Conflict Escalation - Easy steps to manage and resolve your conflicts.
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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.
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| 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;
- Create a supportive and safe environment, so that people do not feel threatened;
- Encourage a cooperative environment through the use of activities to build trust and positive relationships;
- Even if you disagree with the other person, recognize that they have legitimate interests and concerns;
- Build relationships with an authentic intent to treat others with respect and dignity. Be open and honest with your needs and concerns, and help them feel comfortable to do the same with you;
- Read about taking self-leadership in conflictsituations, how to fix a relationship, fight fair, active listening and how to build and maintain trust.
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,
