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Change through Curiosity in the Insight Approach to Conflict - Revista de Mediación
When the threats we perceive become certainties in our minds, our primary concern israrelynot to discover the adequacy of our thinking but to protect ourselves and what we care about. This leads us to succumb to the bias of egocentrism. When we are egocentric we take ourselves to be the most important point of reference (Keith& Sedikides, 1999; Stein, 1988). In doing this, we discount the significance of others, we stop being curious about them, and we tend to explain behavior we find threatening, not in terms of how it is threatening to us, but in terms of the personal disposition of the person to whom we attribute it (Stagner, 1967, p. 47). This tendency is called attribution bias (Stein, 1988, pp. 249–50).The person becomes the problem –the jerk or the cheat or the monster.
curiosity  dialogue  threat  chapterone 
5 weeks ago by Walpole
Americans are at each other’s throats. Here’s one way out. - The Washington Post
About one in every 20 conflicts operates this way, as social psychologist Peter T. Coleman describes in his book “The Five Percent.” High conflicts can be interrupted, but not if we approach them the same way we handle normal conflicts. Left unchecked, high conflicts can become magnetic.
dialogue  conflict  amandaripley 
9 weeks ago by Walpole
Bad group logic – idiolect
This helps us understand the attraction of “They Are Evil” messaging. These messages are not persuasive. Thinking like this is the opposite of persuasive – it is polarising, driving people further apart in their views and making communication across the divide harder. We do it because it feels good, awarding us and our tribe the moral equivalent of $2 when we could have had £3, but at the vindictive gain of awarding the opposing tribe $1 rather than $4.
tribalism  dialogue 
10 weeks ago by Walpole

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