Remote Conflict Resolution

Social media platforms WANT us to be divided. Why? Because outrage-inciting content keeps us online longer, increasing their advertising revenue. Researchers at NYU have found that Twitter, TikTok, and Instagram prioritise content with angry-face emojis and emotionally-charged moral language. With 'out-group criticism' driving likes, comments, and shares more than anything else, fuelling polarisation. Social media platforms literally want us to hate each other. Because division creates profit. I’ve wondered why, especially since COVID, the world seems so vitriolic. It makes sense now: social media use increased during lockdown. We were programmed to hate and given a voice without consequence or accountability. But now, as the researchers confirm, this online divisiveness has spilt into real-world hostility, misinformation, and violence. However, while platforms thrive on outrage, the study also notes they could just as easily reward constructive, prosocial content – IF WE DEMAND IT. So what can we do? → Stop feeding the outrage-seeking algorithms: don’t like, share, or comment on hate-bait. Pay attention to solution-oriented content instead. → Unfollow people who profit from creating division - your attention fuels their agenda and fills their pockets. → Comment with solutions, not blame. Angry commenting is more about you needing to express your anger than helping the cause. → Share to educate, not to incite “us vs them”. → Convert your anger into meaningful action and prosocial activism, especially offline. → Hate often reflects inner conflict: a dislike of oneself or one’s life. Check in with yourself before posting. What inner conflict are you avoiding by projecting anger and hate online? What else should we demand of social media platforms? How else can we hold ourselves accountable for exacerbating the divide? Thoughts? #socialmedia #community #mentalhealth

Improving both human-human and human-AI collaboration is vital. One of the best research domains is Wikipedia. A wonderful new study by Taha Yasseri uncovers recurring patterns of collaboration and conflict, and specifically how to maximize the benefits from using agents and bots in large collaborative pools. Here are some of the key insights in the study "Computational Sociology of Humans and Machines; Conflict and Collaboration" (link in comments): 💡 Collaboration Patterns Reveal Insights into Conflict Dynamics. Platforms like Wikipedia highlight recurring patterns of conflict and cooperation, such as "serial attacks" by experienced editors on novices and "revenge edits" in reciprocated disputes. Bots play a dual role, automating repetitive tasks while sometimes causing unique conflicts like persistent bot-bot reverts. Understanding these dynamics enables better system designs to foster collaboration and reduce friction. Lessons for Maximizing Human-AI Collaboration: 🤖 Bots Streamline Work but Need Thoughtful Integration. Bots effectively automate tasks like vandalism detection, freeing humans for higher-level contributions. However, their impartiality can disrupt social dynamics. Transparent and adaptive bot design fosters trust and smooth integration into workflows. 💡 Shared Goals Drive Consensus and Stability. Aligning human and bot efforts around shared objectives, such as content quality, promotes collaboration. Regularly updating guidelines and managing participant turnover ensure these goals continue to foster harmony. 🌟 Human-AI Synergy Unlocks Greater Potential. When bots function as co-participants, they amplify collective intelligence by processing data and supporting decision-making. Integrating bots at cognitive and informational levels allows teams to achieve results neither could on their own. 🔍 Cultural Context Enhances Bot Effectiveness. Bot behavior mirrors the cultural and linguistic environments they operate in. Tailoring bot frameworks to these contexts reduces friction and maximizes effectiveness in diverse communities. 🛠️ Transparent Design Builds Trust and Equity. Bots that exhibit predictable and clearly communicated behavior enhance human trust and cooperation. Transparent design, coupled with balanced automation and human oversight, ensures productive and fair collaboration. In any collaboration domain the judicious introduction of well-designed AI agents has the potential to result in substantially better outcomes. While there is a lot more research to do, this paper provides an excellent foundation for establishing the principles to apply.

Ever wondered what lies beneath the surface of your favorite online community? New research from the University of Washington illustrates the complexity and divergence of values within large communities. As communities expand, they develop intricate networks of subgroups, each with unique and conflicting motivations and beliefs. The study asked ~1,500 reddit community members from 600+ subcommunities to describe their community values. Nearly 50% identified "Quality of Content" as their top community value. While it seems everyone agrees, different groups mean different things by this term. Many researchers, executives, and even some experienced professionals overlook these differences, leading to misunderstanding of communities' needs and wants. Community members who prioritize "Quality of Content" have conflicting definitions of quality. Preferences vary widely: - Personal stories vs. articles - Novelty vs. familiarity - Education vs. entertainment - Spam-free content vs. other quality factors These preferences can differ between individuals and within the same person across different communities. The same applies to people who value “Community Engagement” or “Participation & Inclusion”. An even more striking example of conflicting values is evident among the 8% who ranked “size” as their top priority. This group was evenly divided between those who valued a small community and those who preferred a large one. This study illustrates that online communities are more complex than they appear. What works in one community might fail in another. Even within the same group, members often value different things. I also love how this paper shares their process in detail! This documentation gives community leaders useful examples for how to: - Discover what their community cares about. - Frame problems as clashes between values, not just technical issues. - Better understand and explain complex community dynamics By sharing their methods, the authors offer practical tips for seasoned community experts who understand the multidimensional puzzle of community values. Dive into the full paper “Making Online Communities ‘Better’: A Taxonomy of Community Values” linked below. How have you uncovered & managed conflicting values in your community?

💡 Compromise machine 🚀 A large language model (LLM) can help groups to reach a consensus by producing statements that are clearer and fairer than those written by humans. A chatbot-like AI tool developed by Google DeepMind has shown promise in helping people with opposing views find common ground. In an experiment with online discussion groups, the AI, named the "Habermas Machine" after philosopher Jürgen Habermas, synthesized diverging opinions and produced summaries that participants preferred over those written by human mediators. The AI was designed to foster compromise by incorporating multiple perspectives into a unified statement. In the study, 439 UK residents were grouped into small teams and discussed various public policy issues. Their opinions were fed into the AI, which generated overarching summaries that reflected the entire group's viewpoints. Participants were able to rank and critique the AI's statements, which were then refined into a final version. In a comparison, participants rated the AI's summaries as more representative, fairer, and clearer than those written by human mediators. External reviewers agreed, also giving higher marks to the AI's summaries. The research extended to a larger, demographically representative virtual citizens' assembly. This showed that after interacting with the AI, group agreement on controversial topics improved. The AI-mediated approach was not only time-efficient but also excelled in incorporating dissenting voices, making it more scalable than traditional methods. The experiment focused on four research questions: 1️⃣ Does AI-mediated deliberation help people find common ground? 2️⃣ Does AI-mediated deliberation leave groups less divided? 3️⃣ Does the AI mediator represent all viewpoints equally? 4️⃣ Can AI mediation support deliberation in a citizens’ assembly? While the study highlights the potential for AI to assist in democratic deliberations, it also underscores the importance of ensuring representative participation and fostering good-faith contributions. If properly implemented, tools like the Habermas Machine could significantly enhance collective decision-making across various domains, including policy debates and conflict resolution. By facilitating compromise and promoting inclusive dialogue, the AI offers a promising solution to foster collective action in an increasingly divided world. Do the risks outweigh the benefits? It depends on the context and safeguards in place. The benefits are compelling, especially in terms of efficiency and fairness. However, the risks, particularly around ensuring representative participation and preventing manipulation, are real and significant. I would love to hear your thoughts! #AI #LLMs

🚨 My latest Forbes Opinion Piece is live! 🚨 Over the last decade I have led high stakes cyber crisis response assignments as well as facilitated dozens of executive cyber crisis simulations with my clients and global leaders who go through our flagship Cyber Leadership Program (CLP). In my latest Forbes article I discuss five critical but often overlooked measures to boost cyber crisis response: 1️⃣ Manage team burnout and stress – rotations, counselling, and clear staff briefings prevent fatigue and fear from derailing response efforts. 2️⃣ Secure legal privilege early – without airtight legal frameworks, forensic reports may be exposed in litigation, as Optus discovered in 2023. 3️⃣ Seek legal injunctions – court orders can restrict third parties from spreading stolen data, minimizing reputational and regulatory fallout. 4️⃣ Draft holding statements in advance – pre-approved templates for media, regulators, high-value clients, and customers prevent delays and missteps under pressure. 5️⃣ Adopt a board-approved ransomware payment matrix – having predefined criteria avoids chaotic boardroom debates during high-stakes negotiations. 👉 These are not theories, but practical lessons from the frontlines of cyber leadership that often spells why some organisations quickly bounce back from cyber beaches while others are hacked into bankruptcy. Link in comments section. . I’d love to hear your views. What other essential measures are often overlooked in the heat of the moment. #CyberSecurity #Leadership #IncidentResponse #Forbes

As a cyber forensics and threat analysis expert, I’ve successfully negotiated with over 50 threat actors, achieving a 95% success rate as part of my incident response plan for Clients. Today was the 50th successful matter. Each encounter has been a masterclass in understanding human behavior, technology, and risk management. Here are my top learnings from these negotiations: 1. Patience under pressure: Staying composed is essential for strategic decision-making. 2. Clear and concise communication: Building trust through precise dialogue is key. 3. Understanding motives: Tailor your approach to the unique motivations of each actor. 4. Time sensitivity: Act swiftly but carefully—balance speed with thoroughness. 5. Adaptability: Always be ready to pivot strategies based on real-time intel. 6. Meticulous documentation: Every step needs recording for legal, analytical, and operational review. 7. Ethical boundaries: Safeguarding sensitive information and following legal guidelines is paramount. 8. Team collaboration: Bringing together legal, technical, and leadership teams leads to the best outcomes. 9. Constant evolution: Cyber threats evolve rapidly—so should our strategies. 10. Learning from every incident: Each case strengthens our response capabilities for future threats. The evolving cyber landscape demands continuous learning and proactive measures. Let’s stay ahead of the curve. #CyberSecurity #IncidentResponse #ThreatNegotiation #DigitalForensics #CyberForensics

✌ 𝐎𝐍 𝐋𝐈𝐍𝐄 𝐀𝐑𝐁𝐈𝐓𝐑𝐀𝐓𝐈𝐎𝐍: 𝑪𝒓𝒆𝒂𝒕𝒊𝒏𝒈 𝑵𝒆𝒘 𝑨𝒗𝒆𝒏𝒖𝒆𝒔 𝒃𝒖𝒕 𝑩𝒓𝒆𝒘𝒊𝒏𝒈 𝑴𝒂𝒏𝒚 𝑪𝒉𝒂𝒍𝒍𝒆𝒏𝒈𝒆𝒔!   The emergence of Online Dispute Resolution (ODR) has made possible technical as well as legal advancements in the context of arbitration. ODR platforms contribute majorly to the management of the proceedings, including virtual hearings.   Virtual arbitration speedily evolved with the advent of techno-legal tools. ODR is ensuring cost savings due to the elimination of logistics to a great extent.   While it offers many advantages, it also raises various legal and procedural issues. Many parties prefer physical means of proceedings. Due to technical glitches, interruptions, and potential security breaches during virtual proceedings,   𝐑𝐚𝐢𝐬𝐢𝐧𝐠 𝐨𝐛𝐣𝐞𝐜𝐭𝐢𝐨𝐧𝐬:   Many consider that ODR causes a technological disparity between the parties, Those who can deploy sophisticated technology get an advantage out of it. Fears are there about the misuse of sensitive information and documents shared. People also fear that confidentiality will be compromised in ODR.   It is true that establishing the authenticity of documents and evidence that are presented virtually is very difficult. Questions on the integrity of the evidence, including issues related to tampering and custody were reported. The credibility of witnesses when they testified remotely has been challenged.   Arbitrators' bias is another major complaint. Independence and impartiality of the arbitrators in virtual arbitrations have been raised, as the tribunal sits elsewhere.   In addition, the ODR is creating a potential dispute on the issue of the seat of arbitration. The selection of the seat not only designates the physical location but also establishes the legal jurisdiction., which in turn dictates the procedural rules and legal framework that will apply in the arbitration process.   Unlike traditional arbitration, where a physical place or jurisdiction can help in determining the seat, the virtual nature of online arbitration makes it difficult as there will be no specific geographical location. This situation raises complex legal and practical questions about the seat of online arbitration.   Under the principle of party autonomy parties can mutually decide the jurisdiction that will govern their arbitration. If parties agree to the seat of arbitration in the agreement itself there will be no issue.   If there is no prior agreement between the parties regarding the seat of arbitration, the arbitral tribunal, or the ODR platform shall determine the seat before the commencement of the arbitration.   If there is confusion with the seat of arbitration chosen by the parties, the doctrine of the most significant relationship may be followed. It is better if the parties include provisions for ODR within their arbitration clause.   #Professionels #India #arbitration #ODR #Seat

The biggest lie in remote work? That productivity trumps belonging. Here's the uncomfortable truth: Productivity is easy to measure. Belonging isn't. That's why so many leaders get it wrong. They chase KPIs and ignore the human element. But here's the reality: ↳ A team that feels connected will outperform a disconnected one every time. How to foster belonging in remote work: → Trust: Give autonomy, not constant oversight. → Develop: Offer growth, not just tasks. → Empathize: Understand struggles, don't ignore them. → Communicate: Create dialogue, not monologue. → Clarify: Provide direction, not confusion. It's not about forcing your team members to hug or have fun together. It's about 2 things. 1. Creating an environment where everyone feels valued. 2. Creating an environment where everyone feels understood. The result? A team that doesn't just work for you. A team that goes above and beyond for each other. — If you enjoyed this post repost it to your network ♻️ And follow me (Wouter Durville) for more.

Your colleagues are not your friends. Do your job. Get paid. Go home. I completely agree with this… If you want work to be a place of cold isolation that may eventually impact your wellbeing and productivity. Some of my oldest friends today, are people I worked with, from bosses to peers and even external collaborators (vendors & suppliers). And they made work better, happier, more engaging and satisfying for me. Humans by nature are communal creatures; we need to connect with others, feel part of the group. If you think about it, all the levels in Maslow’s hierarchy of needs are essentially about human connection; physiological needs, safety, love and belonging, esteem and self-actualisation all require human connection with others. In the past it was easier to create friendships at work because you saw people and interacted with them daily. Today, with remote and hybrid work, it’s a little harder but still doable. Here are some tips on building relationships with colleagues even when you rarely see them physically: 📌 Make the Effort: If you want to build relationships at work, you have to be intentional about it; reach out, communicate, interact, participate. 📌 Offer Value & Build Trust: As selfish as this may sound, people gravitate towards those who add value to their lives. And since value is subjective, start by being generally optimistic, positive, friendly and willing to be helpful. Make sure to follow through on promises. Consistency and reliability are important for building trust 📌 Use the Tech: Most of today’s workplace interactions happen with the use of technology; emails, instant messaging, video conferencing, etc. Use them. Don’t wait for a time when you can interact physically. 📌 Communicate Effectively: Because it’s harder to connect virtually than physically for most people, you’ve got to communicate more often and leave no room for ambiguity as virtual communication can be open to interpretation (and misinterpretation). 📌 Virtual Socials: Don’t limit workplace interactions to work stuff. Share personal interests and hobbies to find mutual interests you can bond over. I love the idea of a pyjama coffee meeting or virtual lunches with colleagues. Who doesn’t relax while drinking a beverage? Or in PJs? 📌 Celebrate Colleagues: Celebrate your colleagues’ achievements or milestones, professional and personal. Even small gestures of recognition go a long way in relationship-building. Building relationships in a remote work environment requires being proactive, patient, and empathetic. By actively engaging with your colleagues using remote tools, and finding ways to connect beyond work stuff, you can create strong and lasting professional relationships, even when you rarely meet in person. Do you believe in work-friends? How do you build and maintain friendships with remote colleagues? #LinkedInNewsEurope

In our team, we have 15 members working with us. If someone else was in our place, they would have started working out of the office. However, we still like to work from the comfort of our houses. Some say that working from home creates a huge gap among the team members since they don’t meet often. This can also lead to trust issues, decreased collaboration, and a sense of isolation. And they are right! You feel disconnected with your team (at least I have felt this) and it can be challenging to maintain the same level of camaraderie and teamwork that comes naturally in an office environment. To bridge this gap, we’ve taken some strategies and they’ve been working quite well for us: 1. Keep our cameras on: It wasn’t a rule in the beginning but now we have decided to follow it and trust me, it makes our interaction so much better. Seeing each other’s faces helps in making our conversations more personal and engaging. 2. A casual monthly interaction: Once a month, we have virtual meetings in which we talk about everything but work. These sessions are a great way to relax, have fun, and get to know each other better on a personal level. 3. Offsite activities: Since two years, we began meeting once or twice for some adventurous team outings. These activities not only break the routine but also help in building stronger bonds and creating lasting memories outside the work environment. Remote work definitely has some challenges but with the right initiatives, it’s possible to create a thriving and cohesive team. Do you think it is possible to work remotely if the organisation has over 100 employees? #RemoteWork #VirtualTeam #TeamCulture