Author: mediation-writer

“The sky is falling!” goes the famous exclamation from the European folk tale Chicken Little. When an acorn falls on Henny Penny’s head, the chick jumps to this most extreme conclusion and goes on a journey to tell the king. Along the way, he meets many animals who join in his quest…which probably should have included humans because we are prone to catastrophizing in the very same way.

This story remains relevant because it illustrates how quickly minor setbacks or misinterpretations can become perceived disasters, leading to panic and overreaction. Catastrophic thinking can spread and escalate when others join in the hysteria – whether in make-believe, in the office, or in the amplifying force of social media. As such, it highlights the importance of addressing such thinking early before it gets out of hand.

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Catastrophizing is imagining the worst. It’s taking a difficult situation and interpreting it as being horrible, terrible, and unrecoverable. It often starts with a genuine setback, like an acorn falling on the head or a disagreement at work, but then the thinking mind spins it into the belief that something horrible is bound to happen – “The sky is falling!” or “My career is over!”

At its root, catastrophizing is about our habitual response to challenges or shortcomings – a cognitive distortion that is the result of some past hardships, painful rejections, and failures. From these difficult experiences we trick ourselves into thinking, “If I can expect the worst, I can prevent it.” In reality, usually the exact opposite happens.

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With conflict, a minor disagreement can become a worst-case scenario when fanned by the flames of catastrophizing.

Consider this workplace example:

Your coworker disagrees with your approach during a team meeting. Instead of seeing this as a normal professional difference of opinion, your mind rapidly escalates the situation.

Initial Thought: My coworker challenged my idea in the meeting.

Catastrophic Progression:

1. They must think I’m completely incompetent.
2. Everyone else probably agrees with them.
3. I’ll lose all credibility with the team.
4. I’ll never get promoted.
5. I might even get fired.
6. My career is essentially over.

And just like that, a career is over with a single challenge. But is it actually?

Taking a step back, we can admit that we aren’t at step 6 quite yet. However, what do you think will happen if we react with the anticipation of this worst-case scenario?

If we enter a discussion expecting hostility, we typically approach it with defensive or aggressive behaviour, which then provokes the very negative response we feared. This is a major factor in conflict management and mediation in general, and is explored further in the strategies presented in our Dealing with Defensiveness and Building a Respectful Workplace webinars (among others).

When we unwittingly find ourselves at step 6, the problem seems so big that the question frantically becomes, “What can I do!?”

Let’s slow down.

First, understand how this pattern of catastrophic thinking affects how you might address conflict (which naturally arises because difference is a part of life):

1. Emotional Escalation: When we catastrophize, we become trapped in a cycle of anxiety and fear, making it impossible to approach conflicts rationally. This heightened emotional state leads to defensive behaviour and poor communication choices.
2. Relationship Damage: The tendency to assume the worst possible outcomes can create unnecessary tension in professional relationships. When we catastrophize, we often become overly controlling or defensive, which stifles the open dialogue needed for effective conflict resolution.
3. Self-Fulfilling Prophecy: When we expect the worst in conflict situations, we often inadvertently create it. If we enter a discussion expecting hostility, we typically approach it with defensive or aggressive behaviour, which then provokes the very negative response we feared.

Instead of viewing catastrophic thoughts as predictions of the future, we need to remember that we’ve had these thoughts before and survived similar situations. Stay focused on the current conflict rather than the imagined negative outcomes. Instead of “This conflict will destroy our relationship” think “This is a disagreement we can work through.”

Next steps usually involve a direct conversation. To discourage defensiveness in others, stay focused on the core issue. If the conversation does stray into the catastrophizing “what ifs”, redirect the conversation back to the actual issue at hand – gently. Use acknowledgment statements first, then guide the discussion back to the current situation actually faced.

Anxiety happens when you think you have to figure out everything all at once. But by focusing energy on small actionables, we can find steps forward (stay tuned for more on this in a coming blog article).

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Seeing the worst often invites the worst. Not only do we cut ourselves off from opportunities, we invite the exact problems we’re hoping to avoid. Fortunately, with a little bit of effort, our worst dreams are a fate that is far from sealed.

When faced with a big challenge, we might think: Gee, this is tough and I can’t deal with this right now. It’ll be much easier to tackle later when I feel stronger and inspired – like a superhero supercharged by willpower rather than a potato powered by a failing high-school science project.

Flash forward several months and the narrative remains the same. Waiting for our superhero moment, nothing has been done to address the looming issue at hand. Procrastination is a short-term solution and the mythical willpower we wait for remains elusive, leaving us feeling more like a phone battery at 1% than a superhero.

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Ah, willpower…it’s a mysterious source from which one can draw strength to rise up to great adversity. At least, that’s how the myth goes. But is it true?

For years, willpower has been thought of like a muscle that gets tired and needs rest – a limited resource that runs dry after too much use. But fascinating research is challenging this belief. Michael Inzlict, a professor of psychology at the University of Toronto and principal investigator at the Toronto Laboratory for Social Neuroscience, is one of many researchers furthering our understanding of how willpower functions (read further on his expanding body of work here).

Instead of likening willpower to a muscle that gets depleted, it appears to be more accurate to think of it as an emotion that ebbs and flows. We don’t permanently drain our capacity for joy after a good laugh, nor do we use up all our anger in one burst of frustration. Instead, these feelings come and go like waves, responding to our experiences and levels of stress. Willpower, it turns out, follows a similar pattern.

So if our willpower gauge is low, the answer isn’t to wait with wishful thinking for it to fill up on its own. Just like exercise has been proven an excellent anti-depressant (even if we don’t want to), taking action (even when we don’t want to) inspires an emotional shift towards feeling willpower / inspiration / superhero-powers.

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We arrive here at a healthy “fake it ’til you make it” strategy, where acting strong will in turn make us feel strong. The key to enacting this process is to simply begin. Eventually it becomes self-reinforcing, but it’s always worth breaking down a difficult task into smaller and more manageable tasks.

This shift in understanding transforms how we approach personal challenges, and doubly so when they involve others. Rather than relying on the ebbs and flows of willpower, we can plan and create structure that anticipates future obstacles to find growth.

Self-regulators (ie: folks who get things done) actually use very little willpower. Instead, they establish structure that anticipates future obstacles; frameworks to be relied upon when waning or raging emotions threaten to derail them from their goals.

Applying this concept to the obstacle of conflict, the structure can look different depending on our goals (a long-lasting relationship, a workplace of respectful coexistence, sharing a fence with a neighbour, etc). For example:

• With a couple, it might be about scheduling a “state of the union” chat every Sunday. This time is dedicated to checking in with each other to prevent issues from building up over time and gives space for appreciating each other and solving problems.
• With a work team, it might look like having a weekly stand-up meeting where everyone is encouraged to discuss projects, identify challenges, and brainstorm solutions. Keeping it short – which it will be, because standing can be tiring – helps to keep things on track and makes it easier to fit into everyone’s busy schedules.

When structure is established like this, we needn’t rely upon willpower so much. Communication is key in addressing conflict and having frameworks for open conversations help deal with it as it arises. In confronting things early, issues needn’t escalate to the degree they otherwise do.

These sorts of conversations aren’t always easy, so after an uncomfortable confrontation has passed it’s worthwhile to take a moment to check in with yourself. Acknowledge the effort you just put in and offer yourself some encouragement. This reinforcement helps build new behavioural patterns and strengthens emotional resilience – and good habits will make these conversations feel more natural next time.

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It’s worth noting that choosing the ideal moment to act can be threading a needle between too quickly and not at all.

In the heat of a conflict, there can be merit to the time-out approach where we step back to allow defensiveness a moment of cooldown and prevent a rash reaction. But unchecked, repeated avoidance can become a troublesome pattern that doesn’t address real issues.

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While it would be great if it could be counted upon, emerging research is finding that willpower is more like a fickle emotion than a predictable resource. Instead of waiting to be blessed with the right mood / muse / motivation, we need to simply begin. Behaviour changes mood and it gets easier with practice.

This strategy of "fake it ’til you make it" isn’t about deception – it’s about embracing the fact that our actions can reshape our emotional landscape. Being strong doesn’t always feel strong. When we engage in deliberate behaviours, even when we don’t feel like it, we create opportunities for learning and breaking free from rigid patterns of thinking and feeling.

A superhero doesn’t always wear a cape.

When one peers through lenses stained with rose,
The world’s sharp edges soften, and all woes
Dissolve like mist at morning – every scene
Becomes more beautiful than it has been.

   – A poem by A.I.

There’s something poetic about the phrase “looking through rose-tinted glasses”, and even artificial intelligence (emphasis on artificial) seems to know it. At the moment, AIs like ChatGPT are glorified autocomplete; algorithms pre-trained to generate responses based on pattern matching to the mass of content we humans have put out there. Terrible poetry aside, they can offer a playful litmus test to the broader zeitgeist.

As with most generalizations, the concept of the rose-tinted glasses effect has a root in something real: there is a positivity bias in the content of autobiographical memory (science!) where we tend to see the past as more positive than it actually was.

Take a moment to let that sink in. This rosy look backward flies in stark contrast to how we look forward where, when anticipating what will happen next, we tend to have a negativity bias that focuses on what might go wrong. Both are biological strategies that humans developed over millennia to keep ourselves safe.

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Let’s explore this with an example: travel. We dream of it and work to embrace its possibility, but life away from home doesn’t always match the glossy marketing brochures. There’s the uncomfortable gauntlet of being crammed into a plane, lost luggage, food poisoning, long wait lines…and, oh yeah, the tourist attraction of, say, the Eiffel Tower. It’s a lot – and many times we return home more exhausted than when we left, muttering, “Never again,” to ourselves and our bank accounts.

Yet, when we look back on the trip, what stands out? The Eiffel Tower!

Travel is not entirely fun, but as the memories of it get revisited affectionately, the lived hardships accompanying it fade in intensity. Given some time, we find ourselves motivated to get back on a plane and do it again – ready to face the challenges that may happen along the way.

Rose-tinted glasses serve a purpose. Good memories give us hope, which drives us forward into the next thing. This is an important part of being human. But, understanding that our recollections skew positive when we’re the main character, it’s important to note that our memory might not paint the full picture of the experience (nor that of the other characters we interact with!).

The rose-tinted glasses effect means that when we reflect on the past, we can unwittingly misremember important details about what actually happened. This becomes problematic when dealing with interpersonal conflict (which inevitably happens to all of us).

Here are some common possibilities where a rosy memory can hinder conflict resolution:

1. Downplaying real issues: When problems are minimized, they often go unaddressed until they become much worse. Little slights can add up to bigger challenges down the road.
2. Misreading others’ feelings: Assuming everyone is "fine" can prevent acknowledging genuine hurt or grievances.
3. Avoiding necessary confrontation: An overly optimistic outlook may lead to postponing difficult but important conversations.
4. Missing warning signs: Red flags in relationships or situations may be dismissed as temporary or unimportant.
5. Creating unrealistic expectations: When reality doesn’t match an idealized view, it becomes harder to move forward with finding practical solutions.

Learning to gain a more accurate perspective supports the health of our relationships and makes it easier to reach resolution. When metaphorically wearing rose-tinted glasses, it’s beneficial to be able to take them off from time to time. To help with that, start with our FREE Conflict 101 webinar – an excellent resource for unpacking the psychology behind our mental frameworks. For hands-on support, enlist the help of a third-party mediator who can create a mutually safe space to facilitate tough discussions.

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Good times past can still be just that – positive remembrance gives us hope so we have fuel for moving forward. At the same, let’s make room for a wider perspective that honours both our experience and that of others.

BANG.

Your body tightens with a start. A glance at the clock lighting up your bedside table reminds you that it’s 11:13 PM – past quiet hours and well into the shortening night before work tomorrow.

What in the world is your neighbour doing over there!? Your imagination spins up all sorts of stories: they’re living an alternative lifestyle and don’t respect others who work normal working hours or they’re dropping marbles/kettlebells/bowling balls as an act of psychological warfare or…and on and on.

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Take a moment – after reading this, how do you feel in your body? This is a shadow of how we would feel in the actual situation.

Sure, the neighbour’s actions in this example have an effect. But the cascading catastrophizing thoughts make it personal and are not helping with the original goal: rest.

When something encroaches on our beauty sleep, these stories we spin up in our heads to make sense of what’s happening can get eloquent – fast. Maybe they’re right, but often they’re far from it and, more importantly, don’t serve us well.

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Spinning up explanatory stories about what’s happening around us is not limited to the wee hours of the night. It’s a human characteristic of making sense of our place amidst our neighbours. Emotions – and exhaustion – evidently factor into the actual sense being brought to our understanding, and oft need to be worked with to find clarity.

No matter what spin the explanatory stories we conjure take, we can’t fully know what’s going on in another person’s life. Even when the walls are removed and someone is directly in front of us, there is an undercurrent of unseen circumstances at play that we might not be aware of.

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We all want to be able to trust our thoughts, but it’s important not to be overly simplistic about it. When interpreting situations and grasping for meaning, the negativity bias rears its ugly head here, fuelling a tendency to fill in knowledge gaps with a negative tone.

Moreover, keeping inventory of everyone else’s pet peeves is hard! So when we do something that upsets someone else, it is usually by accident. Most of the time, we are in our own heads and unfortunate upsets are accidental rather than malevolent.

When we get riled up by uncomfortable things like interpersonal conflict, it can be helpful to pause and consider: What internal monologue am I telling myself that’s upsetting me? Does it match the actual facts of the situation?

Starting with this baseline, we then try to get more information. A good first step in any conflict resolution is to open up a conversation with the other side to bring their perspective in. Get curious – and also share your experience with them (never assume they know!).

Ideally, this can serve as a reality check, loosening our grip on whatever story drew us in and helping us settle back down into our proverbial beds. But this is a big ask when we’re exhausted and emotionally stirred up.

In a less-than-ideal situation, a temporary alternative is to understand that you’re trying to make sense of an uncomfortable situation but avoid catastrophizing it into the worst explanation imaginable. Try to replace it with a more compassionate possibility.

For our example above, try imagining this: your neighbour is working two jobs and stuck assembling an IKEA bedframe at night with only one person present instead of the instructions’ recommended two or they’re a plumber getting ready for work the next day and have nowhere to prep except in their home.

How does this scenario feel in your body, now? Is it different than the first version?

Perhaps this exercise in grace can help us soften towards others without getting even more riled up by our rampant imaginations. And hopefully, we can get some sleep.

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Of course, sometimes this short-term solution for sleep isn’t enough and confronting your neighbour is necessary, immediately or at a later time. If this is where you’re at, we recommend you review the advice we put forth in an article on different preferred styles of dealing with conflict.

Research in conflict resolution shows that we tend to like being approached in a way that reflects how we approach others. For our words to be received well enough at midnight (that’s right – another wide-eyed hour has already gone by as we’ve been contemplating this), we need to consider: what is the most effective way you can communicate your perspective and needs?

Even still, sometimes we get stuck at an impasse with others and don’t know what to do. This is where organizations like Mediation Services come in, offering training in conflict resolution and/or third-party mediation.

Whatever the case, we all face interpersonal conflict and so the question inevitably becomes: how can we face it more skillfully? Hopefully, we can help you answer that question for yourself.

We all want to feel safe, however we each define it. But safety is a moving target in a world where so much is out of our control. Trying to control everything is a recipe for unsustainable white-knuckled pressure that eventually collapses into burnout. Does this sound familiar? You’re not alone.

The fact of the matter is this: we are each individuals in a complex web of interconnectivity. Despite our desire to control the things around us, the only real agency we have is over our own thoughts, speech, and actions – and even that can be tricky at times! When backed into a corner, anyone can get defensive and act in reactive ways.

All this is to say, much is out of our control despite our craving for predictability.

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Safety is a moving target, rather than a static goal or place. And so it helps to focus on what we have some control over in our day-to-day lives, such as the relationships we nurture, or simply where we go to grab a cup of coffee.

Now, let’s be realistic: we do not have total dominion over every facet of our lives. But we do have agency over some, and by focusing on these areas we can find a sense of empowerment which contributes to feelings of both safety and stability.

There is one unpredictable, complicated, and unavoidable aspect of our lives that we definitely do not have control over: other people. Whether with close family or someone we bump into on the street, we cannot control the actions of another person. Trying or hoping to do so is a recipe for disaster – disappointment, resentment, communication breakdowns, etc.

It’s important that we don’t base our sense of safety on any expectation of changing others. Yet still, we do it more often than we might want to admit – the craving for stability is a deep human need.

The key to finding a healthy sense of safety in one’s life is a balanced approach to living. Acknowledge what’s beyond your control, focus on what you can influence, and cultivate acceptance for the inherent uncertainties of life. This process can lead to a more grounded sense of safety without the negative consequences of trying to control everything.

So what might this look like? Well, first things first: we must accept that we don’t control everything. When we’re stressed and in a panic, this can be hard to remember. But patience and humility are the keys to freeing up energy for what comes next – and it gets easier with practice.

After getting grounded in reality, we can choose where we’ll focus our attention. When we’re able to get clear about where we do have influence, we can drill in on those areas and embrace them.

However, just because we’ve clarified where we exert power, it doesn’t mean that everything will always go our way. There are a multitude of influences, so we need to stay agile in our approach, hold expectations lightly, and be willing to adjust them in the fluidity of relationship.

When we take this approach, it acknowledges the uncertainties inherent in the situation while focusing on constructive actions within our control. It allows for a more adaptable and resilient response to the conflict, reduces stress, and potentially leads to more creative solutions. Aim to stay present in the situation at hand and embrace an open curiosity alongside expectation.

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So let’s reflect: what areas of life are you trying to exert control over? How is it going? Where is your energy best applied?

It is a human need to feel safe and secure, yet sometimes we try to achieve that in ways that hurt more than help. When we accept that we can’t control everything, we can better decide where and how to spend our energy in order to pursue desired outcomes. It might not always work out exactly the way we envisioned it, but it might work out even better than we could’ve imagined.

It’s one thing to accept that allowing change within ourselves is a necessary part of growth, but can we extend this same grace to others?

“Of course!” we might quickly retort. But upon further consideration, do we actually?

We live in a modern culture where what is said and done seems more lasting than ever. Immortalized on video, written to the online record, stuck in the sticky memories of others…acts of expression can sometimes feel like marks on a permanent record with no undo button.

It goes something like this:

The heat of the online spotlight swings around to John when something he does catches the scanning eyes of others. With a hot take on the situation, judgement is passed on him – sometimes spoken, but often silent. Whether a vehement protester, rallying supporter, or voyeuristic bystander, each pair of eyes establishes a fixed idea of who he is in that moment.

But an individual human is not so reductive and John is no exception, despite what he might have done to stir the pot.

There’s much more to us than any single action – whether IRL (in real life) or online in the infinite scroll of shared experience. There’s tomorrow, and let’s not forget the day after that. A life story is told over a whole, well, life. We need to remember this and make room for second chances, allowing others to change rather than pigeonholing them into a reductive version of themselves that we decided upon at one singular point in time.

This is especially difficult when someone has done something that we perceive as wrong. In our outrage (and perhaps the upswelling tide of emotion in the bandwagon around us), we want retributive justice when people make a mistake. We want firm punishment in the style of Monopoly: go to jail, do not pass GO, do not collect $200. And, unspoken, do not allow for forgiveness, reparation, and redemption.

We’ve all made mistakes, yet we can quickly forget this about others.

Do you remember what it was like to grow up in a school full of different kids, upbringings, and situations? We’ve all done things that did not age well – unwittingly said something racist or homophobic, put down someone else to lift ourselves up, mistakenly shared a secret without someone else’s permission, stretched the truth into a white lie that got bigger and Bigger and BIGGER.

This is part of growing up and an essential mess of growth (which doesn’t stop when we’ve graduated into adulthood). It’s the scientific process we learn in school, but applied to the school of life.

Now, imagine if everything you did as a kid was caught on a cell phone camera and immortalized. Moving forward from such a place becomes…harder. A mistake becomes an identity rather than a learning opportunity that could fall into the backstory of future chapters of life.

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Whether in school or beyond it, we need to let go of judgment and allow others to change their minds. If we don’t, people feel their only option for saving face is to double down, an entrenchment that only escalates conflict and gets in the way of personal growth.

What kind of world do we want to live in? One where retributive justice is undiscerningly doled out? Or another where people are given the chance to better themselves?

At Mediation Services, we firmly believe in the power of growth, which is possible when people are given a chance to do so. This is the heart of the Restorative Justice Court Diversion Program that we offer, but it also extends to all corners of our work with conflict – such as our learning centre or third-party mediation program.

By opening up to a process of listening, understanding, and reconciliation, we make room for people to change their minds and find a path forward through difficult situations.

Assumptions can get us into trouble and it is wise to be mindful that we might not know it all. Beginner’s mind is the concept of remembering that we never know something with absolute certainty.

In the scientific method we can see this understanding baked into the process: where our best knowledge (like that of gravity) is not absolutely proven true, but rather is a working theory that has not yet been proven false.

Let that sink in for a moment. According to science, things we accept as obvious (like gravity!) are still only our best working theories rather than fundamental truths.

Does this weaken the reality of gravity? No! Rather, it allows the concept to not be rigid so that it can be iterated upon if we learn more in the future.

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Let’s dig in deeper with a closer look at how this can play out in our daily lives.

The scientific method – hypothesis, experiment, analysis, and conclusion – can be a powerful framework for personal development. Its principles promote agile learning and sustainable growth.

Applied to daily life, the method might look something like this (though, most likely, less formal):

1. Form hypotheses about yourself: This step flows naturally from our internalized ego and sense of self. It is the belief system that we operate from – who we are, how we fit into the world, how we like to be perceived, etc.
2. Design small experiments: This also comes naturally, as living from our belief system means that these beliefs get challenged in our daily actions interacting with the wider world.
3. Gather data and analyze results: This stage typically requires a concerted effort to spearhead critical reflection – perhaps through journaling, a conversation with a friend, or third-party mediation. How did my actions land in the wider world? Did my role unwittingly trigger conflict or harm? What was the unconscious belief that might have made me act a certain way?
4. Iterate and refine your approach: What worked and where might there be room for improvement? We enact change, iterating and finding growth.

This systematic yet flexible approach allows us to test assumptions, learn from experiences, and continuously improve ourselves in an agile manner.

Reflection and enacting change can be uncomfortable; an experience that is simultaneously riddled with excitement and fright, mirroring its potential for either betterment or disaster. Emotions often get in the way and, if we don’t work at it, our response to friction like conflict can be an unquestioning doubling down on one’s stance and viewpoint.

"Sure things could get better, but they could also get worse. It’s safer to stay with what I already know", go our internal monologues. Yet, despite any and all our efforts to dodge it, change is unavoidable.

Our capacity to iterate and adapt to shifting circumstances is a beautifully human trait. Caution is understandable, but avoiding change altogether is a short-term solution with long-term consequences. Embracing it is a key to growth.

To look back at who you were as a kid (or even just last year) and cringe at your behaviour is a sign that growth has happened; something that you shouldn’t be embarrassed about. Be proud that you are an evolving version of yourself.

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Conflict is inevitable, but it is also a fertile experience where we have a chance to iterate on ourselves and find growth – that is, if we approach it with the right mindset. Training helps. That’s why the team at Mediation Services offers a FREE Conflict 101 webinar as a resource for us all to be better ‘scientists’ in the lab of life.

Life is exciting, messy, and never fully complete. Let’s embrace this fact as a chance to grow, one experiment at a time.

It is a human tendency to categorize things neatly in our minds. Food groups, politics, people…we try to organize thinking around these things into a clean way of viewing a complicated world.

This is how our brains are wired. Studies reveal that even at four months of age, infants form distinct categories for dogs and cats. This is doubly revealing because at such a young age the only visual information they have to go off of is silhouettes. As we grow up, it only gets more nuanced.

Imagine for a moment that we couldn’t form categories. This would mean that every time we encountered a brand-new object, we’d have to learn about it from scratch. The fact that we have categories means that whenever we encounter an apple, we don’t have to learn about it. We can quickly apply what we know about other apples and safely assume that this new apple is a piece of fruit that tastes sweet and is good for us.

This ability to categorize objects allows us to store an incredible amount of information in our brains. Psychologically speaking, this makes sense with regard to objects. However when this fundamental concept extends to the categorization of people, it has the potential to be a problematic source of conflict because it runs the risk of incorrect assumptions.

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Putting people into neat categories can create situations where one’s perceived group is separate from others. This “othering” shows up in conflict time and time again, in a myriad of ways:

1. Dehumanization: Labeling a group as "other" often distances them from what’s considered the norm or in-group. This can lead to viewing them as less human or less deserving of empathy and respect.
2. US versus THEM mentality: Creating an "other" category reinforces an "us vs. them" dynamic, which fosters mistrust, fear, and hostility between groups.
3. Stereotyping: The "other" label often comes with oversimplified generalizations about an entire group, ignoring individual differences and promoting prejudice.
4. Lack of understanding: Categorizing people as "other" can discourage efforts to understand their perspectives, experiences, and cultures, leading to misunderstandings and conflict.
5. Power imbalances: Those who define the "other" often hold more social or political power, leading to discrimination and marginalization of out-groups.
6. Scapegoating: "Other" groups are sometimes blamed for problems, making them targets for unwarranted aggression or punitive policies.
7. Self-fulfilling prophecy: Treating a group as "other" can lead to their isolation or defensive behaviour, which may then be used to justify the initial othering.

To counter the risks of our categorization tendency, strive to view people as unique beings; acknowledging that their identities transcend simple group affiliations, whether religious, social, or cultural. This approach allows for a more nuanced understanding of human diversity.

Let’s consider a workplace example, where employees have adapted a view of their boss as "other" – someone separate from the rest of the team. Their boss, Sarah, is known for being reserved and formal in her interactions.

This might lead to the employees jumping to the following conclusions:

• ”She doesn’t care about us." They assume her reserved demeanor means she’s cold and uncaring, when in reality, she might be introverted or trying to maintain professional boundaries.
• “She’s only interested in profits, not people." Without understanding her pressures and responsibilities, they might assume her focus on results stems from greed rather than company obligations.
• “She’s never worked a day on the front lines." Employees might assume Sarah can’t relate to their challenges, ignoring the possibility that she worked her way up through similar roles.
• “She has a perfect life and doesn’t understand our struggles." They might imagine her life is problem-free, overlooking personal challenges she might face.
• “She’s plotting to cut our benefits." Without open communication, routine business reviews might be interpreted as schemes against the employees.

Perhaps some of these conclusions have merit, but also maybe not. Assumptions such as these often turn out to be inaccurate and get us into trouble, so it is wise to consider that our thoughts might not be fully true. Beginner’s mind is the concept of remembering that we can never know something with absolute certainty; a pause where we can suspend our viewpoint for a moment in order to better bear witness to what’s happening around us. Is Sarah the reductive version of herself we’ve made her out to be? Or is there more going on in her life beyond the brief interactions we have with her?

When you find yourself in conflict, take a moment to ask yourself: am I making an assumption about the other person or party? And what might be the other person’s perspective at this moment?

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As much as we might wish life was simple, the relational nature of things means that reality is usually more akin to organized chaos. Although categorizing things is a fundamental cognitive skill that serves us well in many cases, it clearly also leads us to oversimplify human complexity by grouping people into rigid categories.

Don’t beat yourself up when catching yourself putting people into boxes – it’s what our brains are wired to do and we all do it. But also don’t let this be an excuse; when you can catch it, you can begin to engage with curiosity and de-escalate a tough situation.

Dear Valued Friends of Mediation Services,

We extend our heartfelt gratitude for your presence at our recent Annual General Meeting (AGM), which took place on June 20th 2024 at our Winnipeg office (302-1200 Portage Avenue).

Your participation is integral to the vibrancy of our organization and the community it serves. Everyone’s active involvement in the discussions and decision-making processes demonstrates the strength and dedication of our community. The insights shared and the connections renewed during our gathering will undoubtedly propel our organization forward in its mission to foster understanding and resolution.

Thanks for everyone who took the time to join us as we reflect on what was and plan for what will be.

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For those who were unable to attend, we want you to know that your continued support is also appreciated. Here is a downloadable PDF of the details covered in the meeting for your own perusal:
Mediation Services Annual Report (2023-2024)

Here are some highlights:

• The Training Program experienced significant growth in its offered programming (online and in-person) as well as revenue (up 360% over lows during the Covid period) to continue expanding efforts sustainably.
• The Community Mediation Program has remained consistent over the last year and found greater cohesiveness, thanks to previous visioning work and streamlined file triaging.
• The Restorative Justice Court Diversion Program has seen both an increase in referrals and the success rate for which files reach an agreement (51%).
• Significant strides have been made to get the Family Resolution Program off the ground, including the establishment of a strong partnership with Manitoba’s Family Resolution Services to connect families with the right resources in a timely way.
• The Volunteer Program has expanded to now include 42 active volunteers.
• Mediation Services hosted the National Restorative Justice Symposium this year (November 20-21).

And this is just the tip of the iceberg. Please take a moment to click through to the full annual report.

Did you miss out on the AGM because you didn’t know it was happening? To ensure you never miss out on our future events, updates, and valuable insights, we encourage you to sign up for our newsletter. It’s the best way to stay connected with Mediation Services and be part of our ongoing journey.

As we move forward, energized by the spirit of collaboration evident at our gathering, we remain committed to serving our community with an aim for the highest standards. Your ongoing support and involvement are crucial to our success.

We look forward to another year of growth, learning, and positive impact together.

Warm regards,
The Whole Team at Mediation Services

You’ve probably heard the rumour about how gratitude is good for us. It goes something like, “When you’re having a hard time, remember to be grateful for what you have.”

Indeed, scientific studies (like this one) are lending credence to this sentiment. Gratitude helps to reduce blood pressure and get our nervous systems back into the “rest and digest” state so necessary for recovery and healing. Gratitude helps us to discharge stress and find relaxation again. Gratitude can even encourage us to fuel our bodies with nourishing foods, as appreciation for what our bodies do empowers us to take better care of them.

Beyond these benefits for the individual, gratitude helps us strengthen connections with loved ones and the wider community. Social connection is vital for our sense of well-being, so when we recognize relationships going well it’s worth expressing it. Letting others know we are grateful for them and what they do deepens the bonds between us. It goes the other way too: consider how it feels when you are on the receiving end of gratitude for a moment.

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Of course, relationships do not go well all of the time. When facing rough patches with others, it is particularly important to not forget there are other parts of the relationship we are grateful for. In so doing, we can remember what we’re working towards and commit to the oft-uncomfortable task of conflict resolution.

This process doesn’t need to be forced. It’s not about pretending everything is fine, but rather taking perspective and cultivating the capacity to hold the dual truths that things can be good and also use some work. And then, doing the work.

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We can make gratitude more tangible if we break it down into steps:

1. Try to find an affirmation of goodness. Is there something, someone, or some circumstance that you are grateful for? Can you receive that?
2. Recognize that the source of this goodness rests outside of yourself. You receive these gifts from others, by either luck or intentional action. Appreciate that you are in a web of interdependence and not alone.
3. Aim to act wisely, recognizing that your choices play a part in the wide, interconnected, and complex ecosystem that is life.

When we cultivate gratitude for our bodies, relationships, and the shared home that is our planet, we are empowered to better take care of them.

Pro tip: it is best to practice cultivating gratitude in times of relative smoothness. When there is conflict, hurt feelings, or a a difference of opinion involved, feeling gratitude becomes more difficult as well. By establishing a positive habit we stand a better chance at avoiding unnecessary escalation of a situation with a poor reaction to conflict.

Gratitude is rarely our default modus operandi – at least, not without a bit of practice. We are prone to a pesky survival instinct called the negativity bias. When we’re hyper-focused on a problem to the exclusion of all else, we might not be so receptive to someone chiming in with the advice, “When you’re having a hard time, remember to be grateful for what you have.”

And yet gratitude is an antidote to this negativity bias, helping us widen our perspective to include the problem we face in the context of everything else around it. It allows creative solutions to stem from other aspects at play, rather than a narrow view from which their appear relatively few options.

Bringing gratitude into conflict can provide helpful perspective and resilience during challenging times.

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Remember: gratitude is not only seeing the bright side, glossing over pain or struggle, or just about good vibes. It’s about expanding perspective to include more so that we can feel more empowered to engage in our lives.

Not sure where to start? May we suggest that you check out our FREE Conflict 101 webinar which will help demystify conflict through a psychological approach. This course gives understanding that provides a good entry point into exploring gratitude in the inevitable conflict we all bump into time and again – whether at home, the workplace, or in the wider community.

Also, try doing the gratitude exercise we outlined earlier in this article for several subsequent days with different people in your life. And let’s add on one last step to it too: express your gratitude for someone today and see what happens.