What do you do if you encounter disruptive behavior during conflict resolution?

Behavior always makes sense (from the perspective of the people involved). With an appreciative attitude: "You are OK and so am I", it is important to find out the reasons behind the behavior. Empathy, active listening and an honest interest in the other person help us to understand what the "emotion" behind the behavior is. Conflicts need to be addressed openly and uncovered at an early stage. Small conflicts can usually be resolved in a win-win situation (Friedrich Glasl) in a face-saving way for everyone and escalation can be avoided. Recommended: The 5 dysfunctions in teams by Patrick Lencioni (lack of trust, fear of conflict, lack of commitment, avoidance of responsibility, no focus on results).

Incorporate "emotional intelligence" techniques to better understand and navigate the emotions behind disruptive behavior. Practice empathetic listening to uncover the deeper concerns or fears that may be driving the disruptive behavior, and use "I" statements to express understanding and validate their feelings without escalating the situation.

Navigating disruptive behavior during facilitation is a test of leadership. Ground rules are my compass. I establish them early, ensuring everyone agrees on how we'll address questions and concerns. The “parking lot technique” is my secret weapon; it allows us to 'park' tangential issues for later discussion, keeping the focus sharp. I set clear expectations but remain agile for the unexpected—valuable insights often come unannounced. Above all, I maintain a zero-tolerance policy for disrespect. This approach fosters a respectful, productive environment where every voice has an opportunity to speak.

Conflict discussions are emotional by nature. Prepare yourself for this. Create a safe framework, pay attention to a clear choreography (joining, setting, rules). Procedure: - Who is present and in what role? - What is the history of the conversation? - What is the aim or intention of the conversation? And always effective: anticipating objections. Basic rules for the moderator: pay close attention, intervene quickly and set boundaries. First the emotions, then the content. The moderator is obliged to remain neutral! 3 basic rules that should apply to me in all communication: - Tough on the issue, fair to people. - ME messages - No blaming

Facilitate a "co-creation" process where all participants contribute to establishing the ground rules. This collaborative approach not only fosters a sense of ownership and accountability but also enhances commitment to adhering to these rules. Use visual aids, such as posters or shared digital documents, to keep these ground rules visible throughout the conflict resolution process, serving as a constant reminder of the agreed-upon norms.

Setting clear ground rules involving participants at the beginning is an effective approach to avoid any conflict. However, people participate, speak, and share different ideas and values. It's better if the facilitator can find common ground during the facilitation and connect differences in one thread through it.

There are often unspoken taboos in organisations. They usually take place covertly on the informal backstage and have an impact on communication. The question: "What is everyone aware of but is never discussed in a large group?" can be very beneficial. Just like the "team spirit". The main thing here is to verbalise and create clarity. The Stern interview helps to uncover the underlying needs and conflicting interests in interpersonal conflicts. It enables the parties to the conflict to change their perspective and start a process of rapprochement. For me, the choice of interventions is context- and person-specific in order to take a positive direction. Conflict moderation requires practice and a deeper understanding of human behaviour.

Develop a repertoire of "conflict de-escalation" techniques tailored to different types of disruptive behavior. For instance, employ "active redirection" to refocus discussions on the topic at hand when participants veer off course, or use "positive reinforcement" to acknowledge and encourage constructive contributions. Practicing situational role-plays can also prepare you to apply these interventions more effectively in real scenarios.

When people work together, conflicts arise. The decisive factor is how we react to them. I see conflicts as an opportunity for growth and development. In the case of disruptive behaviour, I recommend a conscious escalation that focuses on the system as a whole. Instead of looking at individual behaviours in isolation, it is important to understand which dynamics and patterns in the team or organisation are responsible. Name conflicts clearly and make them visible. With transparency and a shared understanding of the underlying values and goals, conflict management can become a powerful tool for positive change. From an open, appreciative dialogue that encourages reflection, to setting clear boundaries and structural changes if necessary.

Establish a "graduated response" plan that outlines specific steps for escalating responses to disruptive behavior, ensuring that each action is proportionate to the severity of the disruption. This could range from a gentle reminder of the ground rules to more significant actions, like temporary removal from the discussion. Ensure transparency by clearly communicating the potential consequences of continued disruptive behavior at the outset.

After the game is before the game. The conclusion of a conflict resolution process is just as important as its beginning. The debriefing and follow-up close the circle by giving everyone involved the chance to reflect on the process and the results. This is the time to openly ask for feedback, celebrate shared learning and show appreciation for each individual's contribution. Equally important is offering resources to support and empower people on their journey. These steps not only promote understanding and acceptance of the solutions achieved, but also lay the foundations for a more resilient organization.

Act confidently in difficult situations. In conflict management, lifelong learning is the key to success. We learn outside our comfort zone, but not by being overwhelmed. It requires commitment and a willingness to work on our own conflict management skills. We can train ourselves further, look for a professional support team and establish an open error culture. Formats that I value: the Reflecting Team (according to Tom Andersen), supervision, peer group and collegial case counselling. The desire to develop further and try out new things promotes our ability to learn and strengthens our skills in dealing with conflicts. Leading myself, leading my team, leading my organization.

Empathy enables us to understand and recognize the perspective of others. Active listening helps everyone involved to feel heard and understood. It promotes trust and open communication. Both are important prerequisites for working together to find solutions. Self-reflection determines whether we are able to recognize our own part in a conflict and adapt our reactions accordingly. Mindful behavior enables us to act constructively in heated moments and avoid acting impulsively. Conflicts are dynamic and sometimes require unconventional solutions. Having the courage to leave the beaten track can be crucial to finding sustainable solutions.