“Feel” conflict is a good way to put it. Conflict can be a perception rather than a fact. It has a cultural dimension, and by culture I include micro-worlds like a family can be. So, it is important to identify what is felt as conflict and how it is felt/perceived/experienced and in which context before being able to create from it. Creation cannot start before regulation takes place. Regulation techniques and tools are a fascinating topic.
“Feel” conflict is a good way to put it. Conflict can be a perception rather than a fact. It has a cultural dimension, and by culture I include micro-worlds like a family can be. So, it is important to identify what is felt as conflict and how it is felt/perceived/experienced and in which context before being able to create from it. Creation cannot start before regulation takes place. Regulation techniques and tools are a fascinating topic.
What I use with my clients is creating an alliance in the organization about what to do when conflict arises. The natural reaction it to take it personal and react. On the other side families, systems and organizations can benefit from the diversity of different points of view to create something new. This is specifically aplicable in situations of high volatility such a as these Covid days where high levels of adaptability are needed
It’s great to bring the notion of managing conflict when designing the alliance with your clients, especially with groups, teams, systems. This opens the door to use process tools to that purpose. Some tools, if used at the right time, can help prevent conflicts from arising. Or if they do arise, they may be milder and easier to manage. I’d love to share some of the process theory and tools that I’m learning in my team coaching training.
I think creating is an ambitious step from conflict, being able to solve it with little to no damage is already quite good. But on a more serious note conflict can vary wildly from a small misunderstanding or miscommunication to something as grave as war; naturally the simpler the conflict the higher the possibility that it can be an opportunity for creating.
Personally I think conflict is healthy if we have a mindset geared towards growth, if we are not judgmental or that we are strong in our core that judgment of others while felt is neither disabling or monumental.
So to answer your question conflict can be a learning experience, an introspection opportunity, a chance to extract ourselves from our universe to understand the opposite point of view.
What I use with my clients is creating an alliance in the organization about what to do when conflict arises. The natural reaction it to take it personal and react. On the other side families, systems and organizations can benefit from the diversity of different points of view to create something new. This is specifically aplicable in situations of high volatility such a as these Covid days where high levels of adaptability are needed
“Feel” conflict is a good way to put it. Conflict can be a perception rather than a fact. It has a cultural dimension, and by culture I include micro-worlds like a family can be. So, it is important to identify what is felt as conflict and how it is felt/perceived/experienced and in which context before being able to create from it. Creation cannot start before regulation takes place. Regulation techniques and tools are a fascinating topic.
“Feel” conflict is a good way to put it. Conflict can be a perception rather than a fact. It has a cultural dimension, and by culture I include micro-worlds like a family can be. So, it is important to identify what is felt as conflict and how it is felt/perceived/experienced and in which context before being able to create from it. Creation cannot start before regulation takes place. Regulation techniques and tools are a fascinating topic.
What I use with my clients is creating an alliance in the organization about what to do when conflict arises. The natural reaction it to take it personal and react. On the other side families, systems and organizations can benefit from the diversity of different points of view to create something new. This is specifically aplicable in situations of high volatility such a as these Covid days where high levels of adaptability are needed
It’s great to bring the notion of managing conflict when designing the alliance with your clients, especially with groups, teams, systems. This opens the door to use process tools to that purpose. Some tools, if used at the right time, can help prevent conflicts from arising. Or if they do arise, they may be milder and easier to manage. I’d love to share some of the process theory and tools that I’m learning in my team coaching training.
I think creating is an ambitious step from conflict, being able to solve it with little to no damage is already quite good. But on a more serious note conflict can vary wildly from a small misunderstanding or miscommunication to something as grave as war; naturally the simpler the conflict the higher the possibility that it can be an opportunity for creating.
Personally I think conflict is healthy if we have a mindset geared towards growth, if we are not judgmental or that we are strong in our core that judgment of others while felt is neither disabling or monumental.
So to answer your question conflict can be a learning experience, an introspection opportunity, a chance to extract ourselves from our universe to understand the opposite point of view.
What I use with my clients is creating an alliance in the organization about what to do when conflict arises. The natural reaction it to take it personal and react. On the other side families, systems and organizations can benefit from the diversity of different points of view to create something new. This is specifically aplicable in situations of high volatility such a as these Covid days where high levels of adaptability are needed