Conflict Escalation / Constructive Conflict
During
the process of conflict, there are means of intervention which will prevent the
escalation of the dispute. If the
practitioner or the opposing parties recognize the triggers and implement
certain intervention methods, they may avoid conflict escalation. “The challenge is to identify the conditions
that promote a precipitous escalatory jump” (Deutsch, Coleman, Marcus, 2006, p.
854). These conditions are most prevalent
when people are annoyed, aggressive, possess an unstable self-esteem, or are
easily provoked. In addition, the
relationship between the parties must be taken into consideration. People with agonizing associations are prone
to retaliate when provoked. Yet studies
show “that more cohesive groups (involving more positive relations between the
members) engage in more conflict but
are less prone to escalation” (Deutsch, Coleman, Marcus, 2006, p. 857). The key is to recognize these conditions
(triggers) as early as possible. Hence,
there is not a particular stage in
the conflict process during which there should be intervention in order to
prevent conflict escalation. Instead, it
is the responsibility of the practitioner or the parties themselves to be aware
of the possible conditions which may cause conflict escalation. Once the practitioner intervenes and
addresses these conditions, the parties may avoid the escalation.
Now,
in effort to identify constructive conflict, certain guidelines must be utilized. First, the opposing parties must identify and
show consideration to one another’s culture and language, and dispel
stereotypes. “Associations based on our
primordial sentiments create a conscientiousness of kind that separates us from
those who are different” (Kimmel, 2006, p. 629). Therefore it is critical for individuals to
be aware of the differences from other cultures. Individuals may achieve this awareness by
conquering the levels of cultural awareness:
- Cultural chauvinism
- Ethnocentrism
- Tolerance
- Minimization
- Understanding
- Integration (Kimmel, 2006).
Second, individuals must enhance
their peace-building skills. These
include empathy, imagination, innovation, commitment, flexibility, and
persistence. “To be effective peace builders, we must be
devoted to the developments of relationships and the creation of consensual
meanings and outcomes” (Kimmel, 2006, p.642).
In doing so, constructive conflict “will benefit all parties in their
efforts to end destructive conflict, solve problems, and build relationships”
(Kimmel, 2006, p. 642).
References:
Deutsch, M., Coleman, P.T., Marcus,
E.C., (Eds.). (2006). The Handbook of Conflict
Resolution: Theory
& Practice. (2nd ed.). San
Francisco: Jossey-Bass.
Kimmel, P.R. (2006). Culture and
conflict. In M. Deutsch, P.T. Coleman, & E. C. Marcus
(Eds.),
The Handbook of Conflict Resolution: Theory & Practice. (2nd
ed.).
(pp.
625-648). San Francisco:
Jossey-Bass.
