We need to see conflict not only as destructive, but also pregnant with possibilities,” Dr. Ellen Ott Marshall stated in her presentation on conflict management in Leffler Chapel and Performance Center on Wednesday, Nov. 6.
Marshall currently teaches Christian ethics at the Candler School of Theology at Emory University. Marshall taught at Elizabethtown College from 1999 to 2002 and was the original professor of peace and conflict studies. In her presentation, “Evaluating Expectations for Conflict Management,” she shared some of the goals of conflict management to address a deep wound, restore a community, restore a relationship and grow to become a better friend or group member.
One of Marshall’s points was that conflict can be both harmful and transformative. She first addressed the way in which many individuals view conflict. Ruptured relationships, an onslaught of emotions, loss of sleep, job loss and violence are only some of the aspects associated with conflict. However, Marshall underscored the need to view conflict in a more positive light. “Conflict is not inherently a bad thing. It can be a construct for change,” Marshall said. She further stated that conflict is both necessary for change and the first step in change.
Conflict, Marshall said, originates with previous events, possibly from a different generation, that one or both parties refuse to forgive. Marshall stated, “We need to develop conflict transformation processes to heal historical conflicts.” One example given was work done with individuals who descended from either slaves or slave owners and live in a community still greatly impacted by racism. The conflict did not initiate with the individuals being worked with, but rather it was deeply rooted in their culture. Thus, the conflict needed to be addressed from a historical standpoint.
Marshall outlined three aspects faced during conflict management: reasonable, faithful and challenging. The first, reasonable, means an individual constructively engages in working towards a solution to the conflict. For faithful, Marshall said the most common phrase in explaining it is to “trust the process.” Essentially, the individual needs to have faith that the conflict can be resolved through the process, whether they understand the process or not. Marshall’s final category was that resolving the conflict will be challenging. One of the most challenging parts is first addressing the conflict. “Avoiding conflict is not a possibility. It is ever present. We need to develop a healthy attitude about conflict as well as a way to engage it constructively,” Marshall said.
To resolve a conflict, Marshall outlined certain elements to expect, the first being that a conflict will not be resolved if not addressed. Additionally, those working in conflict management must anticipate and be able to adapt to the unexpected. The professionals Marshall often interacts with regarding conflict management will usually detail cases to her where an individual who was wholly opposed to the process opens up and actively works towards resolving the conflict; the professionals often will say in this circumstance, “I didn’t see that coming” or “it’s nothing I did.”
Finally, conflict resolution is facilitated by recognition and empowerment. Marshall referred to these expectations as the two key elements in conflict management. Marshall used the word “humanization” as the goal of the process. Humanization occurs within the discussion when both parties of a conflict listen to each other, recognize the other’s perspective and both sides are empowered by sharing their point of view. “There is that moment of recognition … and a fellow feeling develops,” Marshall said.
Marshall also shared what professionals working in conflict management do not expect. She advised never to expect conflict management to be easy or even for it to work. The context of the conflict must always be considered when developing a solution. Closely tied to this is that conflict resolution is never a linear process. Marshall again emphasized the ability to adapt to what an individual says is an important element of conflict management — don’t expect every group to clearly move from point A to point B. As Jonathan Rudy, global peacemaking scholar-in-residence stated at the end of the lecture, “[Conflict management] is not a formula … you don’t put it in an aerosol can and spray it around.”
