In modern, fluid society, when toxic conflict corrodes relationships, we're often more likely to move on than to patch things up. But as we have become more specialized professionally, our worlds have shrunk. And as you move up in the organizational hierarchy, the number of places to which you can move declines. For many, moving on is no longer as easy as it once was.

Archbishop Desmond Tutu, chairman of the Truth and Reconciliation Commission of the Union of South Africa. The TRC is widely regarded as having been responsible for guiding the nation along a path from truly toxic conflict to peace, following the end of Apartheid. The principles they created and followed have provided a model for truth commissions around the world. Person-to-person reconciliation is more intimate than national reconciliation, and in many ways, more complex, but the TRC model is still a valuable and inspiring guide. Read more about South Africa's reconciliation experience. Photo courtesy Mogale City, South Africa (Tutu's home town).
Between people, coming to peace after heated, venomous disagreements is a valuable, if undervalued, skill. How can you come to peace if you're engaged in a long-running feud with another? Here are some suggestions.
- Have realistic expectations
- Sometimes we can't imagine ever getting back to comity, and even if you would like to, it might not be possible. But go as far as you can for today, and building on that, strive to go a little further tomorrow.
- Build on mutual respect
- Each party must find a way to respect the other. It isn't really peace if one side grovels while the other triumphs. Such a peace is just war continued by other means.
- Acknowledge what's happened
- You can't undo what's happened. Your experiences were real. Instead of denying the past, find ways to acknowledge the truth of what happened between you, as honestly as you can. Truth is essential to forward progress.
- Realize that Now is not Then
- Work together to find a path that works for Now. Agree that whatever happened in the past happened Then, and that it isn't happening Now.
- Consider your Self
- Whatever path you find has to fit for both of you, and one of you is your Self. Value your integrity and your sense of ethics. Trying to walk a path that you simply cannot walk doesn't work. Forge an agreement you can live with.
- Honor confidentiality
- Confidentiality between
the two of you can
provide a strong bond - How the two of you work out your difficulties is your own business. Offer (and ask for) confidentiality if you need it. Confidentiality between the two of you can provide a strong bond that can be part of the basis for going forward together.
- Look for the amazing
- Find things you each can contribute to build a strong foundation for your new relationship. Use the amazing test: if you were a third party, and you somehow found out the terms of the new agreement, would you be amazed at its inventiveness and mutual generosity of spirit?
- Apply the durability test
- Try to build an enduring relationship. If you cannot imagine a peace enduring for a year on the basis you're about to agree to, it won't last. Make the foundation stronger.
Peace is more achievable if you both focus on what you can gain, both individually and together. On your own, maintaining that focus can be difficult. Consider the possibility of asking for help from a neutral third party. Top
Next Issue
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!
Your comments are welcome
Would you like to see your comments posted here? rbrenjTnUayrCbSnnEcYfner@ChacdcYpBKAaMJgMalFXoCanyon.comSend me your comments by email, or by Web form.About Point Lookout
Thank you for reading this article. I hope you enjoyed it and
found it useful, and that you'll consider recommending it to a friend.
This article in its entirety was written by a human being. No machine intelligence was involved in any way.
Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.
Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.
Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.
Related articles
More articles on Workplace Politics:
Email Antics: II
- Nearly everyone complains that email is a time waster. Yet much of the problem results from our own
actions. Here's Part II of a little catalog of things we do that help waste our time.
Why Don't They Believe Me?
- When we want people to believe us, and they don't, it just might be a result of our own actions or demeanor.
How does this happen?
Group Problem-Solving Tangles
- When teams solve problems together, discussions of proposed solutions usually focus on combinations
of what the solution will do, how much it will cost, how long it will take, and much more. Disentangling
these threads can make discussions much more effective.
The Paradox of Structure and Workplace Bullying
- Structures of all kinds — organizations, domains of knowledge, cities, whatever — are both
enabling and limiting. To gain more of the benefits of structure, while avoiding their limits, it helps
to understand this paradox and learn to recognize its effects.
Off-Putting and Conversational Narcissism at Work: I
- Having off-putting interactions is one of four themes of conversational narcissism. Here are six behavioral
patterns that relate to off-putting interactions and how abusers use them to control conversations.
See also Workplace Politics and Workplace Politics for more related articles.
Forthcoming issues of Point Lookout
Coming March 12: Embedded Technology Groups and the Dunning-Kruger Effect
- Groups of technical specialists in fields that differ markedly from the main business of the enterprise that hosts them must sometimes deal with wrong-headed decisions made by people who think they know more about the technology than they actually do. Available here and by RSS on March 12.
And on March 19: On Lying by Omission
- Of the many devious strategies of workplace politics, deception is among the most commonly used. And perhaps the most commonly used tactic of deception is lying. Since getting caught in a lie can be costly, people try to lie without lying. Available here and by RSS on March 19.
Coaching services
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenjTnUayrCbSnnEcYfner@ChacdcYpBKAaMJgMalFXoCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.
Get the ebook!
Past issues of Point Lookout are available in six ebooks:
- Get 2001-2 in Geese Don't Land on Twigs (PDF, )
- Get 2003-4 in Why Dogs Wag (PDF, )
- Get 2005-6 in Loopy Things We Do (PDF, )
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, )
- Get 2009-10 in The Questions Not Asked (PDF, )
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, )
Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500-1000 words in your inbox in one hour. License any article from this Web site. More info
Follow Rick





Recommend this issue to a friend
Send an email message to a friend
rbrenjTnUayrCbSnnEcYfner@ChacdcYpBKAaMJgMalFXoCanyon.comSend a message to Rick
A Tip A Day feed
Point Lookout weekly feed
