Conflict Resolution – Day 3

Conflict Resolution QQI Level 5 5N0692 1 Total Focus ©

Ladder of inference / escalation & de-escalation of conflict / case studies - Day 3

Conflict Resolution Learning Objectives

• Recap on conflict learning from last week

• How the ladder of inference with its assumptions and conclusions can lead to escalation of conflict

• Escalation and de-escalation of conflict

• Terminologies in conflict resolution

• Case studies

What is the ladder of inference?

It is a framework for better understanding the process we move through as we observe things, make sense of them, and then draw conclusions and take action. It's about how we make sense of the world.

What is the ladder of inference?

Have you ever been accused of "putting 2 and 2 together and making 5", meaning that the other person thinks you have jumped to the wrong conclusion?

Minkle, B., Bashir, A.S. and Sutulov, C., 2008. Peer Consultation for Mediators: The Use of a Holding Environment to Support Mediator Reflection, Inquiry, and Self‐Knowing. Negotiation Journal, 24(3), pp.303-323.

Workplace example

Conflict Resolution – Day 3

Conflict Resolution QQI Level 5 5N0692 2 Total Focus ©

Sue bring her partner home for dinner & he says that her Mum’s pie is interesting … so what happens

http://www.storyboardthat.com/articles/b/ladder-of-inference

So does this become your perception

On day 1 we explored (briefly) if our perceptions influence our and other peoples’ conflict behaviours

How to use the theory

The Ladder of Inference helps you draw better conclusions, or challenge other people's conclusions based on true facts and reality.

The reasoning process can help you remain objective and, when working or challenging others, reach a shared conclusion without conflict.

(handout)

Terminology used in conflict resolution

Request - asking politely or formally for something.

Demand is a insistent and unconditional request, made as of a right which is voiced in an authoritative or abrupt manner

Point of view – your opinion or your perspective

Use of tactics in conflict resolution

Paraphrasing: using your own words to state what you think the other person meant. Begin with phrases like: “I hear you saying,” “so I think you are saying,” or “you believe that…” This helps the other person know you have heard them and do understand what they are trying to say.

Reframing in a positive way is a tool used by the caring professions that involves changing words, the complexion on words and circumstances and the order in which ideas are presented in order to allow a situation to be viewed more positively.

Using reframing

Conflict Resolution – Day 3

Conflict Resolution QQI Level 5 5N0692 3 Total Focus ©

When we are talking to another person by reframing the information and giving it back in a different manner we can change the outcome of the conflict situation To reframe successfully, you have to “step back” from what is being said and done and consider the frame, or 'lens' through which this reality is being created.

Using reframing

Consider reframing a complaint of “I’m sick and tired doing all the work on this project” to “I’m hearing that you would really like other people to share the work and be equal partners on this project.”

Examples of reframing

Observation is the activity of carefully

noticing what others are doing in order to

gain or gather information.

Judgments are opinions or conclusions, often

the output of our daily decision making.

Is this possible or do we just need to have an

awareness?

Observing without bias or judgement

Is silence OK

In conflict resolution

Is silence OK

Yes it is OK to be silent during a conflict situation

If we use silence it should be from empathy and not as a punishment or misuse of power.

The use of silence Badly used Well used

Allowing silence in a conversation can put pressure on the other person.

Silence can indicate respect

Silence can indicate hostility Silence can indicate that you are thinking

Silence can indicate disagreement

Silence can be the creation of a listening space.

Silence can indicate alarm, awe or horror

Silence can be an indication of empathy.

Silence can be intentional rudeness.

Conflict Resolution – Day 3

Conflict Resolution QQI Level 5 5N0692 4 Total Focus ©

Escalation / De-escalation you choose

Escalation / De-escalation you choose

How does conflict escalate The Progression of Conflict

• Two people / groups of people disagree start attacking the person not the problem

• Language changes from specific to general ‘this is the way you always are’

• People only speak to those who support their views

• Reaction and retaliation escalate ‘tit for tat’ • Hostility, hurt and self justification increase • Relationships in ‘tatters’ no direct contact, lack of information, breakdown in trust

Conflict is likely to escalate when…

• Other people become involved in dispute and take sides

• One or both feel threatened by the other • No interest in maintaining the relationship • History of negative conflict • Increase in acting out of anger, fear,

frustration • Lack of peace making skills, insensitive language, cutting remarks, snide remarks, rumour, alienation.

As conflict escalates

Conflict Resolution – Day 3

Conflict Resolution QQI Level 5 5N0692 5 Total Focus ©

Help

If you and the other party have engaged in negotiation perhaps it is now time to involve a third independent party

De-escalating conflict

What kind of strategies or interventions would have a positive effect on the conflict situation (would help to reduce tensions, or prevent an escalation in the conflict)

What kinds of strategies / intervention should we avoid

Conflict will de escalate when…

• Focus is on the problem not the person • Emotions of fear, anxiety, anger are expressed directly • People have ‘got on well’ prior to the issue • Needs are discussed openly • Threats are reduced or eliminated • Sensitive language, accurate information,

being heard, contact, clarity and empathy. • Watch the hot buttons

Lencioni, P., 2006. The five dysfunctions of a team. John Wiley & Sons.

Lencioni’s Model

This model proposes four different types of obstacles that prevent issues from being resolved. The obstacles closest to the centre of the model—i.e., the issue—are the easiest barriers to overcome, with obstacles becoming increasingly more difficult to overcome as one moves outward from the centre of the model.

Conflict Resolution – Day 3

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The four circles … obstacles that prevent us finding a solution

Informational obstacles - the easiest issues for most people to discuss; individuals must exchange information, facts, opinions, and perspectives if they want to move toward resolution. Environmental obstacles - the atmosphere in which the conflict is taking place; the physical space, office politics, individual moods, and company culture can all have an effect on the resolution process. Relationship obstacles - issues between the people involved in the conflict; prior unresolved legacies or events among the parties, their reputation, or even position in the organization may affect how people work through conflict. Individual obstacles - issues that are specific to each person in the conflict; individual experiences, IQ, EQ, knowledge, self-esteem, and even values and motives all play a part in causing and eventually resolving conflict

From a conflict resolution perspective... What new knowledge What new tools & What new techniques Have you learnt this today?

Ask yourself…