Every year around December, I read The Economist: The Year Ahead, to gain insight into what might be in store for the year ahead. Along the way, I often come across thought-provoking interviews that resonate both personally and professionally. This year, one that stood out was an article written by Comfort Ero, president of International Crisis Group, titled, “By Invitation; Three lessons for peacemaking in an unstable world”. The article talks about conflict management and resolution from the perspective of quite possibly the most high-stakes scenario, peacekeeping. A time where decisions can mean life or death. In the article, she shares three peacemaking principles that are regularly applied in moments of conflict, which stuck with me because they are also applicable to workplace conflicts and everyday life.
Address Conflict in the Moment
The first principle is to address conflict as soon as it arises rather than wait for it to escalate beyond control. Time is not your ally and the longer you wait, the more people will become entrenched in their positions, reinforcing their perspectives, and becoming less reluctant to resolve. They will become disengaged and move on without addressing the situation. Ideally, conflicts are managed before emotions peak. Addressing it early allows for a more constructive conversation and all parties are focused on resolution.
Hear All Perspectives
The second principle is that it is important to engage all parties involved in the conflict to understand their perspective. Actively listening in a genuine manner fosters empathy and attentiveness, while also revealing valuable context that is overlooked when emotions are running high and individuals close off to other viewpoints. This approach enables a better interpretation of everyone's needs and motivations. Getting to the heart of wants and needs provides you with the insight to find common ground and meet halfway or all the way in order to resolve the conflict.
Understand the Dynamics at Play
The third principle is about understanding local dynamics in order to identify why conflicts arise and how to resolve them. While local dynamics in peacekeeping are focused on things like culture, tradition, and geographical history, they are transferable to personal scenarios. For example, in a workplace or business setting, “local” refers to the unique dynamics within a team or organization. Relationships, power structures, and motivations can play a role in the initiation of a conflict. Rather than focusing on surface-level symptoms, it is essential to address the root causes. Identifying how these variables influence an individual's motivation in the conflict is the key to guiding everyone toward a meaningful resolution.
Putting it all together
Creating or maintaining peace is one of the most high-stress aspects of conflict management, but the core principles aren’t different from conflict management in everyday life. Skilled conflict resolution doesn’t require special education or extreme circumstances to recognize the human elements at play and the willingness to navigate them toward a mutual solution. By addressing conflicts early, listening to all perspectives, and understanding the dynamics at play, you can move past surface-level frustrations to lasting meaningful resolutions. When handled effectively, conflict resolution leads to an opportunity for growth, and stronger relationships that lead to less conflict in the future.