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Healthy Conflict Newsletter - Articles
Here are a number of short articles extracted from previous issues of Healthy Conflict. I hope you find them stimulating and helpful and welcome comments and questions.
All articles copyright (c) Breakthrough Consultancy. Please feel free to distribute but include the copyright with the copy.
| Date | Title | Description |
| Jul 09 | Suffering and Conflict - Part 3 | Explores how we might relate to the suffering of others in promoting healthier conflicts. |
| Jun 09 | Suffering and Conflict - Part 2 | Explores how we can dignify and gain value from our personal suffering during conflict. |
| May 09 | Suffering and Conflict - Part 1 | Different perspectives on suffering and how it relates to conflict |
| Apr 09 | Appreciative Inquiry - Part 3 | Dreaming,
Designing and Delivering a positive future |
| Mar 09 | Appreciative Inquiry - Part 2 | Framing
and structuring the inquiry for positive change |
| Feb 09 | Appreciative Inquiry - Part 1 | Introduces
Appreciative Inquiry principles for dealing with conflict. |
| Dec 08 | Difficult Conversations | A
further perspective on difficult conversations, including the 'power
conversation' in the analysis. |
| Nov 08 | Groups: A Processwork Perspective - Part 3 | Explores
practical applications of working woth group conflict from a Processwork
perspective |
| Oct 08 | Groups: A Processwork Perspective - Part 2 | Examines
concepts of group conflict from the Processwork perspective |
| Sep 08 | Groups: A Processwork Perspective - Part 1 | Explores
Groups from the perspevtive of Processwork, an evolving
body of knowledge and practice developed by Arnold Mindell and colleagues |
| Aug 08 | Turning friction into learning - Part 2 | How
advocacy and inquiry can be used to make difficult or sensitive
issues discussable and enhance quality of dialogue and learning
during conflict |
| Jul 08 | Turning friction into learning - Part 1 | Way
of thinking and use of language in order to make complex and difficult
issues “discussable” and “open to” rather
than “closed to” learning. |
| Jun 08 | Avoiding polarisation, developing empathy and compassion | Challenges
we face and shifts we need to make in order to deal constructively
with conflict - part two |
| May 08 | The right to contend | Challenges
we face and shifts we need to make in order to deal constructively
with conflict - part one |
| Apr 08 | Personality preferences and conflict communication | How
awareness of personality type can help use deal more constructively
with conflict. |
| Mar 08 | Force field analysis | Force
Field Analysis is a way of organising information in diagrammatic
form to help clarify a situation and indicate a way forward. |
| Feb 08 | Motivations and goals for dealing with conflict | A
framework for reviewing motivations and goals under four key headings |
| Dec 07 | How organisations deal with conflict -part two | Creating
a culture of dealing with friction and conflict that aligns with
preferred values and business goals. |
| Nov 07 | How organisations deal with conflict -part one | Examines
the various informal and formal methods available to organisations
in dealing with conflict |
| Oct 07 | Working with defences, resistance and edges | Part
three - Overcoming defences to perceived threats to our identity
in order to deal effectively with unconscious signals and processes |
| Sep 07 | Working with unconscious signals and processes | Part
two - Deals with surfacing unconscious messages into awareness,
understanding the meaning and significance of the signals and integrating
awareness into identity and conscious behaviour. |
| Aug 07 | Unconscious and unintended behaviour | Part
one - Unconscious or unintended communication can play a significant
role in learning and growing through conflict. Left unattended,
it may play a significant role in complicating and escalating conflict.
|
| Jul 07 | Anger and Conflict - part two | Turning
anger around from being seen as a negative energy into a positive
resource. |
| Jun 07 | Anger and Conflict - part one | Explores
how we can use anger as a resource during conflict, instead of being
afraid of or hijacked by it. |
| May 07 | The Manager's roles in conflict - part two | Part
two of the article relating to the manager's roles in dealing with
conflict. |
| Apr 07 | The Manager's roles in conflict - part one | Outlines
the various roles a manager needs to undertake in dealing with conflict
- part one of two |
| Mar 07 | Beyond Defensiveness | Our
instinctual defensiveness responses often take over when we face
a perceived threat. Becoming aware of these and modulating them
to the actual situation helps greatly in our ability to deal with
conflict. |
| Feb 07 | What does transforming conflict demand of us? | Many
conflicts, especially challenging or intractable ones, entail an
adaptive response from us. How can we recognise an adaptive from
a technical challenge and what is asked of us by an adaptive challenge? |
| Dec 06 | In favour of positive use of power in conflict | The
journey towards conscious and constructive use of power is one of
awareness and learning, which we must travel if we are to move beyond
the potentially destructive ways we commonly use to resolve our
conflicts. |
| Nov 06 | Powerlessness and its role in conflict | Explores
the dynamics of powerlessness, strategies the less-powerful may
use to deal with those with more power, how it can generate further
power abuse and outlines strategies for balancing power. |
| Oct 06 | Power and its role in conflict | Power
is often considered a 'dirty word' and often unacknowledged or hidden,
yet it is at the heart of many conflicts. It is better to face up
to it than to use it or be abused by it covertly. |
| Sep 06 | Stages in the Escalation of Conflict | When
genuine attempts to resolve conflict through dialogue and other
constructive approaches break down, conflict takes on an escalatory
momentum of its own that goes through predictable stages. |
| Aug 06 | Rank, Power and Privilege | A
discussion of the role rank, power and privilege play (especially
when unconscious or disowned) in the generation and escalation of
many conflicts. |
| Jul 06 | Values Clarification (Values - Part 2) | Part
two of the article exploring values and conflict. How awareness
of differing values can lead to greater understanding and cooperation
in teams. |
| Jun 06 | The Tail Wags the Dog (Values - Part 1) | Values
are often involved when we are engaged in conflict, but often we
aren't aware of then until they are threatened. Consciousness and
choice of values frees us up to find better ways of dealing with
conflict. Part One |
| May 06 | Questions for Re-evaluating Beliefs | Questions
that help uncover and evaluate beliefs that may be limiting us in
conflict scenarios. |
| Apr 06 | Disabling Beliefs | We
all operate with (often unconscious) beliefs about how the world,
hierarchy, others and ourselves are - or should be. Becoming aware
of our beliefs can help us greatly to engage in healthy conflict. |
| Mar 06 | The Executive Team's Role | The
executive team has a key role in how conflict is managed throughout
the organisation. Its ability to resolve and transform conflict
is an indicator of the potential of the organisation to respond
to internal/external challenges. |
| Feb 06 | Tips for Encouraging Dialogue | Dialogue,
unlike discussion or debate, searches for the strengths and value
in all positions. Some guidelines that will help encourage dialogue. |
| Dec 05 | Team Conflict | Whenever
teams take on stretching goals conflict is inevitable. Rather than
avoiding this fact until damaging conflicts have occured, wise leaders
should build capability into the team for dealing with it constructively. |
| Nov 05 | Intrapersonal Conflict | Many
conflicts are exacerbated by internal conflict between various parts
of ourselves - our subpersonalities. The challenge is to become
aware of them and engage with them constructively. |
| Oct 05 | Leadership and Conflict | Leaders
who wish to build dynamic, high-energy organisations capable of
continual growth and adaptation must be willing and able to see,
face and facilitate the difficult issues that need to be addressed. |
| Sep 05 | Reflective Practice and Capability Building | Our
ability to reflect from multiple standpoints about a conflict gives
us a greater range of options for dealing with it, reduces its impact
on us and helps us learn more about ourselves, others and our organisations. |
| Aug 05 | Tips for Inner Work in Conflict | An
inner-work exercise that helps raise awareness and transform conflict. |
| Jul 05 | Process Oriented Approach - Part 2 | Expands
on some of the key concepts of this approach and outlines the central
role of inner-work and awareness building in transforming conflict. |
| Jun 05 | Tips for handling emotional responses | A
checklist for reducing the negative impact of emotions that may
be experienced during conflict. |
| May 05 | Process Oriented Approach to Conflict | An
introduction to this subtle, advanced but extremely powerful approach
to working with conflict in small and large groups. It offers an
innovative perspective to dealing with personal, social and political
conflict. |
| Apr 05 | Tips for improving listening during conflict | A
checklist for improving the quality of listening in the heat of
conflict. |
| Mar 05 | Listening during conflict - Part 2 | Part
two of the article on the value and skill of listening while in
conflict. |
| Feb 05 | Insight: Common Barriers to Listening | Common
tactics we use to avoid listening to what others are really saying
during conflict. |
| Dec 04 | Listening during conflict - Part 1 | Learning
to listen openly and fully to others is a skill that can greatly
enhance our ability to positively transform conflict. |
| Nov 04 | The Johari Window | Need
to include diagram !! |
| Oct 04 | Insight: Projection and Transference | Attributing
disowned aspects of ourselves onto others and confusion of past
events with the current situation can make conflicts more difficult
to resolve. |
| Sep 04 | Insight: Face and Identity needs in conflict | Awareness
of the importance of "face" or self-esteem needs during
conflict can prevent unnecessary escalation and greatly improve
the chances of successful outcomes. |
| Aug 04 | Restorative principles and practices | Restorative
principles offer us an alternative to the cycles of blame, revenge,
punishment, retaliation and relationship damage associated with
the way we tend to deal with crime and conflict. |
| Jul 04 | Creating Conflict - Emergent Leadership | Willingness
to engage in conflict can be the beginning of self-empowerment and
emergent leadership. Building conflict capability can provide support
and legitimate the transformational journey from opposer to leader. |
| Jun 04 | Difficult Conversations | A
framework for dealing with conflict as a learning conversation that
addresses the underlying perceptions, feelings and identity issues
at stake. |
| May 04 | Conflict - where it really happens! | Much
organisational conflict goes underground, but its side-effects are
painfully evident. Leadership that values conflict and encourages
dissenting voices can eliminate many destructive impediments to
effectiveness. |
| Apr 04 | Survival and Emotional Hijack | Awareness
and emotional comptetence help us to avoid inappropriate instinctual
survival responses of fight, flight or freeze, and enable us to
deal with conflict more constructively. |
| Mar 04 | Non Violent Communication | A
proven method of working on our language and behavoiur that greatly
improves our chances of resolving conflicts and improving our relationships. |
| Feb 04 | The financial costs of conflict | A
method of estimating the financial impact of unresolved conflicts
for organisations. |
| Dec 03 | Mediation training or capability building? | Outlines
the value and limitations of mediation and the importance of building
our own ability to constructively deal with conflict |
| Nov 03 | Conflict - A matter of perspective? | How
an appreciation of personality types and team role preferences can
reduce conflict |
| Oct 03 | Why focus on Conflict? | A
summary of the effects of unresolved conflict and the benefits of
dealing constructively with it |
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