The factors of conflict inflation Tutorial

Struggling with conflict resolution? Discover the pivotal factors of conflict inflation in our video "the factors of conflict inflation." We delve into why avoidance and escalation can turn simple disagreements into full-blown disputes. Learn practical strategies to navigate and diffuse tensions, improving communication and relationships. Don't let misunderstandings escalate; watch now to transform how you handle conflicts!

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résultat(s)
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You have to distinguish between two essential elements,
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the problem and its inflation.
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The initial problem,
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an organizational problem,
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for example,
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is the spark.
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It is not enough to turn into conflict.
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You need the fuel that will allow the fire to spread,
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to surge.
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According to Jean Poitras,
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Canadian expert in conflict management.
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There are two types of fuel avoidance and escalation.
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With the fuel,
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avoidance and escalation,
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the smallest disagreement can lead to a drama.
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Let's take a closer look at these two inflation factors and
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see how to stop the flow of these toxic gasses.
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Avoiding conflict is refusing to talk about it.
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Whatever the reasons for this avoidance,
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if the issue is important to at least one.
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The parties then avoiding it will aggravate the conflict.
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Here are the four main reasons why a person chooses the toxic gas of avoidance.
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Some people
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are under the illusion
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that everything will work out on their own without having to talk about them.
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They believe that time and reason will do their work without having to communicate.
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No
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disagreements will not resolve themselves without talking about them
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unless one of the two parties ends up giving in without saying a word.
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Most of the time
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things won't just stagnate,
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they will get worse.
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Make these naive people realize that believing
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that everything will work out without talking
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increases the costs and risks of conflict.
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Others feel
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that there is no point in talking,
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that it is not worth it,
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that this will not help since it's a hopeless case.
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These arguments are often those of people who have
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not developed the necessary social skills for conflict management.
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They are actually suppressed.
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They don't know what to say or what to do.
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Having barely developed their communication and active listening skills,
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they are sure that talking will be pointless.
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They close up to dialogue and thus aggravate the conflict.
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It would be good to explain to them
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the impacts of avoidance.
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Help them express themselves by offering
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a safe discussion with pragmatic questions.
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Help these recalcitrant people
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that are inhibited in dialogue
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to find the right words and express their solutions.
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The third reason.
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For choosing avoidance,
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some people think they have too much to lose by putting
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their cards on the table and looking for a common solution.
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Sometimes because refusing to speak suits them.
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For example,
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in the case of a conflict between two colleagues,
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one of them is late with the files and thereby delays the other,
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refusing to talk about the problem.
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Allows the slow one to continue working at their own pace
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without worrying about their consequence on their colleagues.
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Avoiding talking about the problem suits them.
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They don't want the situation to change.
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In this case,
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have everyone speak up
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about what's important to them first.
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Then
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show how this balance of power will worsen the conflict at the expense of everyone,
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including the team.
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The fourth reason for choosing avoidance,
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those who think there is too much to lose by talking about the conflict,
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perhaps out of fear that the other person might explode
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or that they might get caught or hurt even more,
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or out of fear of losing their temper and hurt.
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Someone else by saying or doing things they would regret
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while the attention might be good,
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not harming the other,
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not being harmed,
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refusing dialogue will only aggravate the conflict.
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The conflict mediator will have to facilitate
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discussions while avoiding the power games.
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They also need to incite everyone to determine what is important to them
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and discuss the options together.
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Now let's look at the second factor of inflation,
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the second poisonous gas,
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escalation.
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A feels assaulted,
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rightly or wrongly by B.
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Frustrated,
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they react by attacking B,
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who then reacts,
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and that's the escalation.
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No one wants to stop to give in.
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Frustration builds up and aggression increases until one or both cross the.
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Others boundaries,
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a point of no return.
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Personal attacks,
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insults,
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manipulation of the other colleague or malice,
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and then it's war.
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There are three factors that make a conflict escalate.
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One,
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the competitive person.
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They will argue,
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debate.
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They want to have the last word,
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not giving in and getting what they want is essential to their ego.
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The conflict is an opportunity for them to validate their strength.
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In this case,
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it will be necessary to negotiate,
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putting things into perspective
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and to bring down their need to always win.
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Make the competitor understand that their own interest and that of the other
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lies in resolving the conflict.
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And if necessary,
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set up a negotiation without the parties meeting face to face
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to avoid the competitive person's dominance.
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Second,
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emotionally harmed people tend to engage in escalation.
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Words or events exchanged during the conflict have awakened old wounds,
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which adds to the intensity of the conflict.
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The person feels attacked in their image,
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rejected or betrayed,
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and for them the insult is such that they demand reparations or even revenge.
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Help the affected person express their feelings
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and vocalize their emotions and welcome them with kindness.
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In the most extreme case of harm,
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this vocalization should be done in front of the opposite.
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Keep in mind
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that the affected person may need the other to express regrets or apologize
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so that they can then think of a solution.
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The third escalating factor
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is blaming others
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when we attribute responsibility or negative intentions to the other,
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accusing the other of incompetence,
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bad intentions,
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or holding them solely responsible for the conflict,
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for example.
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This will contribute to their mistrust and resentment
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to get out of the escalation
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due to this accusation,
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it will be necessary to provide clarifications.
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First,
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recall the facts,
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the initial context that led to the conflict.
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Then retrace the stages of the conflict step by step.
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Look at how certain choices,
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certain actions,
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and certain words were hard for the other party.
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Explain each other's intentions at each step.
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Any negative or misunderstood intentions.
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It will therefore be necessary to clarify the responsibility
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each one holds in the escalation
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and the resulting difficulties.
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Finally,
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when the accusation has been swept away through clarification.
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The people in conflict will be ready to look for solutions,
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as you will have noticed,
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the more these evasive and escalating factors ignite the conflict,
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the more useful a third party intervention will be
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before the entire team is under fire.
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This third party,
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be it a manager or a mediator.
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Will try not to be too intrusive
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so that everyone develops the autonomy
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and the creativity necessary to manage disagreements.
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Two other videos from the conflict management program tackle in
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further detail these diffusing strategies of escalation and avoidance.

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