. A well known theory of psychology, the theory of cognitive dissonance, holds that people dislike inconsistency and will act to eliminate it. (Fisher, p. 45) Most of what the negotiators had designed in both Gaza-Jericho and Oslo was to be put into effect by the military and security forces of the two sides.

And, particularly in Oslo II, where the populations involved were so interlaced, where the agreements' map looked (as Abu Alpha said with distaste) "Like a tiger skin, " (Bruck, p. 10) extensive cooperation between the two was mandated. The situation was highly problematic -- as volatile, one might expect, between the two security forces as between the two populations whose security they were trying to protect, as stated within the New Yorker article. One might ask how in the did they ever reach accord? ! Much the same way, I believe, that they did at Camp David. Both leaders were willing to expose their vulnerabilities for the sake of peace.

As a result, Mr. Sadat was assassinated, as was the case with Yitzhak Rabin. The complexities as well as the sensitivities which pervade the varied principles and theories of negotiation and conflict management, are, as indicated at the outset of this research paper, arguably the most complex on the planet. While some progress has been made, the issues as well as the interests are multi-conflicts and can really not be understood in any one category of comparative politics... Bibliography: Bibliography Ben-Dor, Gabriel, Ed. Conflict Management in the Middle East.

Massachusetts: Lexington Books, 1987. Bolton, R. People Skills: Conflict Prevention and Control. New York: Simon & Schuster. 1994.

Building, Kenneth Ewart. Conflict and Defence: A General Theory. New York: Harper. 1963. Bruck, Connie. The Wounds of Peace. [excerpt] The New Yorker. July 1998.

Fisher, Roger. Et al. Getting to Yes. Revised edition.

Ohio: Penguin Books. 1992. Fisher, Roger. Negotiating Power: American Behavioral Sciences. Howard University Press. 1983.

Read, S. Getting Disputes Resolved. Second edition. Maine: Harper Row Collins. 1987. Sebenius, James K and Lax, David A.

The Negotiators Dilemma: Creating and Claiming Value. The Manager as Negotiator. Virginia: Berkley Publishing. 1981. Watts, F.

Trouble in the Middle East. New York: Mckinley Webb. 1972. Woodhouse, Tom et al. Conflict Resolution and Peacemaking Skills.

Birmingham: University of Bradford, Dept of Peace Studies. 1994. Yates, William... Strategies and Tactics For Conflict Management: The Politics of Management. New York: Warner Publications. 1988.


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Research essay sample on Conflict In The Middle East

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