When to use it
A useful fit
Use it to decide whether informal facilitation is still suitable or whether an independent mediator or authorised intervention is needed.
Know the limits
Do not wait for a stage assessment before responding to harassment, threats or unsafe conduct through the appropriate process.
How to use it
- Separate the disputed issue from behaviours and consequences.
- Assess whether the parties can engage voluntarily and safely.
- Choose a suitable facilitator or decision route, agree immediate boundaries and monitor changes.
Worked example
Two workstream leads disagree about an interface. The discussion turns into accusations in public meetings. The sponsor separates the urgent interface decision from the relationship issue and arranges a neutral facilitated conversation.
Illustrative scenario by fannarmaximus; not an official exam question.
Common pitfalls
A manager who is a party to the dispute may not be an appropriate neutral facilitator.
Attribution & sources
Friedrich Glasl’s work on escalation is credited by the series. This is an independent practical discussion, not a reproduction of his staged diagram.
The citations below identify authoritative references for this topic. They do not imply endorsement or reproduce the bodies’ competence lists.
- Glasl, F. (1982). The process of conflict escalation and roles of third parties. In G. B. J. Bomers & R. B. Peterson (eds.), Conflict Management and Industrial Relations (pp. 119–140). Boston: Kluwer-Nijhoff. https://doi.org/10.1007/978-94-017-1132-6_6