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Peter T. Coleman Biography

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“Almost fifty years ago, John F. Kennedy made this appeal: 'Too many of us think [that peace] is impossible. Too many think it is unreal. But that is a dangerous, defeatist belief. It leads to the conclusion that war is inevitable, that mankind is doomed, that we are gripped by forces we cannot control. We need not accept that view ... Let us focus instead on a more practical, more attainable peace, based not on a sudden revolution in human nature but on a gradual evolution in human institutions - on a series of concrete actions and effective agreements which are in the interest of all concerned. There is no single, simple key to this peace; no grand or magic formula to be adopted by one or two powers. Genuine peace must be the product of many nations, the sum of many acts. It must be dynamic, not static, changing to meet the challenge of each new generation. For peace is a process - a way of solving problems.' (Close quote.)”

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“Social network complexity: People with more diversified, complex social networks have been found to be more tolerant of out-groups and more supportive of policies helpful to them. They tend to have more positive out-group experiences, share more interests with people outside their own groups, and learn more about the contributions of out-group members and the problems they face.”

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“Most of us do not like not being able to see what others see or make sense of something new. We do not like it when things do not come together and fit nicely for us. That is why most popular movies have Hollywood endings. The public prefers a tidy finale. And we especially do not like it when things are contradictory, because then it is much harder to reconcile them (this is particularly true for Westerners). This sense of confusion triggers in a us a feeling of noxious anxiety. It generates tension. So we feel compelled to reduce it, solve it, complete it, reconcile it, make it make sense. And when we do solve these puzzles, there's relief. It feels good. We REALLY like it when things come together. What I am describing is a very basic human psychological process, captured by the second Gestalt principle. It is what we call the 'press for coherence.' It has been called many different things in psychology: consonance, need for closure, congruity, harmony, need for meaning, the consistency principle. At its core it is the drive to reduce the tension, disorientation, and dissonance that come from complexity, incoherence, and contradiction. In the 1930s, Bluma Zeigarnik, a student of Lewin's in Berlin, designed a famous study to test the impact of this idea of tension and coherence. Lewin had noticed that waiters in his local cafe seemed to have better recollections of unpaid orders than of those already settled. A lab study was run to examine this phenomenon, and it showed that people tend to remember uncompleted tasks, like half-finished math or word problems, better than completed tasks. This is because the unfinished task triggers a feeling of tension, which gets associated with the task and keeps it lingering in our minds. The completed problems are, well, complete, so we forget them and move on. They later called this the 'Zeigarnik effect,' and it has influenced the study of many things, from advertising campaigns to coping with the suicide of loved ones to dysphoric rumination of past conflicts.”

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“It is critical to recognize that we live in an increasingly complex world - biologically, socially, politically, technologically, you name it - that holds many inherent contradictions. In the middle of this complex world are we humans, who have a natural tendency to seek coherence in what we see, feel, think, and do. When we experience conflict, this tendency intensifies. Conflict is essentially a contradiction, an incompatibility, oppositely directed forces, and a difference that triggers tension. When we encounter conflict, within the field of forces that constitute it, the natural human tendency is to reduce that tension by seeking coherence through simplification. Research shows that this tendency toward simplification becomes even more intensified when we are under stress, threat, time constraints, fatigue, and various other conditions all absolutely typical of conflict. So what is the big idea? It is NOT that coherence is bad and complexity is good. Coherence seeking is simply a necessary and functional process that helps us interpret and respond to our world efficiently and (hopefully) effectively. And complexity in extremes is a nightmare - think of Mogadishu, Somalia, in the 1990s or the financial crisis of 2009 or Times Square during rush hour on a Friday afternoon. On the other hand, too much coherence can be just as pathological: for example, the collapse of the nuances and contradictions inherent in any conflict situation into simple 'us versus them' terms, or a deep commitment to a rigid understanding of conflicts based on past sentiments and obsolete information. Either extreme - overwhelming complexity or oversimplified coherence - is problematic. But in difficult, long-term conflicts, the tide pulls fiercely toward simplification of complex realities. This is what we must content with.”

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“Human beings are driven toward consistency and coherence in their perception, thinking, feeling, behavior, and social relationships. This is natural and functional. Conflict intensifies this drive, which can become dysfunctional during prolonged conflicts. However, developing more complex patterns of thinking, feeling, acting, and social organizing can mitigate this, resulting in more constructive responses to conflict.”

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“Of course, our natural impulse in these [intractable conflict] situations is to fight or flee. To lash out, blame, attack, or challenge someone, or otherwise try to get out and avoid the situation altogether. These responses make perfect sense in the short term, but likely will have little effect on the 5 percent [of conflicts that are intractable]. In fact, they may make matters worse in the long term. So if escaping or resolving this conflict is your goal (and we do not assume this is always the case), we suggest a different approach. And it begins with complicating your life.”

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“Recall that the collapse of complexity that accompanies 5 percent [i.e. intractable] conflicts happens along many dimensions: - A very complication situation becomes very simple. - A focus on concrete details in the conflict shifts to matters of general abstract principle. - Concerns over obtaining accurate information regarding substantive issues transform into concerns over defending one's identity, ideology, and values. - The out-group, which was seen as made up of many different types of individuals, now are all alike. - The in-group, which was seen as made up of many different types of individuals, now are all similar. - Whereas I once held many contradictions within myself in terms of what I valued, thought, and did; now I am always consistent in this conflict. - Whereas I used to feel different things about this conflict - good, bad, and ambivalent; now I feel only an overwhelming sense of enmity and hate. - I've shifted from long-term thinking and planning toward short-term reactions and concerns. - Where I once had many action options available to me, I now have one: attack. This is the bad news about the 5 percent, but it's also the good news. The collapse of complexity occurs on so many levels, all leading to a similar state of 'us versus them' thinking, that reintroducing a sense of complexity and agency can also be achieved in a wide variety of ways. There are therefore many places to find points of leverage to rupture the certainty and oversimplification that rules in these situations. The question is how to find them.”

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“[Standard social science approaches to analyzing conflict] too often miss the unintended consequences of well-intentioned acts. Dietrich Dorner is a German psychologist who studies leadership and decision making in complex environments. He has suggested that there is more harm done in today's world by well-intentioned people trying to do good, who are unaware of the unintended consequences of their actions, than by people actually trying to cause harm. Remarkably, this may well be true.”

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“Person-situation fit: There is considerable evidence to support the idea that people prefer situations that 'fit' with their dominant personality characteristics. Extroverts tend to like busy environments, whereas introverts prefer less stimulating places. When a person gets stuck in an antithetical environment for a long period of time (like a prison or university), his or her personality will tend to change over time to better fit the situation.”

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“See the system. When you find yourself stuck in an oversimplified polarized conflict, a useful first step is to try to become more aware of the system as a whole: to provide more context to your understanding of the terrain in which the stakeholders are embedded, whether they are disputants, mediators, negotiators, lawyers, or other third parties. This can help you to see the forest and the trees; it is a critical step toward regaining some sense of accuracy, agency, possibility, and control in the situation.”

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