Dealing with Conflict

Bob Tales...

An individual and a group’s view of the world is based upon underlying mental models or images which are strongly held. People join together with those who have similar “world views” to help support each other and, in some cases, work together to change the views of others to their “world view.”

Often, one group’s “world view” is very different than that of another group which can lead to direct conflict. There are a number of key aspects to the different underlying viewpoints of the conflicting parties: different ideas of self and of what is important, ways of being, styles of life, and levels of security.

Effectively dealing with conflict first involves accepting the reality that the difference in the group’s world views exist. It also involves respecting each group member's history, which has resulted in the development of their “world view.”

I suggest that in dealing with any conflict between two groups, that both groups consider that in addition to their viewpoints, there exists within humanity other “world views,” which are held by other groups, i.e., that their world view is only one, a subset of the views held by humankind, just as we have accepted that the different cultures around the world have developed different tastes for food and different world views.

It is easier for people to see the inappropriateness of trying to convince people around the world to prefer the food we eat to theirs, but far more difficult when dealing with differences in world views. People face the problem that if others don’t hold their world view, then it may not be valid.

Conflict exists in many different aspects of life, whether they be political, environmental or religious. It also exists between groups in an organization. It exists between management and labor, and between various functions and departments within an organization.

The path forward involves working with different groups who are in conflict to help see a greater whole and to resolve the issues, which separate them within the framework of that understanding. This is facilitated by the creation of a true learning environment. It requires preparatory work with both groups and the creation of an atmosphere in which understanding and learning can take place.

An immense amount of energy is absorbed in conflict within companies and society. If this energy could be transformed and used in a positive way, it would benefit the organization and society immensely. The key to learning is for each group to be able to identify and explain the attributes of its world view and the factors that must influence the emotional energy for sustaining the group’s world view. It is important that both parties undertake this exercise, and prepare to listen, and try to understand the underlying images, priorities, perspectives and emotions, which drive those who see a different world view.

There then needs to be a process by which an attempt is made to define a larger system that incorporates the areas of vision and concern of both parties, and an attempt to define a new shared vision, which can gain support through understanding and knowledge of both parties. Having the members of both groups understand the concept of “constructs” can be helpful. This process will neither be easy nor perfect, but the energy that is absorbed can have greater probability of moving us forward with a perspective of a larger view of who we are and of the world in which we live.