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Glasl's Nine-Stage Model Of Conflict Escalation
Abstract
This conflict escalation model is presented in Friedrich Glasl's book Konfliktmanagement. Ein Handbuch für Führungskräfte, Beraterinnen und Berater, (Bern: Paul Haupt Verlag, 1997. See also the endnotes). Glasl's original analysis of the stages comprises over 70 pages, and my summary does not in any way make full justice to his model. However, this summary has been scrutinized and approved of (with some corrections) by Friedrich Glasl. Glasl's escalation model is a very useful diagnostic tool for the conflict facilitator, but also valuable as a means for sensitizing people to the mechanisms of conflict escalation. Such sensitizing may lead to a greater awareness of the steps one should take care to avoid if one wants to prevent a conflict from escalating out of control. In a more academic perspective, the model also provides a theory of conflict escalation that emphasizes the situational pressures acting upon people involved in a conflict. Rather than seeking causes in the individuals, the model emphasizes how there is an internal logic to conflict relationships, stemming from the failure of "benign" ways of handling contradictory interests and standpoints. Conscious efforts are needed in order to resist the escalation mechanisms, which are seen as having a momentum of their own. STAGE 1: HARDENING The first stage of conflict escalation develops when a difference over some issue or frustration in a relationship proves resilient to resolution efforts. The problem remains, and leads to irritation. Repeated efforts to overcome the difficulties fail, which means that the natural flow of shifting concerns is blocked. The parties are repeatedly reminded that in a particular field, they are not getting forward. Interests and opinions crystallize into standpoints, i.e. fixed positions on how a certain issue ought to be handled. These standpoints tend to become mutually incompatible in the perception of the conflict parties.
... However, we will examine Glasl's conflict escalation model to properly understands how minor disagreement escalate to large scale conflict. "Glasl's escalation model is a very useful diagnostic tool for the conflict facilitator, but also valuable as a means for sensitising people to the mechanisms of conflict escalation" (Jordan, 2015). Note all excerpts were gotten from Thomas Jordan's work. ...
... That is, resolution efforts proved abortive, the problem remains the same, with no hope of reconciliation or conflict amelioration. Parties refuse to shift ground to allow peace in this stage (Jordan, 2015). In this stage, one unique thing to note is that various groups involved in the conflict take their position on certain grounds, adamantly claiming rights or not wrong. ...
... Stakeholders will split to the party they belong to having two or stronger divided groups. One group will start developing negative opinions against the other group (Jordan, 2015). ...
Communication may be said to be "the conveying or shifting of information by speaking, writing or using some of the other media" (Oxford, 2021). Without communication, there will not be conflict. Conflict is a state when units of intercourse agents are in dissension. When two agreeing parties’ dissent, the conflict has happened. The term conflict is relative as its usage spans across different segments, sectors, institutions and areas of life. Conflict escalation refers to the spreading of minor disagreement between parties. Conflict de-escalation refers to the process of reducing the tension of any conflict, especially by not allowing it to be more destructive or going beyond the level it is. Social media is also part of the media type that is majorly centered on technological advancement. Examples of social media we have include Facebook, Twitter, Instagram, google chat room, Eskimi, telegram, WhatsApp, Part of the profitable components of social media is that. A varied group of people use social media to formulate trouble. They use the medium to starts conflict and also use it to escalate it. The research procedure embraced was exploratory research design. Secondary reference of data was used. However, the study examines Glasl's conflict escalation model to properly understands how minor disagreement escalate to large scale conflict. This paper base its theoretical argument on the theory called “The Role of Resource Mobilisation Theory in Social Movement. Another theory to look at is the C - Escalation and D - Escalation A theory of the time dynamics of conflict by Randall Collins. Authority to fashion a bill directing social media usage. The paper concluded that every authority to fashion a bill directing social media usage.
... According to Friedrich Glasl, phase I of social conflict shows the efforts of parties/groups to control every problem that arises rationally. It consists several stages in phase I (Jordan, 2000). When a conflict begins, the first stage is hardening. ...
The arrival of the Rohingya ethnic group in the Aceh Province region received a reaction of rejection from the local Aceh community. Changes in the perception of local Acehnese people regarding the existence of Rohingya refugees have led to various demonstrations of rejection and expulsion of refugees from temporary shelters. The increasing wave of refugee arrivals landing in various areas of Aceh has had an impact on the escalation of social conflict between the local Acehnese community and the Rohingya ethnic group. This research examines the causes of social conflict, analysis of the threat of social conflict, and intelligence strategies in resolving social conflicts that occur between the local Acehnese community and the Rohingya ethnic group. The theories used in this research are conflict theory, threats, intelligence strategy, and Friedrich Glasl's conflict escalation model. The research method uses descriptive qualitative with collection techniques in the form of observation, interviews and literature study. The results of the research show that the causes of social conflict are the struggle for resources, conflicting values, and other factors including the effects of social media, indefinite handling time and budget, as well as the escalation of refugee arrivals. Threat analysis shows that the arrival of the Rohingya ethnic group is a threat to conflict because it fulfills the variables of ability, intention and opportunity. In this case, to overcome this threat, it is necessary to carry out an intelligence strategy including the implementation of Presidential Decree 125 of 2016 concerning Handling Refugess from Abroad, synergy and coordination, as well as diplomacy (means), carrying out relocation, economic empowerment and strengthening maritime security (ways), in the context of recognizing citizenship, minimizing social conflict, and cross-cultural understanding (ends).
... The ℑ-graph represents a domain ontology for representing concepts related to armed conflict. The model includes concepts from game theory [10,16], argumentation framework [4] and Friedrich Glasls conflict escalation model [9,11]. The class Armed-Conflict has been placed at the center of the model which will be used to represent real life conflict scenarios. ...
This paper introduces a novel framework for conflict analysis that leverages advanced visual modeling techniques. By employing comparative analysis, key variables influencing armed conflicts are identified and analyzed. The framework includes a meta-model representing domain concepts such as the goals and strategies of conflicting parties, escalating stages, and impacts of conflicts. Conflict escalation is a complex process characterized by interactions between opposing parties. This paper presents a structured model that outlines how conflicts evolve and intensify over time. We adapt a meta-modeling framework called the Diagram Predicate Framework (DPF) to represent conflict-related concepts and extend it to support abstract view generation. This framework facilitates the analysis of conflict trends and the study of dynamics across various levels of abstraction. A computational model based on category theory is proposed for trend analysis, enabling the extraction of patterns of conflict evolution and the comparison of strategies and goals at different escalation stages. Categorical operations such as pullback and limit construction are employed to compute conflict evolution and identify common structures among conflict instances, providing insights into conflict dynamics across diverse zones.
... Such sensitizing may lead to a greater awareness of the steps one should take care to avoid if one wants to prevent a conflict from escalating out of control. Rather than seeking causes in the individuals, the model emphasizes how there is an internal logic to conflict relationships, stemming from the failure of "benign" ways of handling contradictory interests and standpoints (Jordan, 2000). This research explains conflict through this model in the following form. ...
The research aims at finding factors contributing to conflicts between groups of university students, especially that of between the students from Luwu and Bone in 2021. The conflict occurred outside of campus and widely impacted the safety of the surrounding community. The theory employed in the research is The Tree Conflict Model, Conflict Escalation Model, prejudice and stereotype model, and the national security concept. The research applies qualitative method and case study as the research design. Data collection techniques implemented are interviews and literature reviews. The result of the research indicates that conflicts between two student groups are caused by three factors; the Structural, the Manifestation, and the Dynamic factors. The Structural factor is an emotional bonding that gives people sensations of solidarity and causes them to be easily provoked. It also contributes to organizational mishandling and ineffective punishment. In the Manifestation factor, it is the group solidarity that significantly contributes to the conflict. Lastly, it is the Dynamic factor that is reflected in the action of retaliation. More importantly, the impact of the conflict can excess and causes disruption against communal and social safety. In this regard not only is the government responsible for avoiding external threats but it is also mandated for the safety of people in their daily life.
... Mengikuti model eskalasi konflik dari Friedrich Glasl (Jordan, 2015), menghabiskan lebih banyak waktu bersama dan menempatkan pasangan pada tahap eskalasi konflik ketiga yang konstan, yaitu "tindakan, bukan kata-kata". Di panggung, pihak-pihak yang terlibat dalam konflik percaya bahwa pembicaraan tidak menyelesaikan apa pun. ...
Stigma develops from places that are vulnerable to the spread of COVID-19. Stigma has an impact on socio-psychological conditions that cause mass complaints. This stigma causes people to feel panicked and eventually leads to paranoia. In accordance with the development of conditions related to COVID-19, this study aims to analyze the pattern of developing stigma and its anticipation pattern through the formation of collective solidarity. This research uses a mixed method approach. Data were analyzed and supported using SPSS 16 and Nvivo 12. Includes elements of social stigma, collective solidarity, anxiety, and attitudes to vaccines. The results show that there are several effects of stigma such as health risks, exclusion, anxiety, life discomfort, psychological disorders, reduced social and emotional capital, breaking of family ties and social solidarity that work as barriers to social welfare. The relationship between stigma and collective solidarity in this research is to fight misconceptions, misinformation and stigmatization, in which community members directly support each other, become volunteers, compose songs about COVID, hold lecture on the wisdom during the pandemic, and present humor that can strengthen the community and reduce the level of stigmatization in COVID-19 patients. In the formation of collective solidarity, namely using sympathetic narratives, communication methods that provide motivation to heal, mutually reinforcing attitudes, donation and sharing movements, strengthening social sensitivity, as well as active involvement of the private and public sectors. In the private and public sectors, especially for hospitals, this is done by allocating the state budget and providing better health management.
... See Svanström and Weissmann (2005) for a review of different conflict cycles and Wohlfeld (2010) for a critical reflection on the conflict cycle. 7 The conflict cycle is based on Lund's model (2001), in which elements of Glasl's 9 phases of conflict are also incorporated (1997) as identified by Jordan (2000), with the following association between conflict intensity levels in Lund's conflict cycle and Glasl's conflict phases: in Unstable Peace elements of the phases 1-hardening and 2-debates and polemics; in Conflict elements of phases 3-non-word actions, 4images and coalitions and 5-loss of face; in Crisis elements of phases 6-threat strategy and 7-limited attacks; and in War elements of phases 8-fragmentation of the enemy and 9-total destruction. For another reference of the conflict cycle and interventions see the "hourglass" model" (Ramsbotham, Woodhouse, & Miall, 2011). ...
The objective of this article is to describe the Conflict Resolution interventions used throughout the conflict cycle. The article first presents five levels of conflict intensity of the conflict cycle, namely the levels of Stable Peace, Unstable Peace, Conflict, Crisis, and War. Each level of conflict intensity is characterized by analyzing the variables of Galtung's conflict triangle (behavior, attitudes, and goals), actors' perceptions (friend, rival, and enemy), and the dominant strategy of interaction between actors (positive-sum, compromise, zero-sum, and negative-sum). Each level is illustrated with typical events associated with civil wars and wars between states and proposes threshold events of a possible change in the level of conflict intensity. The article then presents a set of Conflict Resolution approaches that can be carried out in each of the conflict intensity levels of the escalation and de-escalation periods of the conflict cycle. Conflict Resolution is subdivided between interventions whose main objective is to contain violent conflict, here called Conflict Management, and interventions with a main objective of solving political problems, which can be Conflict Prevention, if they occur in the period of conflict escalation, or Conflict Termination, if they occur in the period of conflict de-escalation. In Conflict Management we identify the interventions of: Crisis Management; Unilateral and Joint Internal Management; External Management in the form of Peacemaking or Peace Enforcement, and Traditional Peacekeeping. In Conflict Prevention we identify Structural and Direct Prevention. In Conflict Termination we identify Multidimensional Peacekeeping, Peacebuilding and Peace Consolidation (associated to Conflict Transformation). Additionally, we present two alternative approaches, Cosmopolitan Peace and Critical Approaches.
... Yasmi et al. (2006: 541) outline Glasl's model as "a detailed description of the levels of escalation". If we understand the inner logic of conflict and the situational pressure on parties, we can consciously make efforts to oppose these self-driven escalation mechanisms (Jordan, 2000). ...
For a long time, various companies and organizations have used traditional courts or other legal tools to resolve different complex disputes or problems. However, numerous influencing factors often interrupted this formalized problem-solving approach. In the countries of the former Eastern bloc, under the former Communist system, the Party often acted as mediator. This, of course, has changed totally since the political system has become democratic. Our study investigates conflict-solving styles, procedures and processes in Central Europe - the Czech Republic, Slovakia and Hungary. The study done in 297 companies in these three countries show that conflicts between individuals, employees and the company are found most often, while problems between the local company and associated parent companies are less frequently found. Regardless of the country, companies have spent at least 10% of their working time dealing with internal conflicts. Some 79% of organizations focus on managing external conflicts for at least 10% of their working time, while around 9% of companies use mediation as a method of resolving conflict. The organizations in the study do not differ from country to country in terms of the use and success of mediation practices.
he dynamics of the South China Sea conflict hold the potential for certain levels of escalation. The complexity of the conflict in the South China Sea needs to be specifically unraveled through the theory of the dynamic framework for conflict prevention and peace. This involves identifying the components that trigger and drive the conflict, which can then serve as a reference for formulating measures to prevent the escalation of the conflict. In this study, the South China Sea conflict is the primary object of exploration using the dynamic framework theory for conflict identification. The dynamic conflict framework has interrelated components that can be synthesized to determine that the South China Sea conflict is in a critical situation
Research shows that strategic dispute resolution and early intervention reduce direct and indirect costs of conflicts. Minimal costs are involved in preventing and de-escalating disputes, compared with the costs of arbitration and litigation, for example. In this context, the traditional view of contracts as legal documents or reactive enforcement mechanisms is too narrow. Contracts can be used proactively, ex ante, too, enhancing the parties’ chances of success and preventing unnecessary problems. In Europe, this is part of what is known as Proactive Law; in the US, Preventive Law. On both sides of the Atlantic, it can also be framed as practicing proactive contracting or proactive contract design. Well-designed contracting processes and documents can prevent misaligned expectations and disappointments so that unnecessary disputes can be avoided. Early intervention methods of dispute resolution, such as mediation, can be used to de-escalate the dispute and promote cooperation. Along with other crucial elements, contracts can provide pre-agreed procedures and resolution mechanisms if changes, delays, or disturbances occur or a conflict situation arises. Building on our previous work on civil and commercial mediation and a managerial-legal view on contracts and their design we illustrate, with examples, how proactive contract design, combined with early intervention procedures and monitoring systems as well as post-award management processes can be used to better deal with the commercial, legal and human elements of a dispute. With a focus on commercial business-to-business contracts and related conflicts we explore how design methods can be used to address the root causes of legal disputes and to operationalize an effective dispute prevention and resolution system.
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