top of page

Books & Papers

Dialogue and Managing Societal Conflicts

Bernard le Roux

The parents were labelled "particularly difficult" after years of complaints about disability care. Bernard le Roux was brought in to mediate, and discovered something unexpected. The conflict led not to resolution but to a larger public dialogue on systemic change.

Bernard le Roux tells the story of mediating between a Swedish local authority and parents of two autistic adults who had been labelled "particularly difficult." Years of complaints had gone nowhere; an inquiry concluded the authority was "not at fault." Le Roux conducted separate dialogues with all stakeholders. For Albert, the shift was clear; collaborative care arrangements transformed his situation. For Marcia, ingrained patterns resurfaced despite good intentions. But something unexpected emerged: politicians ordered a larger public dialogue on how the municipality cares for disabled people. In his postscript, le Roux shares a striking insight from attending the conference: he'd been treating dialogue as a tool for intervention, but meeting practitioners showed him it's actually a way of relating and acting. "Mediation is a specialist intervention which seldom leads to changes in the system that causes the conflict itself." He uses Cape Fynbos fire ecology as metaphor: conflict, like fire, is essential for regeneration.

ACCESS RESOURCE →

Format

Paper

Category

Books & Papers

Topics

Dialogue in organisations and systems

Access

member

  • Page 1
bottom of page