Bad conflict (the damaging, anything-but-creative kind) happens. Knee-jerk reactions don’t help. When enmeshed in a bad conflict, it can be tempting to hunt for someone to blame. That’s not always useful. Think about what may have caused the problem (objective causes? subjective causes?) and then carefully consider your next steps.

Declarations in interpersonal relationships, such as ultimatums, can do unexpected lasting damage. Ultimatums, threats, and lines in the sand are hard to walk back, can cause a loss of face, and can lead to stalemate. It’s smart to think through the risks and rewards or the costs and benefits of declarations – before issuing them.

Dr. Vanessa Avery shares insights on religious diversity training, conflict in religion, and her role as Consulting Director to the Sharing Sacred Spaces Initiative (SSSI). Vanessa shares her academic and professional path, including her interest in René Girard, the late French historian, literary critic, philosopher of social science, and author of Violence and the Sacred. Her work with SSSI has a tangible effect on those who participate in the program. Vanessa’s other work, including religious diversity training and consulting, is both practical and inspiring. You can reach Vanessa Avery by phone at 203.500.0166 or by email at [email protected]. Her website is https://vanessaavery.wordpress.com/ You can learn more about Sharing Sacred Spaces here: https://sacredspace.world/sss-initiative.

Approaching conflict with authenticity may seem difficult. Even if it is, it’s usually worth it. Perhaps the biggest advantage of authenticity is avoiding its opposite. And that’s because fake frequently fails. People usually know when the other person is not being genuine and resent it, even more than the genuine disagreement. Being authentic allows everyone involved to engage and move forward.

The phrase “yes, and” sends a different message from “yes, but”. “Yes, and” can lead to further discussion instead of rejection. The “yes, and” phrase comes from theater improvisation, where a statement is affirmed (yes) and then built upon (and). The same concept can apply in discussions about ideas and suggestions: instead of rejecting them with a list of their shortcomings (“yes, but”), acknowledge the ideas and work together on them. It’s the best kind of conflict: ideas that clash -- and also invite collaboration and creativity.

Rogério Faé Rodrigues, currently a visiting scholar in the U.S., talks about helping enterprising families, in the U.S. and in his native Brazil. Rogério describes his work, as one of the founders of Une Consultoria, as a being a facilitator as much as a consultant: helping families to decide and implement what is best for that family. He noted that “there is no way of doing succession by imposition” (a valuable insight on avoiding damaging conflict). He also named dialogue as “the most valuable tool for my work” (always good for both preventing conflict and resolving conflict.) Rogério recommended “The Power of Openness and Trust: How to Increase the Impact of Your Management Team” by Lars Clemedson. You can reach Rogério at [email protected]. His company website (which translates to English very well) is https://unesucessao.com.br/.

Managing conflicting memories of a past event can be essential to preventing and undoing damage in interpersonal conflicts. At times, it’s possible to have a civil conversation about those conflicting memories. In other cases, it’s best to agree to disagree and move on. Managing the potential damage to the valued relationship is the key. Do you have comments or suggestions about a topic or guest? An idea or question about conflict management or conflict resolution? Let me know at [email protected]! And you can learn more about me and my work as a mediator and a Certified CINERGY® Conflict Coach at www.dovetailresolutions.com and https://www.linkedin.com/in/janebeddall/.

Cookie cutters are great for making cookies: quick, easy, and uniform. Not so great for interpersonal conflicts. Cookie dough responds well to cookie cutters when all the conditions are consistent – that’s the idea! Humans aren’t consistent; we’re human. So, human interactions don’t respond well to a cookie cutter approach to conflict resolution. A solution crafted to address a particular conflict and, perhaps even better, a careful look at conflict management will serve humans more effectively.

Louise Duncan, Managing Director of TetraMap International, in Auckland, NZ, described the framework’s key concept that “Strength lies in valuing differences”. Facilitators use a process that allows individuals to discover their own elemental preferences in the world of nature: earth, air, water, and fire. Louise recommended: “The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth” by Amy C. Edmonson. Learn more and contact Louise through https://www.tetramap.com/ or https://www.linkedin.com/in/louiseduncan/. Louise hosts the podcast In Your Element, available for free wherever you listen to podcasts and on the TetraMap website.

The tragic fire at Notre Dame Cathedral in Paris demonstrated the value of having a plan and testing it as a way to reduce conflict and mitigate damage. The Fire Department devoted more than one hundred firefighters to rescuing artifacts in the cathedral. The plan identified key people and priorities. And it had been practice, on site, twice last year. These steps were essential in minimizing the impact of the fire.