How can you identify the root cause of a conflict in a large group facilitation setting?

1 Understand the context

Before you can diagnose the root cause of a conflict, you need to understand the context in which it occurs. This includes the history, culture, values, goals, and interests of the group and its members, as well as the external factors that may influence them. You can use various tools and methods to gather this information, such as surveys, interviews, focus groups, observation, or SWOT analysis. The more you know about the context, the better you can identify the underlying issues and dynamics that trigger or fuel the conflict.

2 Listen actively

One of the most important skills for a facilitator is active listening. This means paying attention to what people say and how they say it, without interrupting, judging, or interpreting. You also need to show empathy and curiosity, and ask open-ended questions to clarify and explore their perspectives. By listening actively, you can build rapport and trust with the group, and gain insights into their emotions, needs, and expectations. You can also identify any gaps, misunderstandings, or assumptions that may cause or worsen the conflict.

3 Analyze the levels

Conflict can occur at different levels: intrapersonal, interpersonal, intragroup, or intergroup. Each level has its own characteristics, causes, and consequences, and requires different approaches to resolve. As a facilitator, you need to analyze the level of the conflict and its impact on the group and its performance. For example, an intrapersonal conflict may result from a personal dilemma or stress, and affect the individual's motivation and engagement. An interpersonal conflict may result from a clash of personalities or values, and affect the communication and collaboration between two or more people. An intragroup conflict may result from a disagreement over roles, tasks, or processes, and affect the cohesion and productivity of the group. An intergroup conflict may result from a competition or rivalry between different groups, and affect the alignment and integration of the larger system.

4 Use a framework

A framework is a tool that helps you organize and interpret the information you have gathered about the conflict and its context. It can help you identify the root cause of the conflict and its dimensions, such as the content, process, relationship, or identity aspects. There are many frameworks that you can use, depending on the nature and complexity of the conflict. Some examples are the Conflict Triangle, the Thomas-Kilmann Conflict Mode Instrument, the Interest-Based Relational Approach, or the Circle of Conflict. By using a framework, you can avoid oversimplifying or misdiagnosing the conflict, and find more effective ways to address it.

5 Facilitate dialogue

Once you have identified the root cause of the conflict, you need to facilitate a dialogue between the parties involved. A dialogue is a constructive conversation that aims to create mutual understanding, respect, and learning, rather than to win an argument or impose a solution. As a facilitator, you need to create a safe and supportive space for the dialogue, and guide the group through the following steps: clarifying the purpose and expectations, setting the ground rules and norms, sharing the perspectives and experiences, exploring the interests and needs, generating and evaluating the options, and agreeing on the actions and follow-up. By facilitating a dialogue, you can help the group resolve the conflict and strengthen their relationships.

6 Evaluate and learn

The last step in identifying and addressing the root cause of a conflict is to evaluate and learn from the process and the outcomes. As a facilitator, you need to solicit feedback from the group and yourself, and reflect on what worked well and what could be improved. You also need to monitor and support the implementation of the actions and agreements, and celebrate the achievements and progress. By evaluating and learning, you can enhance your skills and practice as a facilitator, and help the group grow and develop as a result of the conflict.

7 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?