Point Lookout: a free weekly publication of Chaco Canyon Consulting
Volume 16, Issue 5;   February 3, 2016: Patterns of Conflict Escalation: I

Patterns of Conflict Escalation: I

by

Toxic workplace conflicts often begin as simple disagreements. Many then evolve into intensely toxic conflict following recognizable patterns.
Sen. Robert Packwood, Republican of Oregon

Sen. Robert Packwood, Republican of Oregon. He was a Senator from 1969 until he resigned under threat of expulsion in 1995. On the Sunday before Thanksgiving, 1992, shortly after the 1992 election in which Sen. Packwood was re-elected, the Washington Post reported that at least ten women staffers and lobbyists had complained that Senator Packwood had made unwanted, forceful, sexual advances on them, including groping and forceful kissing. The Senator had denied the women's claims, and attempted to erode their credibility. But on November 20, Senator Packwood issued an apology that has become famous as a template for non-apology apologies. It read, in part, "If any of my comments or actions have indeed been unwelcome or if I have conducted myself in any way that has caused any individual discomfort or embarrassment, for that I am sincerely sorry." The "If" in this statement is what makes it a non-apology.

Photo courtesy U.S. Senate.

Conflict resolution skills are universally recognized as valuable assets in modern organizations. And rightly so, because some people know, almost intuitively, exactly how to escalate conflicts from mild disagreements to near-warfare levels, without actually being caught doing it. While these destructive techniques might be of some short-term value to those who employ them, their use threatens the organizational mission.

Early recognition of these destructive patterns can dramatically reduce the incidence of toxic conflict in teams or groups that must frequently collaborate. That's why knowing how to recognize these patterns of conflict escalation is a skill perhaps even more valuable than conflict resolution.

Here is Part I of a little catalog of patterns that people use — sometimes inadvertently — to convert simple disagreements into workplace warfare. This part emphasizes behavior. Part II emphasizes patterns of thinking.

Accusations of marginal norm violations
Behavioral norms, explicit or implicit, govern social behavior in groups. For example, most workplace teams regard raised voices in meetings as violations of behavioral norms. (See "Preventing Toxic Conflict: II," Point Lookout for October 15, 2014, for more on behavioral norms)
Certainly identifying norm violations is necessary at times. But claims not supported by evidence, or claims of marginal violations, can be tools for advancing toxic conflict. Although such assertions can be genuine complaints about the behavior of alleged offenders, they can also be initial aggressive acts, or retaliations for perceived past transgressions. A pattern of claims about marginal transgressions can be a signal worth attending to.
Rejecting apologies
When someone (the Offeror) offers an apology to someone else (the Recipient), and the Recipient declines the offer or refuses to accept the apology, the Recipient deprives the group of an opportunity to put the offense behind it. That might be appropriate, if the apology is insincere or if the offense merits disciplinary action.
But if an apology is a suitable remedy for the offense, declining the apology can actually be an aggressive act intended to escalate the conflict. The rejection might appear innocent, or perhaps petulant, even though it is an act intended to deepen the conflict.
Non-apology apologies
Apologies that aren't Early recognition of patterns of
conflict escalation can dramatically
reduce the incidence of toxic
conflict in teams or groups that
must frequently collaborate
actually apologies have become so common that there is a term for them: non-apology apologies. They can appear in any of various forms. For example, "mistakes were made." Or the very popular "I'm sorry if you were offended (or hurt, or harmed, …)."
Although some people do offer non-apology apologies out of ignorance, it's unsafe to assume that non-apology apologies are always innocent. Because non-apology apologies can sometimes be acts of aggression, probing for truth is wise. To effectively prevent the non-apology apology from escalating the conflict, a third party can try to elicit a sincere apology, which must include a solid element of contrition. To the extent that such attempts do fail, the non-apology apology is more likely to be an aggressive act. For more on effective apologies, see "Demanding Forgiveness," Point Lookout for June 18, 2003.

We'll continue next time with more patterns of conflict escalation. Next in this series  Go to top Top  Next issue: Patterns of Conflict Escalation: II  Next Issue

101 Tips for Managing Conflict Are you fed up with tense, explosive meetings? Are you or a colleague the target of a bully? Destructive conflict can ruin organizations. But if we believe that all conflict is destructive, and that we can somehow eliminate conflict, or that conflict is an enemy of productivity, then we're in conflict with Conflict itself. Read 101 Tips for Managing Conflict to learn how to make peace with conflict and make it an organizational asset. Order Now!

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See also Conflict Management and Emotions at Work for more related articles.

Forthcoming issues of Point Lookout

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In some meetings, we collaborate not in reaching objectives, but in preventing our doing so. Here are three examples of this pattern. Available here and by RSS on September 27.
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Sometimes meetings are less effective than they might be because of cultural factors that are outside our awareness. Here are some examples. Available here and by RSS on October 4.

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Many The Power Affect: How We Express Personal Powerpeople who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.

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