5/5: Conflict Infrastructure within Low-capacity, Un(der)funded Community Organizations: A Discussion Guide
Part V: The What Have We Done??? Phase
Welcome to the final installment of the Creating Conflict Infrastructure series! All of the previous posts have been updated and activities and worksheets have been added to this 89-page pdf:
Before we dive in, one of my dear friends, Austin McCoy, lost his father unexpectedly this week. He is raising funds to pay for end of life expenses. If you are able to donate, please do so here: https://gofund.me/20429b40
Conflict Infrastructure
refers to a set of dedicated and enacted policies, procedures, processes, resources, time, labor, emotional and social energy that is set up to address conflicts that arise within an organization and/or the social ecosystem that organization exists within, impacts, and is impacted by.
Part 5: The What Have We Done??? Phase
Conflict work can be very taxing on minds, bodies, spirits, relationships, and organizations. After having implemented your conflict infrastructure for a while, you may run into a few hiccups, hurdles, or even crises and feel some hopelessness, disappointment, or frustration about how things have turned out. That’s normal and okay! When such a moment arises, here are some prompts for discussion that may help you address whatever is specifically going on. Like other sections, some questions may not be relevant to your particular organization or infrastructure.
I highly recommend facilitating these conversations, particularly when people are emotionally raw or exhausted, in a circle. Forming a circle (or using a numbering system in a zoom meeting), allow each person to have dedicated time and space to speak/respond to the prompt so that there is no competition or vying for time/space in the discussion.
5.1 What are we all feeling and experiencing (related to the infrastructure)?
Exploring how people are feeling can help folks to understand what others are going through—be as honest as possible in sharing fears, concerns, and difficult emotions. You may feel a sense of obligation to be positive or optimistic for the benefit of the team/group; try to balance that desire with how you’re really feeling. Focus on owning feelings rather than blaming, such as "I feel x after this happened" vs. "This person made me feel x." Check out the feelings wheel at feelingswheel.com
5.2 What are some moments or situations when we noticed those feelings and experiences most strongly?
There are often specific incidents when our feelings came to the forefront such as a time when we were put in a compromising situation, when a process failed or didn’t happen as planned, or when we received feedback that was particularly impactful. While these moments or situations may be isolated incidents, more often they are one example of a pattern that illustrates how we can grow, improve, and learn.
5.3 When we think back on those moments or situations, what specific aspects did not go the way we needed or expected them to?
Consider who was involved, what systems/protocols/procedures were involved, or what particular process/intervention you were engaged in. Try to be honest and direct, without focusing on individual blame ("Our procedure for intake didn't consider Y, which didn't allow the participant to express X" vs. "Kyle didn't ask the participant X").
5.3.1 Why did this happen this way (in a logistical, circumstantial way)?
Consider the logistics of what happened—processes, context, culture, relationships, procedures. Of these, what went wrong or happened in a way that could not have been predicted? This is how you can identify where relatively simple adjustments can be made. Rather than moving directly into solutions, try to brainstorm all the possible causes/issues first (including 5.3.2), then consider the impacts (5.4 and 5.5) before moving to solutions.
5.3.2 What are the root (deep, structural, systemic) causes of those unexpected problems/issues?
Consider how power, oppression, resource distribution, and other structures contribute(d) to what happened. This is where you can identify transformations to take on that shift power and resources or provide alternative systems.
5.4 What impact did/does this have on our organization?
If any, consider how these individual incidents or the larger pattern have impacted the organization’s relationships (internally or externally). For example, a particular process failing may have caused members to lose trust in the organization’s ability to address conflict.
5.5 What impact did/does this have on us as individuals?
If any, consider how you were each impacted by individual incidents or patterns--for example, you may have been required to do more work than you were expecting and as a result you lost income from your paying job, or you may have new anxieties or fears.
5.6 What impact did/does this have on participants/clients/individuals in conflict?
If any, consider the impacts these incidents or experiences had on the people who receive support or intervention. In order to best understand these impacts, you may need to ask folks directly how they’re feeling or what they’ve experienced in relationship to the problem or issue.
5.7 In the short term, what do we need in order to rebuild our relationships, trust, care, and compassion for one another?
Considering the impacts, brainstorm possible ways to make amends, repair, rebuild, or provide care to one another during this time.
5.8 In the short term, what do we need to do for the people we support through conflict?
Considering the causes and impacts, brainstorm how you can address immediate needs. That may include putting a pause on taking on new cases, shifting facilitators for current cases so that certain impacted folks can take a break, or communicating with current conflict participants about changes going on within the organization that impact their processes or the support they receive.
5.9 In the long term, what can we change or grow in order to thrive in this work and prevent these problems/issues in the future?
Considering the causes and impacts, brainstorm changes to the conflict infrastructure itself, the organization as a whole, or the community the organization is a part of. Rather than diving into the specifics of any particular idea, try to spend a significant amount of time brainstorming all of the potential ideas (no matter how unrealistic or how simple). Then, whittle down the list to a manageable and reasonable number of changes and tasks, on a timeline that reflects your emotional needs and capacity.
Brainstorming Activity Categories:
Individual actions & commitments:
Infrastructure shifts & changes:
Organizational transformations:
Community, Culture, Societal transformations & interventions: