One particular conflict I have experienced is that of Mary Jane (customer) who does not like Diane Divine (manager) and is very disrespectful and verbally aggressive when interacting. The conflict continues even after a case conference is held to appropriately address Mary Jane's behaviors not directly related to her verbally aggressive behavior toward Diane Divine. However, during the conference, the staff at Mary Jane's house reported that the exchange between Mary Jane and Diane needed to be addressed. When confronted, Diane was asked why Mary was acting this way. Diane reported that Mary doesn't like her because Mary believes 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's firing, Mary aggressively cursed Diane and told her she was lying. Mary's staff told her not to talk that way and when Mary seemed angry, one of her employees ran her out of the building yelling. Behavior never addressed, only left to worsen. The meeting continued and other issues were addressed, clothes, undergarments, hair, everything except the rash. 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 customers to be allowed their choice. It's like an elephant in the room and everyone is circling around it like it's not there. As a professional, trying to solve the problem, the best model to use would be to use the dimensional model. This model is a broader version of the Triangle of Satisfaction; which gives the practitioner a deeper understanding of what motivates people by focusing on interest. This model takes it to the next level… middle of the paper… a resolution is possible in a safe, non-threatening environment. It is important that professionals have the skill and ability to resolve emerging conflicts by effectively analyzing and acting on the conflict analysis (Furlong, 2005). As a professional, it is equally important to know that not all conflicts can be resolved with a negotiated solution. This model offers the professional a means to fully access the situation and make an informed decision whether to establish clear ground rules for future acceptable behavior; because feelings are too strong and collaboration is not an option; or better yet arrive at a collaborative solution. Works Cited Furlong, G. T. (2005). Conflict resolution tools: models and maps for the analysis, diagnosis and resolution of conflicts. Mississauga, Ontario: John Wiley & Sons Canada, Ltd.