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Social Conflict
It analyzes the theory of social conflict and discusses solutions. The theoretical model is closely integrated with research practice. Welcome to like and collect!
Edited at 2024-03-13 15:58:31
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Social Conflict
- bacteria
This is a mind map about bacteria, and its main contents include: overview, morphology, types, structure, reproduction, distribution, application, and expansion. The summary is comprehensive and meticulous, suitable as review materials.
- Plant asexual reproduction
This is a mind map about plant asexual reproduction, and its main contents include: concept, spore reproduction, vegetative reproduction, tissue culture, and buds. The summary is comprehensive and meticulous, suitable as review materials.
- Reproductive development of animals
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- Outline
"Social Conflict"
一、 Conflict and strategic choices
1. Overview
conflict theory
Strategy
fight
One party attempts to impose its preferred solution on the other party
concession
Lower your expectations and be okay with getting less than you originally expected.
problem solved
Find a solution that satisfies the wishes of both parties
avoid
Don't get involved in conflicts. It manifests itself in two forms: inaction and retreat.
Notice
Most conflict situations will result in a combination or rotation of strategies
Fighting and problem-solving strategies can be implemented through many different tactics
Fighting, giving in, and problem solving are all proactive strategies
Fighting and giving in are mirror images of each other in that fighting requires effort to win, while giving in requires accepting at least partial defeat.
conflict concept
Conflict means perceived divergence of interests
Positive and Negative Sides of Conflict
Positive side
If conflict takes form, it becomes a breeding ground for social change.
Prevent immature group decision-making
Help coordinate people's legitimate interests
Intragroup conflict often promotes long-term group solidarity through other positive effects
Conflict between groups can lead to unity within the conflicting group
negative side
PTSD
2. The nature and origins of the conflict
elements of conflict
scale of conflict
Differences in interests can lead to greater conflict
Party B’s desire level (expectation value) is higher
The other party manifests a higher level of desire
Both sides see almost no other options
Desires can become firm and difficult to change, thus increasing the scale of the conflict
Desires are primarily motivated by important interests
The principle that the primary cause of a desire is one that is strongly felt
The options available are an either/or
The role of relative deprivation
If one party to the conflict considers their legitimate desires to be unfulfilled, the resulting negative experience often leads to divergent interests.
Conditions that trigger conflict
characteristics of the situation
scarcity
Rapidly expanding results
Characteristics of both parties to the conflict
zero sum thinking
Characteristics of the relationship between conflicting parties
Relative power ambiguity
unfair comparison
Great disparity in status
Suspicion
Characteristics of the community
security dilemma
Lack of normative consensus
sources of intergroup conflict
Robles Cave Experiment
Realistic conflict versus social identity
The groups to which an individual belongs are part of that person's self-concept
Group Desires and Group Disappointments
fellow deprivation
self-deprivation
group identity
Conflict group mobilization
A group of people who share a common interest but are not fully aware of it.
Conditions that stimulate mobilization of conflict groups
communication skills of group members
Have a leadership that can organize the conflicting group and can develop an action plan for the group.
The legitimacy of a group in the eyes of the greater community—or at least the community's lack of effective suppression of the group
3. Strategy selection
The nature of strategy
dual attention model
The Dual Concern Model of Conflict Type Theory
The dual attention model of conditional influence theory
Conditions that influence self-focus
Is the interest vital to a party to the conflict?
Implications of results obtained in other fields
group self-focus
Supporting research on the dual focus model
perceived feasibility perspective
Perceived feasibility of problem-solving strategies
perceived commonalities
Confidence in one's own problem-solving abilities
Righteous thinking
power
existence of third parties
Perceived sincerity of the other party in adopting problem-solving strategies
trust
Perceived Risks of Adopting Problem-Solving Strategies
Perceived feasibility of combat strategy
Perceived feasibility of concession strategy
Perceived Risks of Adopting a Concession Strategy
Blame direction and strategy selection
blame the other party
self-blame
blame each other
Culture and strategic choices: individualism vs. collectivism
Direct confrontation and indirect detours
source of difference
Culture and the treatment of in-group and out-group members
4. art of fighting
to please
Exaggerate the admirable qualities of the other party while downplaying the weaknesses of the other party.
Conformity
provide assistance to another party
promise
Factors that determine the success or failure of commitment tactics
For one party to the conflict to make the promise effective, the reward promised to the other party must exceed the loss caused by his compliance.
An effective commitment must also ensure reliability or credibility.
Some advantages of commitment tactics
Some Issues in Commitment Tactics
debate persuasion
humiliation
tit for tat
threaten
The difference between "threat" and "warning": whether one party to the conflict can control the harm suffered by the other party.
The decisive factor in the effectiveness of threat tactics
The harm done outweighs the good gained by not complying
must be convincing
Some Advantages of Threat Tactics
An effective threat will not cause losses to the threatening party
Threats are often effective
Even if the threat is not carried out, they still receive benefits.
Some Issues with Threat Tactics
Destroy relationships between parties and breed distrust.
Solution
carrot and stick
Employing “legitimate” threats
deterrent threat
mandatory tasks
Decisive factors for success in mandatory tasks
Leverage the power of third parties
Make it public
One party to the conflict has supporters
Let the other party confront the evidence of one party's determination
Increase the credibility of threats
Some advantages of mandatory tasks
Forcing the other party to proactively demand an agreement
Does not require one party to the conflict to have the same or greater power as the other party
It takes effect even before the results are witnessed.
Some issues on mandatory tasks
The other party may not understand the consequences of the tasks committed by one party to the conflict
The other party may want to comply with the wishes of the conflicting party but is unable to do so.
One party in the conflict may feel that it is responsible for fulfilling the actions it has stated it will take, but the other party may have doubts about its commitment to this task.
One party to a conflict may misjudge the relative value to the other party of the choice he or she is forcing the other party to make.
Violence
instrumental violence
emotional violence
civil disobedience
二、 Conflict escalates
1. Conflict escalation and development
Developments of the Cold War
Soviet Union and United States
The transformation that occurs during upgrades
light
Heavy
Small
big
specific
universal
Do your best
win
hurt the other party
rare
many
Escalation of civil conflict
Upgrade model
1||| Combatant-Defender Model
school shooting
2||| conflict spiral model
3||| The relationship between the combatant-defender model and the conflict spiral model
2. structural change model
psychological changes
emotional changes
condemnation and anger
fear
image threat
Hostile attitudes, perceptions, and goals
Effect
1||| Make it easier for one party to a conflict to blame the other party for unpleasant experiences
2||| If the other party is not trusted and ambiguous behavior is interpreted as a threat, hostility and threats can trigger escalation.
3||| If one party to a conflict is provoked and its ability to inhibit retaliation weakens, the other party's hostile perceptions will lead to an escalation of the conflict.
4||| Hostile attitudes can also drive escalation by blocking engagement and disrupting communication.
5||| Hostile attitudes and perceptions tend to reduce empathy for the other party
6||| Hostile attitudes and perceptions promote zero-sum thinking, which often makes problem-solving strategies seem like an unattainable option.
7||| When the perception of hostility becomes truly severe, the other side is seen as a demonic enemy, and the conflict becomes a war between light and darkness.
Characteristics of Revenge
1||| triggering the other party to retaliate in kind
2||| The drive for revenge is often deep and powerful—a drive so powerful that it overrides all other concerns
3||| Revenge is often taken in excess; it often hurts more than the pain suffered.
4||| Memories persist over time and include past hurts and resulting motivations for revenge.
Dehumanization and individualization
changes in groups
University at Buffalo Crisis
The nature, sources and effects of group changes
1||| group polarization
Thinking back to what happened when I was in elementary school, my classmates were divided into two groups, and neutral people like us were not allowed to exist, otherwise we would be targeted.
2||| Create aggressive group targets
3||| The development of out-of-control norms
4||| Group identity and group cohesion
5||| Militant leaders take over power
6||| The formation of militant subgroups
community changes
community polarization
When serious conflict occurs between two individuals or groups, it is often difficult for other community members to remain neutral.
3. Conditions that drive and hinder upgrading
light upgrade
College student kicks the door
Heavy upgrade
Hockey rink controversy
Basic prerequisites for upgrading
scale of conflict
instability
1||| Tendency to overreact to annoyance or threat
2||| Reduction in inhibition of aggressive behavior
3||| Reduced conflict management skills
characteristics of the situation
Characteristics of both parties to the conflict
Personality Differences and Childhood Experiences
age and gender differences
Escalation model adopted by both parties to the conflict
cultural difference
characteristics of the group
Previous upgrades and structural changes
Characteristics of the relationship between the parties to the conflict
social constraints
Social constraints often prompt conflict parties to adopt concession strategies and problem-solving strategies
rely
breaking of binding force
Characteristics of the wider community
external support
Conflict-limiting norms
system to limit conflict
Community structure: horizontal connections vs. general overlapping
The impact of moderate conflict under horizontal ties
Depolarization of breakaway communities
1||| Strengthen loyalty to the larger community
2||| Establishing or strengthening a central authority that can use threats or power to prevent the escalation of conflict
3||| Inciting hostility against external hostile forces
4||| Encourage some form of bonding between individuals on both sides of the split, thus moving towards lateral connections.
Stability brought by threat tactics
balance of power theory
fear equilibrium
Problems posed by stabilization based on threat tactics
1||| Promote conflict escalation
2||| misunderstood by the other party
3||| One party's preparations are obviously defensive in nature, but the other party may still be cautious to avoid having an offensive motive later on.
4. Continuation of conflict escalation
cyberas tail
Theoretical overview
persistence of psychological changes
self-fulfilling prophecy
rationalization of behavior
selective information processing
The “discovery” of confirmatory evidence
attribution bias
autistic hostility
Continuation of hostile targets
persistence of group changes
Continuation of community polarization
Overcommitment and sinking deeper and deeper
A digression about dollar auctions
Characteristics of getting deeper and deeper
Prevent the phenomenon of getting deeper and deeper
1||| set limits
2||| block analysis
3||| Highlight the cost
4||| Avoid focusing on the image of one party to the conflict
三、 deadlock and resolution
1. Gridlock recognition and de-escalation
Why conflicts stop escalating
deadlock cognition
Failure in the art of combat, depletion of necessary resources, loss of social support, and unacceptable costs or risks
admit stalemate
cuban missile crisis
How to start de-upgrading
optimism
Deadlock and negotiations in the Middle East
get out of trouble
contact and communication
Cooperation on other issues: high-end goals
Unilateral mediation measures
Actions should be both clear and unexpected in order to attract the other party's attention, challenge their preconceptions, and thus prompt the other party to rethink the conflict situation.
Measures should be taken voluntarily and irreversibly, and in order to prevent the other party from interpreting these measures as a cheap trick, one party to the conflict should pay some price or bear some risk.
Measures should be publicly announced before they are implemented to show that one side is working to reduce tensions and should encourage the other side to respond.
Even if the other side does not respond to a series of initiatives, one side in the conflict should continue to implement them in order to make the efforts look more like a policy change and give the other side ample time to rethink its strategy.
The other party should be rewarded for cooperative behavior, and the size of the reward should be linked to the degree of cooperation.
If the other party misinterprets these measures or attempts to push the envelope further and escalate the conflict, then one party to the conflict should be prepared to fight back.
The de-escalation spiral: the constructive use of the spiraling process
2. problem solving and reconciliation
problem solved
Problem solving results
compromise
Integrated solution
If both parties' desires are strong and neither party is willing to compromise, there will be no agreement unless a way is found to align the interests of both parties.
Compromise (and mechanical agreements like tossing a coin) seals the deal. However, to fully resolve a conflict, it is usually necessary to come up with an integrative solution that addresses the main concerns of both parties. Therefore, both parties will devote more energy to the implementation of the integrated solution; and compared with the other two agreement methods, the integrated solution is less likely to fail (Thomas, 1976).
Integrated solutions tend to strengthen the relationship between conflicting parties by bringing benefits to both parties. Strengthened relationships often have intrinsic value and drive integrative solutions in subsequent situations.
Integrated solutions often bring benefits to the larger communities in which both parties to the conflict exist. For example, if a company's divisions can creatively reconcile their differences, the company as a whole will tend to benefit (Pruitt & Carnevale, 1993).
reason
Types of integrated solutions
Make the cake bigger
non-specific compensation
What does the other side value from one side of the conflict? What value does this have to the other party? How much harm will the other party suffer if it gives in to the conflicting party?
mutual cooperation
Which issues are of higher priority and which are of lower priority for one party to the conflict? Which issues are higher priority and which are lower priority for the other party? Are there issues that are of high priority to one party to the conflict that are of lower priority to the other party, and vice versa?
Cut costs
What will be the cost of one party's proposals to the other party? How can these costs be reduced or even eliminated?
build bridges
What are the fundamental interests of both parties? What are the priorities among these interests? How can we realize the higher-priority interests of both parties?
Potential benefit analysis
interests under interests
Same question - different meaning
Beliefs, narratives and metaphors
Implementation procedures for problem solving strategies
Steps to Creative Problem Solving
a. Ask whether there is a real difference of interest
b. Analyze the own interests and beliefs of one party to the conflict
c. Analyze the other party's interests and find ways to reconcile their expectations.
Strong and soft
Arrange the agenda
Search plan
break the bond
hidden problem solving
behind-the-scenes interactions
dual-track diplomacy
Use of middlemen
send a signal of reconciliation
Persuading the other party to join in problem-solving strategies
express a firm stance
express intention to reconcile
Publicly express concern for the other party's well-being and "acknowledge that the other party's interests are part of the problem" (Fisher et al., 1991:51).
If you can find a way to connect the interests of both conflicting parties, you are willing to change your plans.
Demonstrate problem-solving skills - for example, assembling a team of expert negotiators to visibly demonstrate to the other side that one party to the conflict has the ability to offer useful new perspectives.
Keep open lines of communication to show the other party your sincerity in cooperating.
Reward the other party for all cooperative initiatives (Deutsch, 1973).
Re-examine all factors that are clearly unacceptable to the other party but are considered interests of one party to the conflict and ensure that they are essential to the well-being of the other party. These factors can be abandoned if they prove to be of lower priority to one of the parties to the conflict. And if their priority proves to be higher, one party to the conflict may want to explore interests that conflict with the other party's position.
The debate between hawks and doves
outside the agreement
reach a lasting agreement
Repairing Relationships: Reconciliation
the truth
forgive
justice
Peace
3. third party intervention
What is a third party
The role and context of third parties
Advantages and disadvantages of third-party intervention
How and why third parties enter the conflict
Agree to third party access
Both sides want to get out of the conflict
Both parties to the conflict are optimistic about the peaceful resolution of the conflict
Cultural norms drive both parties to seek third-party intervention
They have lost confidence in resolving conflicts on their own
imposed third party
third party motives
mediate
Improvements to natural and social structures
neutrality of place
openness of place
secrecy of place
Liaison and communication
Modification and optional structure of questions
Problem identification, reshaping and prioritization
Create new selection
avoidance of commitment
Increase disputing parties’ incentives to reach agreement
Promote both sides to recognize the impasse
Encourage optimism
Encourage concessions
calm emotions
impose time limit
The effect of mediation
mediator bias
Other forms of third-party intervention
intermediary
arbitration
advisory arbitration
Mediation/Arbitration
training
Analyze conflicts
communicate effectively
Negotiation and problem solving
Coping with anger and other emotions
Take action
relationship therapy
interpersonal therapy
Intergroup Therapy: Interactive Conflict Resolution Workshop
Change social structures and systems
peace maintenance, peace enforcement and peace building
Design a conflict management system
Choice of intervention methods