When coaching your clients to open up their perspective about conflict, this classic example can be helpful.
In a meeting to
discuss possible prison reforms in
Wisconsin, nine of the state's top
prison officials met to design an ideal
correctional institution. In the course
of the discussion, one group member
proposed eliminating uniforms
traditionally worn by prison guards.
There was a lengthy argument about
whether or not uniforms should be worn.
One official suggested the issue be resolved democratically by vote. As a result, six voted against uniforms and three voted in favor of them. The winning members looked pleased while the losing members either became angry or withdrew from further discussion.
One official suggested the issue be resolved democratically by vote. As a result, six voted against uniforms and three voted in favor of them. The winning members looked pleased while the losing members either became angry or withdrew from further discussion.
A third-party observer suggested they take another look at the situation, asking those in favor of uniforms what they hoped to accomplish. They said part of the rehabilitative process in correctional institutions is teaching people to deal constructively with authority, and they saw uniforms as a means for achieving that goal. Those against uniforms said there was such a stigma, guards had additional difficulty laying to rest the stereotypes held by inmates before they could deal with them on a one-to-one basis.
The observer then asked the group what ways they might meet the combined goals – teaching people to deal with authority while avoiding the difficulty of stereotypes held about traditional uniforms. The group generated ten possible solutions, including identifying prison personnel by name tags, by color-coded casual dress, or by uniforms for guard supervisors but not for guards in constant contact with prisoners. After discussing the various alternatives, all agreed on the third solution.
In their first
discussion, the group engaged in
clear-cut conflict, only partially
resolved by vote. In the later
discussion, the group turned to problem
solving, eventually developing a win-win
method acceptable to all parties.