There are many ways of understanding or defining conflict, each leading to a different set of techniques and approaches, and among them are these, reinforced by our experience of the pandemic:
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Assertive confrontation is often important and needed and if done with expertise, beneficial. Yet much more often, confrontation is aggressive and thus it is a poor approach and a clear sign of missing conflict intelligence and a skills deficiency or at worst, a character flaw and behavior weakness.
The voice on the helpline message for the Bar Association of San Francisco’s (BASF) Conflict Intervention Service quaked with fear: “Please help me. I’m an elderly gay man with HIV. My roommate brings a stranger home every night.
This article from Harvard's "The Practice," shines a light on ODR and its evolution using Colin Rule’s career as a guide.
Conflict Resolution in the Time of COVID-19 Voices from Seven Continents of the World: North America
Editor's Note: In this article series, seven leading mediators and conflict resolution practitioners share their unique voices on three pressing issues: the impact of COVID-19 on their practices, workarounds being attempted, and their visions for the future in a post-COVID (or on-going COVID) world.
Facilitation can be an invaluable tool to promote a positive work environment and prevent escalation of employment disputes. In contrast to mediation, which focuses on disputes that have reached an impasse or resulted in filing of a formal complaint, facilitation may be used at the inception of an employment conflict. Facilitation is particularly effective in addressing workplace climate issues, such as incivility, bullying, harassment and disputes concerning promotion, salary and benefits.