Showing posts with label Conflict Analysis. Show all posts
Showing posts with label Conflict Analysis. Show all posts

Thursday, February 5, 2015

Conflict Escalation - Easy steps to manage and resolve your conflicts.

Conflict Escalation - Easy steps to manage and resolve your conflicts.


Mediate to Go: Conflict can escalate easily if we don't address it appropriately.

Blog on Conflict Escalation


This blog is about the conflict process model by Morton Deutsch. His work, also known to some as the conflict escalation model or used as a conflict diagnostic model, can help parties learn more about the conflict escalation process and what one can do to increase the likelihood of effective conflict resolution and conflict management

Introduction to Conflict Escalation


In order to effectively manage conflict , one must better understand the dynamics of conflict escalation. Conflict can be a normal and healthy part of any relationship.  Workplace conflict, if managed effectively, can be good for business.  Differences in perceptions can improve problem-solving and increase innovation. Personal conflicts, such as conflict in the family, can help people determine their values and ask for what they need. In order for conflict to be a positive thing, one must manage the process of conflict so that it does not lead to conflict escalation.

What is conflict escalation?

Morton Deutsch, a pivotal leader in the field of conflict resolution, psychology and education described conflict escalation in detail. In his view, conflict at times may become destructive,  ”by a tendency to expand and escalate”. Conflict escalation is a negative process of conflict.
Deutsch stated,


The tendency to escalate conflict results from the conjunction of three interrelated processes:

1.     Competitive processes involved in the attempt to win the conflict;

2.     Processes of misperception and biased perception; and

3.     Processes of commitment arising out of the pressures for cognitive and social consistency. These processes give rise to a mutually reinforcing cycle of relations that generate actions and reactions that intensify the conflict. (direct quote, p. 352)

Limiting conflict escalation?

Other processes may have the effect of limiting conflict escalation. However, if they are weak, conflict may escalate. Other processes that might lead to conflict escalation if they are weak include:



4.     The number and strength of the existing cooperatives bonds;

5.     Cross cutting identifications;

6.     Common allegiances and memberships among the conflicting parties;

7.     The existence of values, institutions, procedures, and groups that are organized to help limit and regulate conflict; and

8.     The salience and significance of the costs of intensifying conflict. (direct quote, p. 352)



Unfortunately, ”Even if [these] are strong, misjudgment and the pressures arising out of tendencies to be rigidly self-consistent may make it difficult to keep a competitive conflict encapsulated.” (p.352) In sum, limiting conflict escalation requires a great deal of effort for mediators, conflict coaches, and parties facing conflict. One basic way of stopping conflict escalation is through ending blame and defensiveness.

Process of Conflict


Destructive process of conflict


Conflict, if not managed effectively, leads to a process of conflict that is destructive. Some destructive conflict is also characteristic in destructive relationships and revenge. Deutsch stated the following characteristics of the processes of conflict when it becomes destructive,



  • The initial cause of the conflict is forgotten or becomes irrelevant;
  • The issues expand in size and number;
  • More people become involved in the conflict;
  • The precedents and principles which appear to be bad issue increase;
  • Parties are willing to absorb a higher cost;
  • Negative attitudes towards the other side are intensified;
  • Parties rely more on power, and “upon the tactics of threats, coercion, and deception”. (direct quote, p. 352-3)

Constructive process of conflict


An ideal process of conflict resolution involves the use of ”Persuasion and from the tactics of conciliation, minimization of differences, and enhancement of mutual understanding and goodwill.” (p.352) These there just a few ways to move constructive conflicts from escalation to resolution.



For Deutsch and others in the field of conflict resolution, constructive processes of conflict resolution we’re based on three key features; creative thinking, cooperative problem-solving, benevolent misperception and cooperative commitment. (p. 360-365)

Creative thinking


“[O]ne of the creative functions of conflict resides in its ability to arouse motivation to solve a problem that might otherwise go unattended.” (p. 361) In order to facilitate creative reactions to problems requires that people do not feel in anyway threatened and they are tolerant of ambiguity and open the unknown. (361) 

In order to increase the possibility of a constructive process of conflict resolution, we must create a safe space and help ourselves and others feel motivated to address the conflict. Mediators and conflict coaches must constantly ensure that parties feel safe and comfortable, as a means of improving creative outcomes to a conflict – hence,  a major benefit of using mediation services.

Cooperative problem-solving


“In a cooperative context, the conflict can be viewed as a common problem in which the conflicting parties have the joint interest of reaching a mutually satisfactory solution.” (p. 363-4) Cooperation has many positive impacts that can lead to a more constructive process of conflict resolution. Deutsche found the following:


·      Open communication is facilitated between the parties which increases the exchange of information, helping parties address the real issues of the conflict;

·      Each side is recognized as having legitimate interests and the need to find a solution that addresses these;

·      Trust and friendliness improves, which helps parties be sensitive to their similarities and shared concerns and downplays their differences. (p. 363-4)

Benevolent misperception


“Cooperation tends to minimize differences and enhances the perception of the others' benevolence.” This means, if parties are overall more cooperative, they’re more likely to see the other person as having good intentions. Deutsche also mentioned some shortcomings of this, if parties do not address all of their issues.  However, benevolent misperception can increase the likelihood of cooperative conflict resolution. As a result, we recommend facilitating a cooperative environment, be it in a professional or personal context.

Cooperative commitment


For better in some cases, ”[p]ast investments, already established facilities, procedures and institutions, Obligations to third parties, and situational pressures may operate to bind one to a cooperative relationship.” (p. 364) This means that ”[t]he bonds of a cooperative relationship maybe cemented in loyalty, obligation, conformity, guilt, or convenience as well as in personal attachment and personal gain.” (p. 365)



The question then becomes, does the end justify the means? It seems that more adversarial forms of negotiation (see also negotiation tactics) would tend to use some of these means to encourage the resolution of the conflict. However, if parties are not fully motivated to abide by the resolution, or their feelings of loyalty, attachment, guilt or notions of personal gain change, the resolution might be at risk. As conflict resolution experts, we recommend that parties do their best to address the root of the issues at hand to prevent social conflict escalation and a stalemate.

Conflict management and conflict resolution

Taking self-leadership in conflict situations also means learning about conflict escalation and how to reduce the likelihood of fights going bad - destructive conflict. 

Mediate2go: Don't escalate conflict - be a self-leader

You might ask yourself, what is destructive conflict at home or what is destructive conflict at work, and how can it be resolved?



To effectively manage or resolve a conflict, one must do their best to prevent the conflict from escalating. The conflict escalation process can decrease the likelihood of parties finding a means of collaborating and resolving their shared issues together. In some ways, addressing the stages of a conflict through addressing the conflict escalation process is a way to resolve conflict in itself.


What does this mean for you? You need to know how to manage conflicts at work? How to address the conflict within your family?  Here are some recommendations;






Deutsch, M. 1973. Conflicts: Productive and destructive. In Conflict resolution through communication, edited by F. E. Jandt. New York: Harper & Row. 

Some links on conflict escalation:
U of Oregon



Keywords: Conflict de escalation, de escalating conflict, it escalation process,



Monday, October 13, 2014

What is Conflict? Don't let fights go bad.

What is conflict? Don’t let fights go bad.

Conflict may be defined as an incompatibility of values, beliefs, interests and/or positions.[i] But are conflicts truly caused by an incompatibility, or simply a perception thereof? What is conflict? Can conflict be a good thing?

When you think of the word conflict, what do you feel? Stress, worry, discomfort…? If you have experienced destructive conflict, these strong emotions are understandable. As mediators, we prefer to see conflict as an opportunity for positive change, whether it is personal, relational, organizational, or societal in nature. We believe that conflict is a normal and healthy part of our lives in relationships, families, workplaces and communities. Conflict may present itself due to real or perceived incompatibilities between those involved, but conflict needn’t be destructive. So, we must ask ourselves, what makes one type of conflict destructive and the other constructive?

One of the founding researchers in conflict resolution, Morton Duetsch, suggested that conflict itself is not negative or positive. Rather, we as individuals, determine how conflict takes shape, be is positive or negative, constructive or destructive.[ii]



Destructive Conflict:

When a “fight goes bad”, these primary characteristics, are often present due to competitive and ridged behaviours of those involved:

  • Escalation: conflict escalates and goes “out of control” in a given dispute,
  • Retaliation: the reasons for the conflict are forgotten, and the parties aim to hurt or retaliate against one another,
  • Outcome-focused: opportunities for mutual gain are forgotten, as is the potential for mutual gain,
  • Negative Spiral: the negative outcome of one conflict situation often carries to future interactions, leading to negative conflict spiraling,
Constructive Conflict:

We encourage our clients to remember the benefits of particular behaviours to increase the chances of constructive conflict resolution. These behaviours are adaptive, based on the people involved, the context and the substantive issues at play. The first two points are attributed to Deutsch, cited above, and the last three are attributed to Mary Parker Follett, another pivotal scholar in the field of dispute resolution. Here are some characteristics of constructive conflict.

  • Process-focused: strong focus on the process of conflict resolution, not only the goal of arriving to a conclusion,
  • Mutual Gain: aim to balance the interests and needs of all parties involved, and to increase the chances of mutual gain,
  • Improved Relationships: realizing that by dealing with our differences, we improve the depth of our relationship(s),[iii]
  • Shared Power: when we share power with others and the organization with which we work, we are more capable of collaborating,[iv]
  • Increased Power: Individuals should be empowered as a group to increase conflict resolution,[v]
In conclusion, conflict is a potential or actual incompatibility between two or more parties. In order to prevent a conflict from becoming destructive, we recommend that you do not think that a fight goes bad per se. Rather, the behaviour that we choose, contributes to a more destructive or constructive conflict cycle. This reminds us that that we have the power to help turn a potentially negative conflict situation into something positive. Next, we recommend focusing on the process of resolving conflict, the benefits of mutually gain, striving to improve the relationship and lastly, increasing shared power to improve the likelihood of constructive conflict resolution. Through focusing on constructive conflict, we are more likely to realize that these perceived incompatibilities are simply that, perceived, and that a mutually beneficial outcome is possible.





[i] See generally http://dictionary.reference.com/browse/conflict.
[ii] Deutsch, M. 1973. Conflicts: Productive and destructive. In Conflict resolution through communication, edited by F. E. Jandt. New York: Harper & Row.
[iii] See generally Mary Parker Follett
[iv] Ibid.
[v] Ibid.




Saturday, August 2, 2014

Water Cooler Talk: Gossip in the workplace

Water Cooler Talk: How healthy is gossip in the workplace? Can gossip actually improve the workplace?

Mediate2go.com: Water Cooler Talk: Gossip

You are at work, you walk into the lunchroom, and suddenly everyone goes silent. Maybe you are talking about someone, and you accidentally catch yourself looking or staring at him or her. These are signs that you have either been gossiped about, or that you are gossiping.

Researchers have found that almost everyone gossips. In fact, about 66% of all communication is about us, thus qualifying as gossip[1]. Whether it’s about politics, work, philosophy, emotions, feelings about other people, sex, social status or money, everyone gossips in some way. 10% of gossip is misleading and false information, while around 90% is used as a means of finding the truth[2]. Gossip might be bad, but more it’s more likely to be neutral or even good. Gossip can help us feel a sense of belonging within the team, so in many ways, it might help us adapt within a new workplace (to a degree, read below).

So, what makes gossip good or bad in terms of its impact on us? Well, if you gossip about good things, you are more likely “to be well liked, have higher status, and [to be seen] as possessing good information that others don’t have”[3]. This is a great motivator to gossip about good things. Here is a list of other types of good or neutral gossip.

Good or Neutral Gossip:
  • Is based on empathy. Is focused on good intentions towards others
  • Improves learning opportunities: Help us learn from other’s mistakes and identify bad behaviour
  • Identifies new relationships: Help us identify with whom we want to establish and build relationships[4]
  • Disseminates important information[5]
  • Instructs and motivates good behaviour. For example, gossip can teach us appropriate social behaviour, effectively cuing our interactions with others, and even motivating us to behave in particular ways in order to avoid negative reactions[6].
  • Builds relationships and a sense of community[7]
On the other hand, negative gossip has the following characteristics:
  • Attacks, hurts and/or damages another’s reputation: also known as relational aggression[8], negative gossip might hurt one’s chances at professional development
  • Excludes others: negative gossip often excludes someone from social environments, such as in the context of bullying, harassment and discrimination
  • Reduces productivity[9]
  • Decreases trust:  trust is decreased as a result of the fear that rumours might spread quickly if information is revealed. As a result, people might decide to err on the side of caution and not trust others.
  • Increases conflict: negative gossip might increase conflict due to the formation of in and out groups, reducing collaboration
  • Increases stress: negative gossip might create an unhealthy work environment
Mediate2go.com: Water Cooler Talk: Gossip
It’s easy to see how negative gossip can hurt the bottom line of a business. (see our blog on how to make conflict work for your organization). So, how can we ensure that we are gossiping in a positive or neutral way, and contributing to a positive work environment? Reflect on the following questions[10]”:
  1. Is what I am about to say true and necessary to tell others?
  2. Should I state this to the other person involved directly? Did this other person have a fair chance to respond to the issue at hand?
  3. “How would I feel if someone said something similar about me?”
  4. “How would I feel if I saw my words quoted in the daily paper tomorrow?”
  5. “How am I going to feel later if I say this? (or listen to this)” Would I feel embarrassed about it? Would I feel anxious that my employer might know, as it might put my own career development in jeopardy?
  6. “Does gossiping honour my own personal values?”
  7. Does this type of gossip respect the values of my team and organization? 
“The real art of conversation is not only to say the right thing at the right place but to leave unsaid the wrong thing at the tempting moment” - Dorothy Nevill
We recommend the 3D approach to dealing with gossip in the workplace:
  1. Doubt: Don’t assume the information is correct (if it seems malicious), ask how they came to that finding or realization. Give the target of the gossip the benefit of the doubt.
  2. Deflect: Respond in a way to change the topic of conversation, without making a big deal about it, so as not to alienate the speaker. Beyond this, start to use positive gossip to change the communication dynamics you experience with others. Gossip, even positive gossip, is contagious.
  3. Differentiate: Talk about the difference between positive and negative gossip, and the impact on the target of the conversation, and others around. If you feel uncomfortable about participating in the discussion, state your feelings. If the gossip is about you, feel free to have a constructive conversation with the person.
So, this blog does not discourage all types of gossip. Rather, Mediate to Go recommends that you try to be conscious of the types of gossip that you participate in, their impact and then respond accordingly.

Leave a comment on our blog and let us know what you think! Thank you!





[7] Abercrombie, Nicholas (2004). Sociology: A Short Introduction. Short Introductions. Cambridge: Polity Press.

Thursday, June 12, 2014

Family Fights & Fighting Fair: How to Peacefully Resolve Conflict



Mediate2go.com Family Fights & Fighting Fair: How to Peacefully Resolve Conflict and WabiSabiTherapist.com

Lynda Martens is a therapist and Mediate2go.com Blog Contributor. Please read about how she recommends to deal with family fights, from a problem solving perspective.
I have often thought of making this into a flow chart…think of it as such.  The process starts with the question… “Whose problem is this?”  at the top of the page.  If it is something that has you upset, it’s your problem.  If your partner is upset about something, it’s their problem, and if both of you are upset, then it’s shared.  The important part of starting with this question is that everything that happens after this…your role in the process…depends on whose problem it is.  Many problems are made worse when we forget this simple step and act as though the problem is ours when it’s not.

Step 1 The person with the problem will need to determine the size of the problem, in order to determine whether it is something that needs discussing.  Try to put problems into a basket!!!
Step 2: for the person without the problem:  If the problem is your partner’s…all you really have to do is listen openly so that you can understand.  Make this your only goal to start.  Put away the defending and the “yes…buts’”.  Don’t say a word until you believe that you understand and calmly restate what their concern is.  You can ask questions if you don’t get it.  An example… Person A says “When you say you’re going to take out the garbage and you don’t…I get frustrated with how it builds up. It smells bad.”  Listen, then maybe ask “Do you mean that you expect me to do it every week or that you want to know whether I realistically have time, and if I don’t…I should say so?”  And so on until it is understood.  The listener can remember that there is no expectation that miracles will happen…the speaker just wants to be heard most of the time.  Nothing needs to be fixed necessarily…just heard.
Mediate2go.com has everything you need to try to have a peaceful discussion with someone else. It's free, so sign up today!
Step 3: for the person with the problem:  Okay, back to the first question…if the problem is yours, and you have determined that it is in basket B… State the problem calmly, without accusatory tones or words (avoid words like “fault… never…always…blame”).  Avoid swearing, yelling, name calling, put-downs (you won’t… and shouldn’t .. get heard if you do this).  Try a formula of “When you ____, I feel ___ because ____.”  
Mediate2go.com Family Fights & Fighting Fair: How to Peacefully Resolve Conflict and WabiSabiTherapist.com
Remember that no one causes your emotions.  The problem is a problem because your personal reaction defines it as such… someone different may be more tolerant of certain behaviours.    Simply state the problem.  You don’t need to drive it into the ground.  They heard you and your words have more power if they are simple and clear.  If there is something specific you expect them to do that is serious (think basket C) you can make clear strong statements about your expectations…but no threats.  But remember, you can’t make them do anything, so focus on your clear and respectful delivery, and not your expectations.  Any time your goal is about getting someone else to do something differently, you’re in for trouble.
Step 4:  If the Problem is Shared:  This is the tricky part.  You both are upset and both trying to be heard.  Often times, a problem starts out as one person’s and becomes shared and more complex when the expression of the problem becomes part of the problem (“Sure I forgot the garbage again, but did you have to overreact like that and dump it all over the yard?”)  If you have followed the steps above, fewer things will fit into this category.  But if you’re already there…it’s a process of taking turns speaking and listening.  Think of it as two separate problems and treat it as such, using the process above.  Put yourself back in that sandbox and remember to share the time and take turns listening… if you want to be heard, you have to listen too.


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Some general DON’TS:  
  • Don’t tell your partner what to do.  Commands are not respectful.  
  • Don’t attack.  
  • Don’t roll your eyes or get sarcastic (Oh…okay well I’ll do the garbage every freakin day then…how’s that?”)  
  • Don’t bring up the last twenty times they did the same thing, or the time they insulted your mother and you’ll never forget it…it’s called ‘kitchen sinking’ to bring up past problems.  
  • Keep it to the present situation.  
  • Don’t tell all your friends about the issues in your marriage.  
  • Don’t bring things up when you’re about to sleep and it’s dark.

Some general DO’S:  
  • Do find out when it’s a good time to discuss a problem.  
  • Do keep it brief.  No long lectures.  
  • Do scale the problem first…”this is a 2 out of 10, so it’s not a biggie…” This helps shrink a problem before you even talk about it.  
  • Do take a time-out if you feel you’re going to explode (time outs are not about ditching the issue though…state where you will be and how long it will be before you will be ready to discuss it.  
  • Do address very small items in front of the kids so they can see you resolving it, but save the biggies for private talks.

Know your partner and yourself and what you both need.  Talk about your conflict resolution process and what things work and don’t for both of you.  Check out blogs and websites about "fighting fair", "family fights" and "fighting families", like this one.  And do consider consulting with a therapist if the pattern is stuck and your wheels are spinning.
Search: #Family-Fights, #Family-Fighting, #fighting-families, #Divorce, #Family-Mediation



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