Tuesday, February 10, 2015

Super Powers - Being powerful and resolving conflict in relationships and organizations


Super Powers - Being powerful and resolving conflict in relationships and organizations

"I feel powerless" 
"I want more power and influence"
"I want to be respected"
"I am powerless" 
"I feel scared of asserting myself" 
"I avoid making eye contact"
"Someone embarrassed me at work, and I did nothing"
"We have a workplace bully"

A blog on power by a mediator and conflict coach

Mediate to Go - Super Powers - Being powerful in relationships and organizations

What does power mean to you? Do you feel comfortable using power? Maybe power makes you uncomfortable. Do you avoid eye contact with people? Do you hesitate when making requests of other people? Do you start some of your sentences with “I know this is a stupid question, but…”? Most people don’t realize this, but we exercise power on a daily basis. This blog is all about power in relationships. In order to be an effective self leader in conflict situations, we recommend the use of empowerment. Read more about power below.

Definition of Power


Power is defined as ”The ability to influence the attainment of goals sought by yourself or others.” (J. Dan Rothwell)



Other definitions of power include” the ability to do or act; great or marked ability to do our act; strength; might; force; legal ability, capacity, or authority; the possession of control or command over others; authority.” (Dictionary.com)

Synonyms for power


The items of power include the following: “capability; skill; dynamism; gift; talent; effectiveness; aptitude; efficacy; qualification; influence; potential; virtue.” (Thesaurus.com)

Antonyms for power


Antonyms of power include powerless, ”incapacity; weakness.” (Dictionary.com) “in aptitude; inefficiency; incompetence; uselessness; surrender; yielding; impairment.” (Thesaurus.com)

Introduction to power


In order to effectively resolve conflict,  and to be a self leader in conflict situations, one must learn how to manage their own power and interact with the power of other people. Power is all around us, and is not something that can be avoided. Even if one feels powerlessness, it is not possible to be completely powerless. 



Given our interdependence in human relationships and groups, everyone has some form of influence. (J. Dan Rothwell) That is a form of power. In fact, in order for people and groups to achieve their goals, they must exercise power. (J. Dan Rothwell)

Forms of power


Hollander and Offerman, (1990) explain that there are three forms of power;  dominance, prevention and empowerment.

Dominance


He who has great power should use it lightly.

Lucius Annaeus Seneca



Dominance is a form of competitive power, where someone’s gain is someone else’s loss. This type of power is most obvious in organizations or governments where are hierarchy is present.  Dominance can be exercised within given situations. Sometimes, dominance is Express verbally through interruptions, Contradicting someone else, berating them and monopolizing or dominating discussions. (J. Dan Rothwell)

Prevention


The only power you have is the word no.

Frances McDormand

Prevention is another form of power, which is also competitive in nature. Prevention Power takes place when someone is attempting to react to the power of dominance. Prevention power is common as a form of resistance. (J. Dan Rothwell) In the context of workplace conflict, if you’ve been a manager and your employees have resisted some form of change, this is known as prevention power. If you’ve been an employee, and someone has asked you to do something that goes against your values or the values of the organization, you may have exerted prevention power in managing this conflict.

Empowerment


The purpose of getting power is to be able to give it away.

Aneurin Bevan

Empowerment is much more positive out of all of these forms of power. Empowerment is all about helping others increase their capabilities and improving the influence of both groups and individuals. (J. Dan Rothwell) empowerment is all about collaboration: everyone in the group is given the tools they need to succeed together as a team. Empowerment is seen as a proactive means of helping oneself and others seek their goals. (J. Dan Rothwell)

Power games


Some people view power as a game. What is the power game? A power game is the interaction of dominance and prevention within different areas of life. As mediators and conflict coaches, we encourage people to seek empowerment, as empowerment is a form of collaborative power. We believe that through working together, people are more likely to have both of their needs and interests met.  This is not to say that we should not seek any form of power. Studies have shown that people using powerful language achieve credibility and are more persuasive than others. (J. Dan Rothwell)

Power in Communication


Passive Communication


Each underestimates her own power and overestimates the other's.

Deborah Tannen

Passive Communication means “not expressing genuine emotions, views, and values or sharing them with apologies, excessive justifications, and self-critical statements such that other people can discount what you think and feel. Passive communication conveys that your beliefs and emotions do not matter to others. The aim of passive communication is to avoid direct expression.” (U of New Hampshire) Powerless verbal communication is another term for passive communication.



In some ways, passive communication might be easier, as one might avoid taking responsibility for themselves and others. However, there are many problems and not asserting power in communication. Passive communication can create a great deal of resentment over the long term, as one might feel that they have compromised there needs to the benefit of someone else.

Assertive Communication


Respect your efforts, respect yourself. Self-respect leads to self-discipline. When you have both firmly under your belt, that's real power.

Clint Eastwood
Mediate to Go - Super Powers - Being powerful in relationships and organizations
Also, see our blog on being a Self-Leader in Conflict Situations


Assertive Communication meansExpressing thoughts, feelings and values directly, honestly, and respectfully. Assertive communication clearly conveys someone’s opinions and emotions and perspective. The goal of assertive communication is mutual acknowledgement and respect and compromise when there is disagreement.” (U of New Hampshire) If you are a self-leader and conflict situations, you are an assertive communicator.



There is a great deal of Power in assertive communication. Others some people might have a negative association to the term assertive, assertive communication is collaborative in nature. To be assertive is to be authentic and open about what you need, while respecting the boundaries of others, and wanting the best for them as well.

Aggressive Communication


Power is dangerous unless you have humility.

Richard J. Daley

Aggressive communication means “expressing opinions and emotions directly but dishonestly and/or disrespectfully. Aggressive communication conveys that what the other person wishes, feels and thinks is unimportant enough to be dismissed. The goal of aggressive communication is to win and dominate.” (U of New Hampshire)



Aggressive communication is all about competitive power and the power games. How can I win? What can I do to dominate the other person? How can I take revenge? Another problem with aggressive communication is that a “win” does not lead to positive relationships in the future. While one might feel that they’re powerful on the circumstances, this might backfire.

Conclusion


We have all heard the terms, power game, powerhouse and power up. For some,  especially passive communicators, asserting power is uncomfortable. For others, especially aggressive communicators, asserting power is almost too comfortable, given that it is at the expense of others. As mediators and conflict coaches, we recognize the importance of power in human relationships.



Power is not necessarily a bad thing. In fact, groups and their members required power in order to achieve their goals. How can groups achieve their goals and effectively manage conflict? The most appropriate form of power is empowerment, which is based on collaboration. The best way to achieve empowerment is through assertive communication.

Power and powerless quotes


Knowledge is power.

Francis Bacon



Satire is traditionally the weapon of the powerless against the powerful.

Molly Ivins



Washing one's hands of the conflict between the powerful and the powerless means to side with the powerful, not to be neutral.

Paulo Freire



We mostly feel fearful because we feel powerless. We feel powerless, I contend, because of a style of thinking that splits information in two poles that makes us lose all the operative information we need to solve the problem.

Patricia Sun



People who are powerless make an open theater of violence.

Don DeLillo



References



J. Dan Rothwell, In Mixed Company: Communicating in Small Groups and Teams, Thompson Wadsworth



The article by the U of New Hampshire was “Adapted from Lange & Jakubowsk (1978), as well as handouts from Missouri University of Science and Technology, University of Wisconsin Eau Claire, Massey University, and the University of Kansas.”






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,



Tuesday, February 3, 2015

Ending Blame and Defensiveness in Relationships


Ending Blame and Defensiveness in Relationships 

(How to Have the Shortest Argument ever)

“We always fight over the dumbest little things”
“I don’t even remember how it started”
“My husband blames me for everything”
“My wife blames me for everything that goes wrong”
This blog is about blame in relationships

Mediate to Go - Ending Blame and Defensiveness in Relationships
Blame should not be placed in any of the above baskets. Learn how to end blame and defensiveness.

Introduction to Blame and Defensiveness

Often, conflicts over something very small are then fuelled by blame and defensiveness and blow up into a full-blown argument. The original problem gets lost because we have added so many layers of blame and defensiveness that we are arguing about the way we argue, rather than what actually happened. Why do we feel the need to blame someone else or search for someone to blame?  It’s time to stop pointing the finger of blame, and time to shift blame into something positive. Let’s stop blame!

Definition of Blame

Blame means  “to place the responsibility for (a fault, error, etc.)” (Dictionary.com). Synonyms for blame include repudiation, criticism, accusation, attack, charge, chiding, complaint. (Thesaurus.com).

Definition of Defensiveness

Defensiveness is to be “excessively concerned with guarding against the real or imagined threat of criticism, injury to one's ego, or exposure of one's shortcomings” (Dictionary.com). Synonyms for defensiveness include averting, preventive, thwarting, coping with, defending, safeguarding, in opposition (Thesaurus.com).

What you need to know about blame and defensiveness

First, let’s be clear that really small things are not worth talking about at all, and we can learn to have compassion for our partner’s imperfection and let those little things go. This blog about fixing relationships by sorting things into baskets can help you decide if something is worth bringing up.

Once you’ve decided to bring up an issue, how you do it is important. These are bad starters:  “You always…”, “You never…” “I’m sick and tired of…” “Would you just stop…”.  Approaching someone with blame and generalizations or telling them what to do (or not to do) invites defensiveness. When we feel attacked, it’s human instinct to defend ourselves. So, the first step to stopping defensiveness is to not blame.

Steps to address blame and defensiveness.

1.  Try a Preamble to reduce defensiveness:

·      “This is a small thing…”
·      “This is a 1 on the scale…”
·      “I’m not upset with you…”
·      “I don’t need you to do anything differently…”
·      “Please only hear me. You don’t need to respond…”
·      “I know it wasn’t your intention to come across this way…”

2.  Deliver a short explanation of The Issue:  

The goal is to give information about how you respond to something your partner does.  Make the delivery short and sweet.

·      I was embarrassed when you told that racial joke in front of Emma”
·      “When you keep forgetting to pick up my dry cleaning, I feel like what I want doesn’t matter.”
·      “When you aren’t ready and I want to leave I feel frustrated that I’m made to be late”
·      “When you roll your eyes and speak in that tone, I feel two years old”.

3.  Try to END IT THERE!  

Expect no response. Leave. Give your partner time to absorb it. Get in the habit of ending the delivery right there so defensives can’t creep in.  If they get defensive, try:

·      “I’m not sure you’re hearing me. Remember I don’t need you to feel badly…just to understand.”

4. The Time to EXPLAIN is LATER! 

Often, the urge to defend ourselves is simply us wanting our partner to know that our intent was not to hurt them. BUT there should be at least enough time in between the delivery and the explanation to assure the partner that they are understood. It’s certainly okay to reassure someone you had no ill intent. The problem is that if it happens too soon, it comes across as defensiveness.

Putting a space in between the delivery and the defense can help keep little things from blowing up into big ones.   

About the Author – Ending Blame and Defensiveness


Lynda Martens is the Wabisabi Therapist and a contributor to the Mediateto Go Blog. Please read her other contributions by searching on this page for Lynda Martens.

Further listening – songs about blame.


Check out the Mediate2go Top 10 lists about conflict. One of the songs deals with blame.

Further reading - more quotes on blame.

A good leader takes a little more than his share of the blame, a little less than his share of the credit.
Arnold H. Glasow
Too often in life, something happens and we blame other people for us not being happy or satisfied or fulfilled. So the point is, we all have choices, and we make the choice to accept people or situations or to not accept situations.
Tom Brady
A man can fail many times, but he isn't a failure until he begins to blame somebody else.
John Burroughs
I think it's very important that you make your own decision about what you are. Therefore you're responsible for your actions, so you don't blame other people.
Prince William



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