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A link to a read-only version of the presentation slides is here.

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Conference - Empathetic Conflict Navigation - 2024

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Check out this Presentation designed by MCLS ECT.

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Kathy Germann & Denise Jess of Kathy Germann Consulting LLC taught the workshop on "The Art of Conflict Transformation" that helped inspire this presentation.

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A training/consulting group specializing in diversity issues, conflict resolution, team development, and training design.

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"Unlike temporary fixes, conflict transformation aims to address the deep-rooted sources of intractable conflict, offering a pathway to lasting peace in scenarios that seem perpetually intractable. Through this lens, we transform conflict, making the leap from temporary solutions to enduring change."

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Have you ever found yourself in a disagreement that wouldn't fade, no matter how hard you tried? That's the realm of conflict transformation, a crucial approach not just for resolving disputes but for fundamentally changing the dynamics between parties.

Unlike temporary fixes, conflict transformation aims to address the deep-rooted sources of intractable conflict, offering a pathway to lasting peace in scenarios that seem perpetually intractable. Through this lens, we transform conflict, making the leap from temporary solutions to enduring change.

Let's explore how conflict transformation can reshape the landscape of violent conflict, turning battlegrounds into grounds for growth and understanding.

Conflict Transformation Definition

Imagine stepping into a situation where tensions are high, and the usual approach is either to squash the dispute quickly or just manage the fallout. The term conflict transformation redefines these scenarios. Instead of merely putting a lid on the conflict or navigating through it with minimal damage, this approach delves into the heart of the issue, aiming to understand and address the underlying causes and dynamics. It's about transforming the very fabric of the conflict to foster long-term peace and understanding.

Conflict transformation is a proactive and holistic method. It starts with recognizing the potential of conflict to bring about positive change. This perspective doesn't just aim to resolve the immediate problem but to harness the energy of the conflict to rebuild relationships and systems more constructively.

Key Elements of Conflict Transformation

Conflict transformation is integral to achieving long-lasting peace and improving human relationships. Here are the key elements involved:

1. The Presenting Situation: This is the visible part of the iceberg-the immediate conflict that everyone notices.

2. The Horizon of the Preferred Future: This involves envisioning a future where the conflict does not exist or exists in a healthier, more manageable form.

3. Development of Change Processes: The strategic actions taken to connect the current conflict with the envisioned future, aiming for a transformative resolution that addresses deeper systemic and relational issues.

Differences Between Conflict Transformation, Conflict Resolution, and Conflict Management

While conflict resolution and conflict management are terms often used in conjunction, they differ significantly from conflict transformation. Let's look at the differences between conflict resolution, management, and transformation:

Conflict resolution: The term conflict resolution focuses on identifying a solution to end the conflict, prioritizing immediate remedies and often overlooking deeper issues.

Conflict management: Aims to control or stabilize the situation without necessarily resolving it, often maintaining a status quo that avoids deeper engagement with the conflict's root causes.

Conflict transformation: Looks beyond these approaches by addressing the systemic and relational aspects of conflict, aiming not just to resolve or manage but to change the underlying structures that led to the conflict.

Importance of Conflict Transformation

Conflict transformation is crucial because:

1. Addresses Root Causes: This approach dives deep into the causes of conflict rather than just the symptoms. Focusing on the causes and dynamics that sustain conflict aims to create more permanent and positive changes.

2. Considers Cultural Patterns: Conflict transformation considers the cultural contexts and patterns that may perpetuate conflict, making the resolution process more comprehensive and sensitive to the nuances of each situation.

3. Views Conflict as Dynamic: Unlike traditional methods that may view conflicts as isolated incidents to be resolved and forgotten, conflict transformation sees them as part of a continuum within human relationships. This perspective allows for more sustainable and constructive handling of disputes.

4. Fosters Growth and Innovation: By transforming conflict into a learning process, individuals and communities can discover new possibilities and solutions that weren't apparent before. This can lead to innovation and growth both at personal and community levels.

5. Turns Challenges into Opportunities: Conflict transformation reframes potentially destructive situations into opportunities for systemic change and personal development, thus contributing to more resilient and understanding communities.

5 Conflict Transformation Examples in History

Below are some real-world examples where conflict transformation has led to remarkable alliances and long-term benefits.

1. Shepard Fairey and the Associated Press

One of the most recognized examples of conflict transformation occurred between artist Shepard Fairey and the Associated Press (AP) over an image used in the iconic Obama 'Hope' poster. Initially, this dispute seemed destined for a protracted legal battle. Fairey had used an AP photograph without permission, leading to copyright infringement claims. However, instead of digging in their heels, both parties saw an opportunity for collaboration.

They reached a settlement that was not merely about resolving the dispute but transforming their relationship. The agreement included sharing the rights to produce new art together. This outcome not only settled the legal issues but also created a partnership that combined Fairey's artistic skills with AP's extensive photographic archives, turning former adversaries into collaborators.

2. Kenya's Power-Sharing Agreement

In the aftermath of Kenya's disputed 2007 presidential election, the country was engulfed in violence. Ethnic tensions and political rivalries had boiled over, leading to severe clashes and loss of life. The situation required more than a simple political fix. It needed a transformation in the very fabric of the nation's political dialogue.

Under significant international mediation led by former UN Secretary-General Kofi Annan, the conflicting parties, led by President Mwai Kibaki and his challenger Raila Odinga, agreed to form a government of national unity. This wasn't just about sharing power but a profound transformation of the political landscape aimed at addressing the root causes of the conflict, such as ethnic divisions and political exclusion. The agreement led to a new constitution and efforts toward national reconciliation, showcasing how conflict transformation can pave the way for significant societal healing and structural change.

3. The Salt March

Mahatma Gandhi's 1930 Salt March is a historical example of conflict transforming into a catalyst for broader change. British salt laws were more than just a fiscal grievance-they were a symbol of broader oppression. Gandhi's march sought to transform the relationship between the British and their colonial subjects.

By breaking the salt law through a 240-mile march to produce salt from the sea, Gandhi not only challenged British authority but also galvanized international support for India's independence movement.

This act of nonviolent resistance highlighted the power dynamics at play, transforming a local grievance into a global cause and ultimately contributing to the end of British rule in India.

4. Truth and Reconciliation Commission in South Africa

Post-apartheid South Africa faced a myriad of intractable conflicts stemming from decades of racial segregation and violence. The establishment of the Truth and Reconciliation Commission (TRC) in 1995 was a pivotal moment of conflict transformation.

Instead of enacting retributive justice, the TRC focused on uncovering the truth and fostering reconciliation. Victims and perpetrators of violence were encouraged to testify-a process that involved deep emotional and spiritual aspects. This approach addressed the horrors of the past and also promoted healing and unity, transforming human relationships across the nation.

The commission's work helped to restore self-esteem and community cohesion, proving that acknowledging pain can be a powerful step toward healing and societal transformation.

5. The Community of Sant'Egidio and the Mozambique Peace Process

Mozambique's civil war, which raged from 1977 to 1992, was one of Africa's most devastating conflicts. The Community of Sant'Egidio, a Roman Catholic church organization, played an unlikely yet crucial role in mediating this social conflict.

This group facilitated talks between the Mozambican government and the rebel Mozambican National Resistance (RENAMO), embodying the essence of conflict transformation. Their efforts, focused on empathy and understanding rather than mere political expediency, led to the Rome General Peace Accords in 1992.

This not only ended the fighting but also transformed the political landscape of Mozambique by integrating rebels into the political process and laying the groundwork for democratic elections. The transformation achieved in Mozambique highlights how third-party facilitators can play a pivotal role in turning violent conflicts into peaceful governance.

Pollack Peacebuilding Systems' Approach

At Pollack Peacebuilding Systems, the approach to conflict transformation goes beyond traditional dispute resolution techniques. Our methods are tailored to address not just the surface-level issues but the underlying causes of conflict, fostering a culture of mutual understanding and building peace within organizations for long-term harmony.

Customized Conflict Intervention

Pollack Peacebuilding Systems doesn't believe in a one-size-fits-all solution. Each scenario is uniquely assessed, and strategies are customized to fit the specific needs of the organization. This bespoke approach ensures that interventions are relevant and effective, dealing with conflicts at their core.

Comprehensive Training Programs

Our conflict resolution training in the workplace equips employees with the skills needed to handle interpersonal disputes effectively. The training is designed to improve communication, enhance human relationships, and build peace within teams.

This involves coaching, workshops, and practical exercises that mirror real-life scenarios, making the learning process both engaging and applicable. Through these activities, participants can learn from examples of workplace conflict, understand various conflict dynamics, and learn how to address them constructively.

Ongoing Support and Development

We are committed to long-term results. We provide ongoing coaching and follow-up sessions to ensure that the practices and principles of conflict transformation are deeply integrated into the organization's culture. This continuous engagement helps prevent future conflicts and maintains a healthy, productive work environment.

Services Offered by Pollack Peacebuilding Systems

At Pollack Peacebuilding Systems, we offer a variety of services designed to foster conflict transformation within your organization. Our aim is not just to resolve conflicts but to transform them into opportunities for growth and improved relationships.

Mediation and Peacemaking Programs

We provide in-depth mediation services that begin with one-on-one interviews to understand the perspectives of each party involved. This is followed by facilitated dialogues designed to reconcile differences and form productive paths forward.

Training and Workshops

Our training programs are tailored to the needs of your organization, whether they're delivered online or in person. We focus on equipping your team with essential conflict management and resolution skills.

These include:

Understanding the roots of conflicts.

Applying practical resolution strategies.

Enhancing communication skills for better teamwork and collaboration.

Follow-Up Coaching

Post-resolution, we offer continuous support and coaching to ensure the sustainability of the solutions implemented. This ongoing engagement helps maintain peace and prevents future conflicts by reinforcing the skills and strategies learned during training sessions.

Organizational Assessments & Culture Optimization

We also conduct organizational assessments to identify areas of potential conflict before they escalate. Our aim is to optimize your workplace culture for better communication, employee satisfaction, and overall efficiency.

Transform Conflicts into Opportunities with Pollack Peacebuilding

At Pollack Peacebuilding Systems, we understand the unique challenges and opportunities presented by conflict in the workplace. Whether it's through conflict management, resolution, or transformation, our goal is to turn challenging interactions into chances for growth and improvement.Reach out to us, and let's collaboratively turn your workplace challenges into avenues for innovation and stronger relationships. Contact Pollack Peacebuilding Systems today and empower your organization through effective conflict management and resolution strategies.

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What Is Conflict Transformation? Definition & 5 Historical Examples - Pollack Peacebuilding Systems

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Have you ever found yourself in a disagreement that wouldn't fade, no matter how hard you tried? That's the realm of conflict transformation, a crucial

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The book "Conversations Worth Having" by Jackie Stavros & Cheri Torres helped inspire this presentation.

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Conversations are at the heart of everything we do. Learn two practices - positive framing & generative questions - to help turn any conversation into one worth having.

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Use this PDF to think about how you ascended the Escalator of Assumptions in a conflict. (Adapted from Kathy Germann & Denise Jess)

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Here’s Why Having a Brain Means You Have Bias

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Here’s Why Having a Brain Means You Have Bias

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"Unconscious bias lives in everyone. For leaders, it’s exceedingly important to learn to mitigate that bias before it negatively impacts decision-making."

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After a long weekend, a hiring manager returns to a stack of resumes on his desk. Countless high potential candidates await review, one of whom will bring the fresh, new perspective his team needs. He comes across someone who hails from his alma mater and served as president of the same social club he did. Thrilled by their similarities, he overlooks her shortcomings. Almost instinctively, he offers the candidate an interview.

This line of thinking is a classic example of unconscious bias, a process that occurs outside of our conscious awareness and allows us to make quick decisions. The hiring manager may think he's making an informed choice, but really he's taking a mental shortcut to make an expedient decision. In times like these, bias effectively blinds us to new or alternative routes of action.

However, bias is an inevitable part of the human condition. That's why at NLI, we like to say, "If you have a brain, you have bias." For leaders, it's important to learn to mitigate that bias before it negatively impacts decision-making and work environments.

Your brain on bias

Evolutionarily, biases act as adaptive processes that allow us to use prior knowledge and experiences to inform our decisions and actions in the present. Take, for example, a negative experience one might have had with a neighbor's dog. Though the circumstances around the dog's poor behavior might be uncharacteristic and subject to change, one might instinctively steer clear of the animal in the future. Acting on bias, in this case, serves survival.

Unfortunately, in our modern world, not all biases serve to benefit us and those around us. In fact, when left untethered, biases can seep into hiring, promotion, feedback, and management and lead to poor decision-making and sub-optimal working environments.

Bias in the workplace

NLI's research on unconscious bias has found that an overwhelming number of biases impact our thinking every day, both personally and professionally. To make them more accessible and easily retrievable, we've condensed 150+ biases into five main categories that make up the SEEDS Model ®:

1. Similarity: The tendency to view people who look or think like us more favorably than people who are different

2. Expedience: The tendency to rush to conclusions in an effort to minimize cognitive effort

3. Experience: The tendency to believe that how we see the world is inherently truer than someone else's perspective

4. Distance: The tendency to assign greater value to those things that we perceive to be closer to us, rather than further away

5. Safety: The tendency to over-account for negative outcomes instead of positive ones

In the hiring scenario mentioned earlier, the manager is acting on biases of similarity and expedience, motivated to both feel good about himself and lessen his cognitive load by rushing his hiring decision. If he hires the candidate based on these biases, his team could suffer in creativity and efficacy because the applicant does not bring the fresh, new perspective they need to brainstorm and make key decisions. These are the all-too-common facets of bias in the workplace.

But it doesn't have to be this way.

Bias doesn't have to be a bad word

As today's companies are making a genuine effort to address the biases prevalent in their workplaces, research shows that simply acknowledging the existence of bias is not enough to prevent its negative effects. To that end, NLI offers a three-step process for reducing the effects of bias: Accept, Label, Mitigate.

Biases form the invisible lens through which we all subconsciously see the world. Accepting your own biases, as well as others', involves understanding that bias is a natural, inevitable part of human cognition - not unique to you, your company, or your employees. Labeling bias using the SEEDS Model® makes it easy to adopt a shared language to call out bias in respectful and meaningful ways. Only then does it become possible to target its root cause and effectively mitigate the negative effects of bias.

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Here's Why Having a Brain Means You Have Bias

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After a long weekend, a hiring manager returns to a stack of resumes on his desk. Countless high potential candidates await review, one of whom will bring the fresh, new perspective his team needs. He comes across someone who hails from his alma mater and served as president of the same social club he did.

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"Amid a controversy, it’s important to remember that implicit bias is real—and it matters."

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When's the last time a stereotype popped into your mind? If you are like most people, the authors included, it happens all the time. That doesn't make you a racist, sexist or whatever-ist. It means your brain is noticing patterns and making generalizations. But the same thought processes that make people smart can also make them biased. This tendency for stereotype-confirming thoughts to pass spontaneously through our minds is what psychologists call implicit bias. It sets people up to overgeneralize, sometimes leading to discrimination even when people feel they are being fair.

Studies of implicit bias have drawn ire from both the right and the left. For the right, talk of implicit bias is just another instance of progressives seeing injustice under every bush. For the left, implicit bias diverts attention from more damaging instances of explicit bigotry. Debates have become heated and have leaped from scientific journals to the popular press. Along the way, some important points have been lost. We highlight two misunderstandings that anyone who wants to understand implicit bias should know about.

First, much of the controversy centers on the most famous implicit bias test, the Implicit Association Test (IAT). A majority of people taking this test show evidence of implicit bias, suggesting that most individuals are implicitly biased even if they do not think of themselves as prejudiced. As with any measure, the test does have limitations. The stability of the test is low, meaning that if you take the same test a few weeks apart, you might score very differently. And the correlation between a person's IAT scores and discriminatory behavior is often small.

The IAT is a measure, and it doesn't follow from a particular measure being flawed that the phenomenon we are attempting to measure is not real. Drawing that conclusion is to commit the Divining Rod Fallacy: just because a rod doesn't find water doesn't mean there's no such thing as water. A smarter move is to ask, "What does the other evidence show?"

In fact, there is lots of other evidence. There are perceptual illusions, for example, in which white subjects perceive Black faces as angrier than white faces with the same expression. Bias can cause people to see harmless objects as weapons when they are in the hands of Black men and to dislike abstract images that are paired with Black faces. And there are dozens of variants of laboratory tasks finding that most participants are faster to identify bad words paired with Black faces than with white faces. None of these measures is without limitations, but each shows the same pattern of reliable bias as the IAT. There is a mountain of evidence-independent of any single test-that implicit bias is real.

The second misunderstanding is about what scientists mean when they say a measure predicts behavior. One frequent complaint is that an individual's IAT score doesn't tell you whether the person will discriminate on a particular occasion. This is to commit the Palm Reading Fallacy: unlike palm readers, research psychologists aren't usually in the business of telling you, as an individual, what your life holds in store. Most measures in psychology, from aptitude tests to personality scales, are useful for predicting how groups will respond on average, not forecasting how particular individuals will behave.

The difference is crucial. Knowing that an employee scored high on conscientiousness won't tell you much about whether their work will be careful or sloppy if you inspect it right now. But if a large company hires hundreds of employees who are all conscientious, this will likely pay off with a small but consistent increase in careful work on average.

Implicit bias researchers have always warned against using the tests for predicting individual outcomes, such as how a particular manager will behave in job interviews-they've never been in the palm-reading business. What the IAT does, and does well, is predict average outcomes across larger entities such as counties, cities or states. For example, metro areas with greater average implicit bias have larger racial disparities in police shootings. And counties with greater average implicit bias have larger racial disparities in infant health problems. These correlations are important: the lives of Black citizens and newborn Black babies depend on them.

Field experiments demonstrate that real-world discrimination continues and is widespread. White applicants get about 50 percent more callbacks than Black applicants with the same résumés; college professors are 26 percent more likely to respond to a student's e-mail when it is signed by Brad rather than Lamar; and physicians recommend less pain medication for Black patients than for white patients with the same injury.

Today managers are unlikely to announce that white job applicants should be chosen over Black applicants, and physicians don't declare that Black people feel less pain than white people. Yet the broad pattern of discrimination and disparities seen in field studies persists. It bears a much closer resemblance to the widespread stereotypical thoughts seen on implicit bias tests than to results of survey studies in which most people present themselves as unbiased.

One reason people on both the right and the left are skeptical of implicit bias might be pretty simple: it isn't nice to think we aren't very nice. It would be comforting to conclude, when we don't consciously entertain impure intentions, that all of our intentions are pure. Unfortunately, we can't conclude that: many of us are more biased than we realize. And that is an important cause of injustice-whether you know it or not.

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How to Think about ‘Implicit Bias’

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When's the last time a stereotype popped into your mind? If you are like most people, the authors included, it happens all the time. That doesn't make you a racist, sexist or whatever-ist. It means your brain is noticing patterns and making generalizations. But the same thought processes that make people smart can also make them biased.

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"Often, it’s easy to 'call out' people when we notice their microaggressions or biased behaviors. But it can be equally challenging to recognize and acknowledge our own unconscious biases. That said, becoming aware of your shortcomings can help you hone your leadership style, especially when you’re a new manager."

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Often, it’s easy to “call out” people when we notice their microaggressions or biased behaviors. But it can be equally challenging to recognize and acknowledge our own unconscious biases. That said, becoming aware of your shortcomings can help you hone your leadership style, especially when you’re a…

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So You're Ready to Choose Love by Kai Cheng Thom

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So You're Ready to Choose Love by Kai Cheng Thom

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"This free digital (and printable) conflict resolution workbook is intended as a gift and humble offering to anyone looking for trauma-informed, anti-oppressive conflict resolution resources."

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This free digital (and printable) conflict resolution workbook is intended as a gift and humble offering to anyone looking for trauma-informed, anti-oppressive conflict resolution resources. While SO YOU'RE READY TO CHOOSE LOVE is self-published in the tradition of queer zines and open source knowledge sharing, it is in many ways a practical companion to my more anecdotal/theoretical essay collection, I HOPE WE CHOOSE LOVE, which is distributed for purchase through the wonderful Arsenal Pulp Press.

Please feel free to share SO YOU'RE READY TO CHOOSE LOVE as widely as you like - however, I ask that you please not sell the work and that you give credit for it. The exercises and diagrams this book are my own creations, influenced heavily by teachers, authors, and practitioners I admire in the fields of Transformative Justice, Restorative Justice, mediation, polyvagal theory, psychology, and somatics. They include but are not limited to: Leah Lakshmi Piepzna-Samarasinha, adrienne maree brown, Mariame Kaba, Dan Siegel, Pat Ogden, Betty Pries, and more. There are further references and reading lists in the book itself. I'm also deeply grateful to the donors to the GoFundMe Campaign who made this work possible.

I hope this work is helpful to you. Thank you for choosing love.

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SO YOU'RE READY TO CHOOSE LOVE - Free Conflict Resolution Workbook - arise embodiment

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This free digital (and printable) conflict resolution workbook is intended as a gift and humble offering to anyone looking for trauma-informed, anti-oppressive conflict resolution resources. While SO YOU'RE READY TO CHOOSE LOVE is self-published in the tradition of queer zines and open source knowledge sharing, it is in many ways a practical companion to my ...

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How Our Knee-Jerk Assumptions Can Drive Prejudice

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How Our Knee-Jerk Assumptions Can Drive Prejudice

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"Rodolfo Mendoza-Denton explains how implicit bias shows up in our automatic judgments of others."

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July 27, 2016
The new science of bias suggests that we all carry prejudices within ourselves-and we all have the tools to keep them in check.
March 29, 2019
A new book uncovers the neurological roots of bias and the ways to combat its effects on society.

Foster diversity and inclusion and build a better world by putting your beliefs into practice.

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How Our Knee-Jerk Assumptions Can Drive Prejudice

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Rodolfo Mendoza-Denton explains how implicit bias shows up in our automatic judgments of others.

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"Key steps for discussing issues collaboratively."

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Irving Gualberto Euan Dzul March 7, 2022

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Resolve Conflict at Work (Greater Good in Action)

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Key steps for discussing issues collaboratively.

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In a Divided World, We Need to Choose Empathy

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In a Divided World, We Need to Choose Empathy

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"It’s gotten harder to empathize; that’s why it’s so important we work at it. Luckily, we can."

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In a Divided World, We Need to Choose Empathy

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It’s gotten harder to empathize; that’s why it’s so important we work at it. Luckily, we can.

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From Blame To Empathy: Lessons For Leaders To Diffuse Conflict

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From Blame To Empathy: Lessons For Leaders To Diffuse Conflict

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"Blame is a short-term remedy. Rather than diffusing a workplace conflict, it can escalate the situation, create bad feelings amongst colleagues, and undermine working relationships."

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From Blame To Empathy: Lessons For Leaders To Diffuse Conflict

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Leaders can resolve workplace conflict by helping their team members to move away from a victim mindset, and instead focus on empathy and understanding. This will build trust and engagement and foster healthy workplace relationships.

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"Brené considers why we blame others, how it sabotages our relationships, and why we desperately need to move beyond this toxic behavior."

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Revolution might sound a little dramatic, but in this world, choosing authenticity and worthiness is an absolute act of resistance. Choosing to live and love with our whole hearts is an act of defiance. You're going to confuse, piss-off, and terrify lots of people - including yourself.

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Contact me at jenny@mcls.org

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Midwest Collaborative for Library Services

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Midwest Collaborative for Library Services

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MCLS is a non-profit, member-driven organization whose mission is to facilitate sharing resources and to collaborate with other organizations to benefit Indiana and Michigan libraries.

Visit our website or reach out for more information about our services, including workshops, staff days, strategic planning consulting, and more!

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We are all about collaboration. MCLS is a non-profit, member-driven organization whose mission is to facilitate sharing resources and to collaborate with other organizations to benefit Michigan and Indiana libraries.