Approaches to Resolving Conflicts First, the approach is supposed to produce a wise agreement that is if there is a possibility of an agreement. A wise agreement should ensure that the interests of both parties have been attained to the best possible limits. This is in addition to attempting to give fair solutions to conflicting interests, as well as being long lasting and considering the interests of the bigger community (Fisher, Ury and Patton 1991, p.4). Schmidt’s interests were that he wanted the museum to be the leading in the Midwest and to be among the top five nationally. This would call for extensive fund raising and media coverage. This made him to be focused on generating more funds, hiring excellent curators and, acquiring and showing the most outstanding art work. On the other hand, Smith’s desire on the other hand was for the MCA to expand its scope in the number of hosted artists and audience base. He was prepared to team up with his wife to donate funds that would facilitate the expansion of the facility. These were varying interests and it would cost the museum facility a great deal if they were all to be met. Therefore, instead of the lack of agreement on these interests drawing them apart, they should have accessed the possibility of at least meeting some from each side at a cost that the museum facility can afford at the time. The practicality of meeting all of one person’s interests may just be as unpractical as meeting the demands of both the parties. However, a mutual agreement should be reached to an extent where each party feels involved. Apart from ensuring the interests of each party have been represented to a given extent, it should also aim at providing fair solutions to conflicting interests. For instance, whereas Schmidt is particularly preoccupied with the quality of the services offered by the facility, Smith is more concerned with the quantity in terms of the capacity of the structure and the number of participants. These are two conflicting interests. To reach at a common ground, there should be fairness to ensure that interests from each side have been thoroughly compared, rationally analyzed and fairly adopted based on the organization’s ability to implement and sustain them at that period. For the resolution to be wise, it should also be long lasting in the sense that after negotiating the interests that are held by both the chairman and director of the museum facility, a decision should only be reached at based on sustainability of the interest that is likely to be implemented. Moreover, a wise resolution should prioritize the interests of the organization, and not those of individuals. Therefore, in resolving the conflicting interests of the two museum leaders, the entire museum facility’s interests should preside over those that are personal. This can be reached at after an in-depth scrutiny of each interest. In addition, disputing over pockets is unwise. It may only serve to generate more heat than light as the parties tend to be confined within their positions. Schmidt talks with defensive connotations to his docket as both the professional manager and leader of the museum facility. He terms Peter’s concerns as intrusive and thus turns purely defensive. Smith on other hand strongly defends his chairmanship, thinks that Keith’s suggestions are fiscally unsound, and feels that he is the final authority who must therefore have the final word in all matters pertaining to the organization. This focus on their positions closes the