►
From YouTube: 2nd Graviton Training Session #2: Conflict transformation as a political philosophy, led by Juan
Description
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A
So
with
that,
I
will
start
with
the
presentation
and
I
will
be
introducing
the
the
concept
of
conflict
competence
you
you
will
tell
me
if
the
screen
gets
shared.
I
I
put
it
on
full
screen
the
does
it
share.
Well,
yeah,
it's
showing
up.
A
Okay,
thanks
yeah,
we
will
be
talking
about
conflict
competence
and
what
is
conflict.
Competence
is
the
the
the
ability
and
the
tools
that
we
have
to
to
react
to
to
a
conflict
in
in
in
our
organization.
A
So
we
we
can
see
dows
also
as
workplaces,
because
there's
places,
though
there
are
places
of
a
large
amount
of
people
and
also
there
is
goal
orientation
so
that
that
is
something
that
will
naturally
cause
conflict
and
it
like
it's.
It's
where
it's
natural
that
conflict
may
arise,
because
the
there's
also
always
going
to
be
different
points
of
view.
A
Different
potential,
different
ways
of
seeing
things
and
the
importance
of
the
importance
of
talking
about
conflict
competence
is
that
when,
when
a
conflict
arrives,
you
have
clear
ways
to
manage
it
and
that
there
is
no
like
uncertain
uncertainty
of
of
of
how
things
are
going
to
be
processed
by
the
system
so
and
a
conflict.
Competence
requires
two
things
and
first
is
training
for
for
everyone,
and,
secondly,
individual
coaching
where
is
warranted.
A
So
this
is
something
that
that
I
want
to
emphasize,
because
sometimes
we
just
want
to
have
like
conflict
management
in
in
our
organization,
but
we
just
want
to
have
like
the
managers
helping
the
people
when
when
they
have
a
conflict,
but
we
are
not
developing
like
a
training
for
everyone
or
up
to
to
to
understand
this
so
and
that
that
has
to
do
a
lot
with
what
we
said
in
the
first
session.
A
That
gravity
is
not
only
about
conflict
management
like
when
it
happens,
but
it
also
focuses
a
lot
on
on
prevention
and
like
building
competence
in
your
organization.
Lets
you.
A
For
people
to
to
to
break
that
ice
that
that
stops
really
the
the
reception
of
feedback
like
we,
we
need
to
have
safe
spaces
and
for
people
to
express
feedback
and
when,
when
feedback
is
not
well
received,
that
immediately
like.
A
Can
you
everyone,
please
mute
their
mics
so
that
I
can
yeah
have
have
the
the
the
correct
order
of
my
ideas
and
and
yeah
and
after
we
have
this
competence
in
our
organization
and
after
like
we,
we
normalize
talking
about
conflicts,
then,
is
when
the
dispute
resolution
services
can
be
built
like
it's
very
difficult
when,
when
you
try
to
offer
a
dispute
resolution
service,
when
there's
no
conflict
competence
because
like
people
is
going
to
be
completely
blocked
or
or
it's
not
going
to
be,
facilitating
the
dispute
resolution
service
and
when
there
is
competence,
it's
normal
to
talk
about
conflict,
and
this
is
something
that
we
develop
by
by
by
listening
to
others
and
by
learning
to
how
to
express
our
our
opinions
and
that's
why
it's
so
important
also
to
to
to
be
practicing
nonviolent
communication.
A
Because
that
way
is
is
where
we
can
like
communicate
the
the
differences
but
without
getting
triggered
by
by
the
other
or
but
rather
being
comprehensive
or
of
of
their
needs
and
of
the
of
the
message
that
they
are
trying
to
share.
A
So,
yes,
it's
normally
expecting
that
two
people
always
sort
out
the
difference.
Is
it's
not
realistic?
So
that's
why
we.
We
also
promote
this
third-party
support
for
mediation
and
facilitation
that
that
should
be
available
for
the
organization
and
this
third-party
support.
They
are
the
gravitons.
They
are
easy
to
access
agents
where
you
can
and
people
that
you
can
contact
and
that
they
are
available
in
the
community
to
sort
different
types
of
conflicts,
maybe
to
have
an
advice
process
and
and
maybe
to
initialize
a
feedback
loop.
A
This
is
very,
very
interesting
because
we
were
talking
precisely
about
feedback,
and
and
how
can
we
give
feedback
to
the
organization?
And
the
idea
is
that
these
17
people
that
were
the
first
generation
of
gravitons,
at
least
in
the
tc,
are
easy
access.
A
People
where
you
can
talk
to
them
about
any
any
uncomfortable
situation
that
you
may
be
leaving
or
or
any
idea
that
you
want
to
give
to
another
person
or
to
the
system
that
that
can
be
channeled
through
them
and
why
it's
important
to
to
to
have
your
your
pops,
because,
after
after
this
training
the
people
that
has
at
least
six
pops
in
their
account,
they
will
be
able
to
to
to
appear
in
this
kind
of
list
in
your
organization
and
yeah
act
as
a
as
an
xc
access
point
to
request
conflict
management
in
in
the
different
organizations
that
are
participating.
A
So
now
I
am
going
to
start
talking
about
what
is
conflict
and
conflict
is
a
different
interpretation
of
reality
and
like
when
we
stand
from
one
point.
We
may
think
that
we're
right,
but
the
other
person,
also
from
the
from
their
point
of
view,
may
think
that
they
are
right
and
what
what
is
seen
in
a
conflict
is
everyone
pushing
for
their
point
of
view.
A
But
what
is
not
seen
is
why
do
they
want
their
opinion
to
be
heard
and
more
than
a
final
truth,
we
need
to
understand
why
each
one
is
attached
to
their
positions,
and
this
takes
me
to
the
orange
example
that
I
always
tell
it.
A
That
is
that
there
were
two
girls
that
were
fighting
for
an
orange
and
the
mom
then
split
the
orange
in,
and
then
they
she
saw
that
one
of
the
girls
was
squeezing
the
orange
and
the
other
girl
just
like
used
the
skin
of
the
orange
and
threw
the
pulp
away.
A
So
what
what
this
scenario
like
shows
us
is
that
if
the
two
girls
would
have
like
have
better
communication
or
or
maybe
if
the
mom
would
have
tried
to
gather
more
information
from
them,
they
could
have
arrived
to
a
beneficial
a
solution
for
the
both
of
them,
because
they
could
have
used
using
used
the
orange
a
hundred
percent,
the
one
that
wanted
the
pulp
and
a
hundred
percent.
A
They
wanted
that
wanted
the
one
that
wanted
the
skin
and
that
way
we
can
have
a
a
better
solution
and
a
beneficial
solution
for
both
sides.
A
Instead
of
the
of
the
rational
solution,
that
happens
without
gathering
more
information-
and
this
is
something
very
related
to
the
prisoners
that
dilemma-
that
we
hear
a
lot
in
in
different
contexts
and
is
that
when
we
don't
have
information
of
the
other
we
may
have,
or
we
maybe
have
behaved
to
our
benefit.
But
that
doesn't
mean
that
that
would
be
the
best
outcome
for
everyone
for
all
the
agents.
A
So
basically,
what
we
are
trying
to
do
here
in
gravity
is
to
facilitate
communication
and
to
gather
more
information
to
take
a
decision
and
to
try
to
promote
agreements
between
two
people
that
are
beneficial
for
for
both
of
them,
rather
than
like
benefiting
one
over
the
other
and
and
so
the
deepest
questions
to
ask
when
we
are
trying
to
manage
a
conflict
is
what
does
each
part
want
and
what
are
their
needs?
A
What
are
their
interests
and
and
maybe
try
to
see
if
they
can
agree
that
that
that
their
initial
position
and
may
was
not
the
final
truth
and
that
maybe
we
can
have
a
new
alternative
from
from
like
that
is
born
from
the
integration
of
the
other,
where,
where
the
reality
can
fit
both
needs.
A
Through
communication
we
can,
we
can
promote
better
decisions
and
and
through
and
by
by
gathering
information.
We
we
yeah,
we
make
better
choices.
So
it's
important
to
to
facilitate
this
communication
in
order
to
to
to.
A
To
not
only
seize
things
from
our
own
point
of
view,
but
to
be
able
to
be
empathic
with
the
other
and
also
understand
that
that
the
reality
sometimes
is
not
only
what
we
see
from
it
and
that
the
other
one.
A
Also
when
we,
when
we
understand
them
they
they
have
like
their
their
reasons
of
of
why
doing
things,
and
and
this
way
we
can
treat
treat
each
other
as
peers
and
not
impose
any
solution
to
anyone
but
like
trying
to
to
to
to
to
to
promote
yeah
agreement
through
through
communication,
and
I
bring
this
image
because
I
think
it's
very
important,
then,
to
embrace
conflict.
A
We
are
going
to
have
conflict
every
day
in
our
lives.
We
are
going
to
have
conflict
internally
and
we
are
going
to
have
conflict
externally
and
there
is
conflict
with
the
institutions.
A
There
is
conflict
with
other
people.
There
is
conflict
with
processes,
there
is
conflict
with
tools
and
what
we
need
to
to
to
do
is
is
to
embrace
that
that
conflict
and
not
seeing
it
as
something
strange
in
our
lives,
but
rather
as
a
part
of
of
of
life,
and
this
is
something
that
we
refer
to
as
as
the
shadow.
A
Sometimes
we
just
want
to
see
the
light
things,
but-
and
we
don't
want
to
recognize
the
shadow,
but
that
recognition
of
the
shadow
is
embracing.
The
whole
experience
is,
is
understanding
that
they,
like
is
not
only
what
what?
What
is
what
what
exists,
but
that
each
each
light
has
a
shadow
and
that
it
we
should
be
strong
enough
for
to
manage
it,
not
only
in
our
lives,
but
only
but
but
also
in
our
in
our
organizations.
A
We
and
that's
why.
I,
I
also
say
a
lot
that
this
thing
of
conflict
management
is
not
also
it's
not
only
for
organizations,
but
it's
also
like
a
a
living,
a
living
thing,
a
continued
learning
that
we
can
have
every
day
in
life,
and
and
yes,
so.
So
we
need
to
make
people
that
that
can
process
conflict,
but
we
and
and
then
in
also
to
make
organizations
that
can
process
conflict
that
can
process
conflict.
Yes,
and
this
is
why
we
are
talking
about
a
transformative
approach
to
conflict,
because
conflict
is
an
opportunity.
A
A
And
this
is
a
question
that
we
should
ask
ourselves
every
time
that
that
that
we
are
in
a
conflict.
A
We
always
ask
them
like
what
would
be
the
best
outcome
for
you
in
this
situation.
What
do
you
propose?
Because
the
idea
is
in
gravity
is
not
for
us
to
be
like
judges
and
and
tell
the
people
what
should
they
do,
but
rather
like
give
people
information
so
that
they
can
take
the
better
the
best
decisions
and
we
can
help
them
in
their
decision
taking.
A
So
it's
important
always
to
see
what
like
what
can
be
the
actual
solutions
that
people
propose
and
maybe
start
working
from
them
to
try
to
like
meet
halfway
in
in
the
in
in
the
process
of
getting
into
an
agreement
and
conflict
can
be
understood
as
that
which
keep
relationships
and
social
structure.
Honest
alive
and
dynamically
responds
to
human
needs.
A
Comic
conflict
throws
flows
from
life
and
we
can
understand
it
as
providing
opportunities
to
grow
and
increase
our
understanding
of
ourselves
of
others
and
our
social
structures
and
actually
one
way
to
truly
know.
Our
humanness
is
to
recognize
the
gift
of
conflict
in
our
lives,
because
without
it,
life
would
be
a
monotonously
flat,
topography
of
sameness
and
our
relationships
will
be
wholly
superficial.
A
So
I
I
am
trying
to
to
to
frame
conflict
as
a
motor
of
change
as
a
expression
of
diversity,
and
that
is
something
that
that
carries
a
lot
of
of
wisdom,
the
conflict
itself,
but
it
has
to
be
properly
managed
because
if
you
don't
manage
well
a
conflict,
you
can
end
up
having
violence.
A
You
can
end
up
like
imposing
a
solution
over
the
other
or
or
you
can
like
inhibit
yourself
from
the
conflict
and
like
also
not
participate
in
it,
but
it's
important
to
try
to
channel
properly
conflict
and
avoid
some
of
the
basic
problems
that
we
see
in
in
conflict
management
that
are
lack
of
trust
in
the
system's
capabilities.
A
To
manage
the
situation
like
sometimes
a
common
problem
to
to
have
conflict
management
is
that
we
don't
trust
that
the
system
is
going
to
be
helpful
or
or
that
we
think
that
maybe
the
the
system
is
biased,
so
like
yeah.
Why
should
I
trust
the
process,
if,
if
I
doubt
from
it
and
other
common
problem
in
conflict
management,
is
to
have
like
few
communication
between
parts
or
to
have
like
rock
solid
positions
or
points
of
view
or
associating
idea,
ideas
to
people
and
saying
like
okay?
A
What
ensures
the
decisions
and
accountability
of
the
decisions
and
conflict
resolution
follow-up
all
these
problems,
that
are
things
that
normally
happen
when
we
are
trying
to
solve
a
conflict,
are
some
of
the
things
that
we
are
trying
to
tackle
through
gravity,
because
we
are
trying
to
build
trust
in
the
system
so
that
people
know
that
we
can
manage
the
situation
and
that
also
that
we
are
trying
to
facilitate
communication
between
parties
and
try
to
be
a
self-determined
determined
so
that
we
are
not
biased
over
one
part
of
the
anode
or
another,
and
we
try
to
meet
halfway
and
breaks
rock
solid
points
of
view
by
asking
the
people.
A
Why?
Why?
What
are
you
willing
to
compromise
or
negotiate
in
this
situation?
Because
yeah
we?
If
we
want
to
reach
an
agreement,
we
also
have
to
have
something
that
we
can
negotiate
with.
It's
not
like
yeah.
I
am
in
my
position
and
I
will
not
give
any
any
step
towards
the
other,
but
we
try
to
like
make
a
negotiation
margin
where
people
can
like
say.
A
Okay,
I
give
you
this
and
you
give
me
that
or
like
if,
if
there
is
a
solution
that
you
don't
like-
and
maybe
I
am
the
there
is
a
solution
that
I
am
proposing,
what
would
be
like
a
third
solution
that
can
be
born
from
this
apparent
division
and
also
we
we
don't
associate
ideas
to
people
or
or
people
with
the
with
problems.
We
don't
say
that
the
the
conflict
of
that
is
that
people
know
we
differentiate
the
people
from
the
problem.
A
The
the
people
is
never
the
problem.
The
individual
is
never
the
problem.
There
is
a
problem
in
which
the
individual
is
participating
and
and
that's
something
we
we
unconsciously
do
a
lot
like
saying.
No
he's
he's
the
the
the
troublemaker
or
we
associate
yeah
a
a
situation
with
with
that
people.
But
it's
more
that
that
person
is
involved
in
that
situation
than
the
people
being
the
con
that
the
person
being
the
conflict.
We
also
try
to
stay
away
from
value
propositions.
A
We
respect
everyone's
problems
and
we
recognize
them
and
everyone's
problems
are
equally
important
and
it
doesn't
matter
if
it's
like
lack
of
recognition
or
something
small
or
or
something
bigger
like
acting
against
the
values
of
the
community.
A
All
problems
are
are
are
important
and
then
then
we
jump
into
into
the
feeling
parts
like
we
don't
we
respect
the
feelings
of
of
of
people,
and-
and
this
is
something
that
we
will
be
digging
much
in
the
nbc
book
club
that
will
be
starting
this
week
in
thursday.
A
We
will
be
deep,
diving
in
in
nbc
and
why
feelings
are
so
important
to
be
heard
and
to
be
like
processed
in
order
to
to
to
identify,
needs
and
needs
that
sometimes
are
not
reflected
in
in
the
conflict
and
and
then
try
to
to
to
meet
the
needs
of
each
part,
and
also
we
we
bring
legitimacy
of
the
agreements,
because
the
gravitons
are
witnessed
witnesses
of
the
of
the
agreements
that
are
done,
the
mediation
in
gravity
and
also
we
have
accountability
of
decisions
and
follow-up,
because
we
had
a
registry
that
was
done
in
in
google
spreadsheet.
A
But
now
we
are
working
to
migrate.
Some
of
that
registry
into
a
cen
hub
so
that
everyone
can
be
like
can
can
have
the
accountability
of
the
decisions
and
and
the
actions
that
were
done
through
gravity,
and
this
is
also
other
thing
that
I
wanted
to
say.
That
gravity
is
still
a
project.
That
is
like
very
new
and
we
still
have
a
lot
of
things
to
improve
so
so
yeah.
A
We,
we
are
also
having
some
changes
that
that
you
will
be
informed
in
through
these
graviton
trainings,
like
like
the
one.
I
just
said
that
we
are
going
to
have
our
conflict
registry
on
senhob
and
we
will
like
be
able
to
to
give
certain
information,
but
without
giving
too
much
detail
like
not.
A
We
are
not
going
to
share
the
name
of
the
people
that
participated
in
the
conflict,
so
that
yeah
we
can
have
like
a
database
of
of
of,
and
that
can
be
analyzed
of
what
are
what.
What,
where
the
conflicts
and
what
were,
the
actions
that
were
taken
and
also
other
common
problem
that
we
have
in
in
conflict
management.
A
Is
that
sometimes
we?
We
don't
really
take
into
account
the
the
window
of
tolerance
that
we
all
have,
and
this
is
a
psychological
concept
that
is
that
we
we
have
like
a
boundaries
where,
where
we
we
can
become
like
hyper,
aroused
or
hypoaroused,
and
when
we
are
trying
to
solve
a
conflict,
it's
very
important
to
stay
in
the
margin
of
the
window
of
tolerance
of
the
optimal
arousal
zone,
so
that
you
you
you
can.
I
am
sure
that
all
of
you
have
have
experienced
this
like.
A
You
are
trying
to
solve
a
conflict
with
someone
and
then
you
are
in
the
optimal
you're
getting
to
an
agreement.
But
then
you
say
something
that
that
that
the
other
person
didn't
like
and
then
he
or
she
like,
gets
upset,
and
then
we
take
them
out
of
their
optimal
arousal
zone
and
they
now
they
don't
want
to
reach
an
agreement
and
and
because
of
their
anger
or
because
of
their
yeah
of
their
emotions.
A
Now
now
they
they
will
be
even
able
to
to
throw
down
all
the
work
that
we
have
been
trying
to
get
to
an
agreement
because
of
of
of
their
anger
and
and
and
and
that
has
to
do
a
lot
of
of
why
processing
feelings
is
so
important
in
managing
imagination
conflict,
because
when
we,
when
we
are
trying
to
manage
a
conflict,
we
are
trying
to
to
to
reach
our
yeah
an
agreement,
a
rational
agreement
with
the
other
person,
and
when
we
take
them
out
of
their
optimal
arousal
zone,
they
they
might
take
irrational
decisions
like
yeah,
maybe
yeah.
A
I
am
going
to
give
an
example
like
I
I
am
talking
with
my
girlfriend
over.
A
I
don't
know
over
going
to
a
friend's
house
and
and
like
we
are
talking
and
we
are
going
to
reach
an
agreement.
But
if
I,
if
I
then
say
something
that
triggers
her
anger,
maybe
she's
going
to
say
like
no,
I
I
don't
want
to
go
and
maybe
that
that
that
is
because
of
of
being
in
her
hyper
arousal
zone
and
not
because
actually
she
didn't
wanted
to
go
to
to
to
visit
our
friend.
So
so.
A
Yeah,
it's
very
important
to
always
to
manage
conflict,
to
be
able
to
manage
feelings
as
well
and
manage
emotions
and
try
to
to
to
to
set
a
safe
space
yeah,
because
if,
if
everyone
starts
like
getting
aroused
and
maybe
saying
to
the
other
things
that
they
don't
like,
we
are
never
going
to
have
a
an
agreement
on
on
that
thing.
Because
we
are
going
to
go
through
the
branches.
And
then
we
are
going
to
start
playing
like
a
game
of
judgment
and
and
we
we
lose
the
focus
on
the
agreement.
A
And
then
we
start
yeah
like
going
through
adversarial
positions.
Instead
of
like
looking
at
the
agreement,
we
start
getting
into
positions
of
of
of
you.
You
tell
told
me
that,
and
then
I
told
you
that
this
and
then
it's
like
something
that
that
doesn't
like
let
to
reach
an
agreement
and
rather
promotes.
A
Promotes
yeah
to
take
irrational
decisions
based
on
emotions,
and
why
do
I
see
conflict
management
as
a
political
philosophy,
because
I
think
that
conflict
itself
is
not
bad.
It's
an
expression
of
diversity,
of
interest,
ideas
and
points
of
view.
It
arises
in
all
human
relationships
and,
like
crisis,
can
be
excellent.
Opportunities
to
grow,
emerge,
stronger,
learn
and
improve.
A
I
am
sure
that
all
of
us
have
had
conflicts
that
when
we
saw
them
in
the
in
the
in
the
initial
moment
in
their
initial
stage,
we
thought
that
nothing
good
could
come
out
of
them,
but
also
like
after
some
time
we
we,
we
can
see
some
good
things
that
have
come
after
after
certain
conflicts
that
we
have
lived
in
our
lives
because
they
have
given
us.
A
They
have
learned
like
teach
those
things
and
they
have
made
us
stronger
and
they
have
helped
us
to
change
some,
some,
some
things
and
like
when,
assuming
that
conflicts
are
negative,
people
and
institutions
tend
to
feel
to
to
fear
them
and
adapt.
A
One
of
these
two
attitudes
like
resort
to
force
power
or
violence,
or
they
ignore
them,
hoping
that
they
will
pass
without
addressing
them
and
both
of
these
alternatives
are
are
like
the
ones
I
showed
in
the
previous
graphic,
like
not
being
able
to
stay
in
the
optimal
arousal
zone,
to
reach
through
to
reach
an
agreement
through
the
dialogue
and
that
when
a
conflict
arises.
Both
parties
may
believe
that
they
have
the
only
logical
stance
siege,
since
each
sees
the
situation
exclusively
from
their
particular
point
of
view.
A
But
the
need
and
importance
of
dialogue
is
that
it
is
a
mechanism
that
allows
the
search
for
collectively
constructed
solutions
through
listening
and
incorporating
the
other's
perspective,
and
that
means
that
the
quality
of
an
institution
is
not
not
determined
by
whether
or
not
it
has
conflicts,
but
how
it
manages
to
address
them.
And
this
is
something
that
that
we
we
are
seeing
in
the
dao
space
and
like
a
good
dow
is
not
the
one
that
that
doesn't
have
any
conflict.
A
That
would
be
mysterious,
like
conflict
is
a
normal
side
in
the
house,
and
actually
the
quality
of
a
dao
is.
If
how
can
the
the
dao
manage
their
the
conflicts
that
happen
in
inside
them,
yeah,
I
think
of
of
a
quote
from
a
book
that
is
called
this
course
on
colonialism,
the
mss
and
it
mentions
that.
A
A
civilization
is
decadent
when
it
cannot
solve
the
the
problems
it
creates.
So
yes,
if
a
dao
creates
problems
or
creates
conflicts
in
the
decision
taking
in
their
in
their
coordination
in
their
diversity.
A
The
dow
should
also
be
able
to
take
care
of
that
of
of
of
that
of
that
that
dynamics
that
are
being
created
inside
of
them
and
why
I
say
that
that
conflict
management
is
a
it's
a
political
philosophy
and
because
because
in
in
in
philosophy
and
and
in
politics,
we
we
see
that
evolution
is
not
like
a
straight
line,
and
rather
it
is
like
an
spiral
process
where,
where
we,
we
all
initially
have
a
thesis
and
then
that
thesis
like
brings
an
antithesis
and
then
we
have
a
synthesis.
A
But
that
synthesis
then
also
has
an
antithesis,
and
we
are
also
like
always
evolving
through
dialogue
and
through
the
existence
of
otherness,
it's
like.
If,
if
we
only
had
a
thesis
and
never
we
had
an
antithesis,
we
we
would
like
be
still
and
and
and
and
don't
have.
Actually.
The
change
so
conflict
is
that
motor
of
change
that
existence
of
the
other.
That
recognition
of
a
different
point
of
view
is
what
brings
a
thesis
to
become
a
synthesis.
A
If,
if
we
are
not
open
to
to
listen
to
feedback,
there
should
be
like
a
lot
of
things
that
that
won't
be
taken
into
account
in
the
system
and
also
the
system
would
become
rigid
and
and
not
adaptable
to
the
needs
that
this
that
that
are
required
in
the
context-
and
here
we
can
see
in
in
mark's
dialectical
materialism
that
he
also
talks
that
that
the
evolution
in
history
has
been
through
the
the
conflict
that
has
happened
between
between
dualities
and
betw,
between
yeah,
between
between
the
dualities
that
we
have
had
in
our
in
our
societies.
A
And
and
if,
if
we
eliminate
that
duality,
we
will
never
yeah
take
important
points
of
view.
That
could
help
us
improve
our
our
processes.
A
And
this
is
also
very
related
to
why
conflict
management
can
be
seen
as
a
political
philosophy,
because
this
is
a
the
political
system
designed
by
david
easton.
A
And
it
says
that
through
demands
and
support,
the
political
system
acts
as
as
a
black
box
that
takes
decision
or
policies
and
that
our
and
that
are
made
outputs
to
the
environment.
That,
then,
are
receive
that
as
feedbacks
as
as
as
as
inputs
for
new
demands
and
for
new
supports
for
that
political
system
to
act.
A
So
in
that
way,
what
we
are
trying
to
promote
with
gravity
is
a
conflict
transformational
platform,
and
that
means
a
system
that
can
generate
and
regenerate
change
processes
responsive
to
both
immediate
episodes
and
the
relational
context.
A
And
we
so
we
are
seeing
conflict
as
the
existence
of
of
an
antithesis
and
evolution
as
not
a
straight
line.
So
what
we
are
trying
to
to
do
is
to
trying
to
to
have
a
platform
that
doesn't
get
stuck
when
conflict
arise,
but
rather
than
that
it
fuels
for
conflict
from
conflict
to
to
to
pro
to
propose
new
new
solutions
that
are
integrated
in
the
system
and
and
yeah.
A
This
is
what
we're
trying
to
do
with
gravity
so
that
those
are
not
so
much
affected
by
negatively
negatively
by
conflict,
but
rather
that
they
can
be
affected
positively
from
conflict
to
transform
and
to
respond
to
their
to
the
needs
that
that
conflict
was
was
was
trying
to
to
to
show
to
the
system,
and
this
take
us
to
to
the
framework
for
conflict
analysis
that
we
are
trying
to
promote
in
gravity
and
it
is
based
on.
First,
we
try.
A
We
make
an
identification
of
cases
and
we
have
a
referral
of
the
dispute
by
the
parties,
and
this
this
first
step.
We
can
associate
it
with
with
the
people
like
who
are
the
actors.
What
is
their
relationship
of
power?
A
What
what
are
their
interests-
and
this
is
what
we
call
the
observation
process
when,
when
a
a
conflict
arrives,
the
first
thing
that
we
try
to
do
is
to
map
who
are
the
actors
and
what
are
the
interests
and-
and
we
try
to
make
this
yeah
like
a
screening
of
the
of
of
of
the
of
of
the
initial
situation,
and
they
that
takes
us
to
the
to
the
second
step.
A
That
is
the
screening
of
the
dispute
and
invitation
to
attend
mediation
and
is
when
we
focus
on
understanding
the
problem.
When
we
try
to
know
what
is
the
context
of
the
problem,
what
are
the
arguments
of
of
the
that
are
faced
from
the
different
sides?
What
are
the
aspirations
and
interests
yeah?
A
What
is
the
reach
of
the
conflict
and
in
order
to
continue
on
the
on
the
process
there,
there
should
be
like
an
invitation
to
attend
a
mediation
or
to
attend
the
conflict
management
process,
and
that
means
that
there
should
be
willingness
from
the
actors
to
to
par
to
participate
in
the
process,
because
we
cannot
impose
this
process
to
people
who
who
don't
want
to
to
to
to
participate
in
it.
A
This
is
a
hundred
percent
based
in
consent
on
on
the
ideas
of
the
two
people,
thinking
that
that
through
communication,
they
they
can
reach
a
better
decision
than
the
one
that
they
can
take
without
communication
and
through
this
screen
screening
of
the
problem.
We
also
try
to
understand
the
feelings
that
that
are
involved
in
the
problem
and
and
that
are
triggering
the
part,
the
the
different
parts
with
that
we
jump
to
the
process
and
we
conduct
an
adr
process.
A
Looking
for
pos
for
possible
solutions-
and
this
is
that
we
have
a
joint
session
with
the
parties
and
we
try
to
look
for
possible
solutions.
But
before
having
a
joint
session,
we
have
caucuses
or
private
sessions
with
each
of
the
parties
to
try
to
to
for
to.
A
To
to
design
an
alternative,
because
yeah
and
and
this
is
something
that
that
I
learned
from
experience-
that
if
you
have
a
joint
session
without
without
having
the
proper
amount
of
of
private
sessions
before
the
the
mediation
process,
can
can
go
out
of
control
because
you
need
to
have
the
parties
more
or
less
to
to
to
agree
on
certain
points
so
that
after
it
during
the
mediation,
you
can
like
certify
those
agreements.
A
But
if
you
come
to
raw
to
a
mediation
without
having
like
communicated
well
with
with
the
parties.
During
that
mediation,
things
could
go
wrong
and
and
some
of
the
parties
can
like
go
out
of
their
optimal
arousal
zone
and
throw
the
the
process
down.
A
So
so
it's
important
to
have
a
good,
a
good
preparation
of
the
process
before
engaging
in
a
mediation
and
in
gravity
like
we
are
going
to
have
continued
education
alternatives,
and
we
are
going
to
have
later
a
course
that
deep
dives
on
mediation,
because
this
graviton
training
is
like
an
introduction
to
a
a
large
amount
of
topics
that
needs
like
everyday
practice.
And
after
this
graviton
training.
A
You
are
not
going
to
be
like
a
skillful
mediator
after
this
graviton
training
you,
you
are
going
to
have
like
the
basic
principles
and
the
basic
ideas
of
what
a
mediation
is
and
how
can
you
participate
but
for
sure,
but
but
everything
needs
practice
and
everything
needs
continued
education,
so
also
other
good
practice
that
we
have
been
doing
is
that
when,
when
a
conflict
occurs
and
a
mediation
happens,
we
always
have
like
one
more
skilled
graviton
and
one
graviton
that
is,
is
not
so
much
trained
so
that
they
can
understand
better
the
process
and
yeah.
A
That
way
we
can.
We
can
improve
the
the.
A
The
learning
curve
for
new
gravitons
to
know
how
the
process
works
and
to
get
skill
on
the
on
the
on
the
mediation
process
and
and
yeah
like
this.
This
this.
This
is
a
training
that
that
gives
a
lot
of
of
of
of
of
information.
A
But
the
idea
is
that,
after
this
training,
you
continue
engaging
with
gravity
and
that
you
continue
practicing
what
you,
what
we
learn
and
you
you
continue
helping
us
develop
even
better
our
processes,
because
yeah
the
gravitons
would
be
the
the
contributors
to
to
to
this
organization.
A
And
after
we
have
this
process
of
mediation,
we
have
a
post-mediation
administration
and
party
responsibilities.
That
is
that
we
try
to
look
for
possible
solutions.
Then
we
try
to
to
implement
an
agreement
and
and
be
witness
of
that
agreement
so
that
we
can
have
follow-up
mechanisms
of
the
agreement
and
we
also
sometimes
design
some
like
kpis
for
the
implementation
of
the
agreement
and
after
after
that,
like
a
month
or
or
two
two
weeks
ago.
A
A
So
so
gravity
aims
to
be
to
to
to
facilitate
a
conflict
management
cycle
for
dows
and
the
this
is.
A
An
infographic
that
I
have
to
thank
acid
laser
for
for
helping
me
do
it,
because
the
basic
idea
of
gravity
is
that
we
can
have
always
an
external
management
layer
that
is
involving
a
third-party
winner
with
authority
to
to
solve
a
dispute,
one
favor
or
the
other
to
to
yeah
to
solve
the
dispute
in
favor
or
one
side
or
the
another,
but
with
gravity
we
are
trying
to
to
to
implement
an
internal
management
layer
within
the
organization
where
the
decisions
are
not
taken
by
this
third
party,
with
authority
by
rather
and
rather
by
being
self-compositive
and
the
outcomes
of
of
a
dispute
emerge
from
dialogue
between
the
parties
come
from
compromising
for
win-win
solutions,
and
this
is
the
the
process
that
we
saw
before.
A
A
That
takes
us
the
if
they,
if
they,
if
the
conflict
can
can
be
solved
internally,
like
through
negotiation
between
the
parts
or
with
a
mediation
from
from
a
graviton,
then
we
have
like
in
an
internal
follow-up
of
the
decisions,
and
then
we
have
also
like
a
periodical
of
transformational
actions
to
work
on
prevention
and
then,
even
though
that
we
all
always
work
around
prevention,
we
are
also
always
going
to
have
referral
of
conflict.
So
this
is
like
a
cycle
but
and-
and
we
have
transformational
actions
that
that
can
help
solve
a
conflict.
A
But
if
the
transformational
actions
are
not
enough
to
solve
the
conflict,
then
we
can
always
jump
to
the
to
the
external
management
layer
and
and
and
and
have
an
arbitration
process
that
would
have
like
an
external
follow-up
but
yeah.
The
idea
is
that
not
everything
has
has
to
be
solved
by
a
third
with
authority,
but
that
rather
we
can
have
third
sites
that
only
facilitate
the
communication
between
the
involved
parts.
A
And
with
that,
I
want
to
invite
you
to
one
of
our
continued
education
activities
is
that
we
are
going
to
have
a
non-violent
communication
club
that
will
be
starting
this
thursday
30th
of
september
after
the
tc
community.
Call
that
is
8
pm
ct
in
the
dow
book
club
server,
and
you
can
join
the
the
discord
of
the
dow
book
club
here
and
the
pdf
of
the
book
that
we
will
be
reading
starting
on
chapter.
One
is
this:
one
is
non-violent
communication,
a
language
of
life
by
marshall,
rosenberg.
A
Could
you
drop
that
link
in
the
gravity
tech's
channel
just
because
we
can't
get
to
the
slide
yeah
perfect?
Thank
you
perfect.
I
thought
I
share
it.
Yes,
yes,
it
is.
I
shared
it
today
at
1pm,
oh
groovy.
Thank
you
yeah
also,
do
you
have
any
questions,
there's
other
things
that
I
missed
saying
but
yeah.
I
want
to
open
the
mic
a
little
bit.
A
A
Yeah,
but
the
the
idea
of
this
reading
is
that
sometimes
we
promote
false
selves
in
in
in
organizations
and
that
also
like
promotes
an
organizational
identity
and
what
is
a
false
self
in
an
organization.
A
It's
a
self
where
you
are
only
seen
like
an
object
or
like
as
a
as
a
part
of
of
of
like
a
wheel
in
the
in
the
in
the
in
the
structure,
but
we
are
not,
but
you
are
not
take
taken
as
a
as
a
full
individual
who
has
needs
besides
the
organization,
and
what
I
am
trying
to
to
say
is
that
we
should
promote
authentic
selves
in
in
organizations
and
what
is
authenticity,
authenticity
is
to
be
able
to
say
hey
today,
I'm
not
feeling
well,
and
sometimes
we
promote
these
false
selves,
like
you
have
to
be
good
all
the
time
you
have
to
have
be
available
all
the
time
and
you
have
to
to
to
deliver
all
your
things
perfectly
and
that
like
really
makes
a
false
idea
of
of
of
who
we
are
and-
and
we
should
promote
true
selves
and
and
spaces
for
for
for
to
have
like
this.
A
This
potential
space
that
can
come
out
of
conflict
to
to
be
something,
creative
and
and
yeah
to
not
invisibilize
the
this.
This
human
side
that
that
we
all
have.
A
Yeah,
like
sometimes
we,
we
only
talk
about
work
in
in
dallas,
and
that's
all
why
I
always
like
talk
about
that.
A
It's
important
to
have
lounges
or
or
or
spaces
for
people
to
talk
about
non-related
to
work
things,
because
we
are
not
only
like
the
avatars
in
our
screen
and
we
are
human
beings
and
we
all
have
different
problems
in
our
life
and
it's
important
to
be
to
to
to
have
a
space
to
feel
support
from
from
our
community
in
in
and
to
help
each
other
in
the
different
problems
that
we
may
be
leaving.
A
Maybe
you
are
acting
really
good
in
your
job,
but
you
are
having
an
interpersonal
conflict
and
and
that
that
that
isn't
making
you
to
be
happy
by
collaborating
and
and
the
organization
shouldn't
only
care
for
for
the
collaboration
to
reach
goals,
but
also
for
the
well-being
and
the
development
of
the
people
who
is
inside
so
yeah.
I,
I
think
it's
important
to
to
promote
safe
spaces,
to
talk
about
conflict
and
to
request
support
from
the
community,
and
this
also
fosters
advice
process
in
in
the
in
the
last
call.
A
And-
and
I
think
that,
through
lounges
and
through
safe
spaces,
we
can
make
that
our
organizations
and
house
understand
more
the
authenticity
of
the
people
and
and
actually
deal
with
people
and
not
only
treating
people
as
as
yeah
as
numbers
or
or
as
only
caring
for
their
contributions,
but
also
caring
for
the
well-being.
Also.
A
I
think
this
is
something
that
would
help
a
lot
the
tao
space,
because
dao's
are
trying
to
be
to
to
be
like
better
institutions
that
the
ones
we
have
now
and
I
think
that
that
to
have
these
better
institutions
is
not
only
to
make
them
like
faster
or
capable
of
doing
more
things,
but
also
that
the
people
who
participate
in
them
feel
well
treated
and
that
they
feel
that
the
that
their
their
needs
are
taken
into
account
in
the
system
and
also
that
they
have
a
voice,
because
we
cannot
promote
agency
in
the
dow
space.
A
If
we
don't
give
boys
to
the
people
and
and
giving
voice
to
the
people
is
making
all
these
safe
spaces
to
be
able
to
to
talk
about
conflict.
To
talk
about
diversity
of
points
of
view
and
and
to
to
to
recognize
that
shadow,
you
know
in
order
to
be
able
to
work
on
on
it,
because
if
we
never
recognize
the
shadow,
we
will
never
be
able
to
work
on
it,
and
and
these
these
spaces
bring
up.
The
shadow
in
organization
are
really
important.
A
Fine
you're
on
fire.
Sorry,
no!
It's!
I
have
a.
I
have
a
question.
I'm
holding,
I
missed
a
visual
like
I
just
wasn't
looking
at
it
as
much
as
I
wanted
to.
There
was
a
slide
after
the
swirly
ones
and
the
triangles
it
was
like
a
curlicue
and
then
a
bunch
of
triangles.
There
was
a
slide
after
that.
I
think
it
was
a.
A
A
A
Yeah,
thank
you
yeah.
I
can't
recall
where
I
see
things
we
get
so
many
things.
Thank
you.
A
conflict
transformational
platform
should
be
short-term,
responsive
and
long-term
strategic.
There
is
the
defining
characteristic
of
such
platform.
Is
the
capacity
to
generate
and
regenerate
change
processes
responsive
to
both
immediate
immediate
episodes
and
the
relational
context.
A
I
am
not
hearing.
Well,
sorry,
oh,
would
you
mind
check
linking
the
book
club
server
on
the
gravity
channel?
I
linked
one
on
there
and
I
asked
if
that's
the
correct
one,
but
I'm
not
sure
yeah
yeah
it
is
that
one,
the
dow
book
club
server.
A
I'm
sorry
yes,
but
I
will.
I
will
get
it
open
right
now,
and
the
other
thing
that
I
wanted
to
say
is
that
I
really
want
to
hear
everyone's
voice
here
and
the
ones
that
that
are
able
to
stay.
It
would
be
good
if
we
can
have
some
time
to
to
to
get
to
know
each
other
and
get
to
hear
different
voices.
A
I
I
felt
that
I
talked
like
an
hour
completely
and
and
yeah
for
me,
it's
really
important
to
to
know
which
brought
like
what
brought
you
to
this
to
this
training.
What
is
your
relationship
with
conflict
and
also
like
maybe
you're,
representing
a
organization.