Question 3

When people believe one thing, and then something else arises conflicting the belief in the first thing, it creates a cognitive dissonance.  This is what happened with the Chinese Scholar's vacation as mentioned in the book (212).

Cognitive biases often are what lead to disputes and conflict from arising as well as enduring.  How, in your role, do you help parties see a different perspective in their conflict or dispute?

I think it i is critical in our role in helping others to be aware that cognitive dissonance exists and because of it, it creates that downward spiral of combative approaches between the parties instead of collaborative.

When people experience this, I think it also presents a fundamental attribution bias in that the other party is seen as "other" and always acting a certain way and as the competition rather than seeing them as someone that must also see their goals, at least somewhat, met as well.  Of course a negotiated agreement is not always the case and that is why developing a BATNA, WATNA & MLATNA (best, worst and most likely alternative to a negotiated agreement) is also important.

Our position and role is to provide a calming presence and, at least attempt, to help people see other perspectives and other options.  Neuroscience tells us it is impossible to a person to 'see' things from more than one perspective at once- getting them to see it from other than their own is the key!