ACResolution Magazine - September 2017

The National Dialogue of Mental Health issued a glossary of important terms in mental health. This glossary had its own biases (as all do), so for our event we supplemented it with some simple conflict-resolution guidelines. First, ask participants what they personally mean when they use whatever words they choose. Second, ask them what terms they prefer you use. Lastly, be ready to have language clashes, since this problem is so pervasive in mental health. At our dialogue event, we created a guideline specifically addressing these language sensitivities. Because we were mindful of language, and transparent about this problem with our attendees, our discussion circles were able to move past potentially offensive phrasings to discuss their underlying ideas.

3: SET THE STAGE FOR COLLABORATION

Once we appreciated the diversity of perspectives in mental health and prepared to deal with the minefield of different terms describing it, it was time to set the stage for our conversation. This was an especially daunting task, knowing that participants not only held contrasting perspectives, but that they were based on experiences that were sensitive and often trauma-related. We used three key guidelines to help attendees overcome these differences without overlooking their sensitivities.

First, we asked them to speak from their own experience. This meant a communal recognition that everyone had a unique perspective, and that we would respect each individual’s view as valid. It also prevented people from offending one another with loaded “you” statements.

Next, we asked participants to stay mindful that this dialogue event was a supportive space but not a support group. We stressed the need to stay on task and follow our agenda of brainstorming ideas for the White House. If anyone felt the need to seek their own personal support, we shared resources so they could find alternative outlets to do so. This emphasis on the agenda helped everyone work together toward a common goal.

Our final guideline suggested that we all try to assume the best intentions when a conflict occurred. In implementing this guideline, we figuratively threw our hands up in the air and commiserated around the complex differences surrounding this conversation. As a community, we accepted that sensitivities would get stirred, and acknowledged that those hurt feelings would be valid. But we also asked if we could stay united in the meeting’s purpose to help us continue moving forward despite that hurt. This spirit of collaborating through the clashes carried us through the four hours of discussion.

CONCLUSION: A TOOLKIT FOR MENTAL HEALTH CONVERSATIONS

The strategies we implemented at the National Dialogue worked. We were able to include diverse attendees because we were welcoming and validating to their varying perspectives. The group was able to overcome sensitive differences in terminology and ideas because our guidelines anticipated these challenges and because we fostered a common spirit of uniting behind a purpose-driven agenda to overcome these barriers.

Since that original event at John Jay College in New York City, MH Mediate and the CUNY Dispute Resolution Center have applied a similar approach to other dialogue and conversation events. Most recently, we have received a grant from the New York State Office of Mental Health to launch a “Talking Mental Health Toolkit” that teaches conflict resolution practices to help people support diverse choices, say the “right” thing, and get past positional conversations in mental health. Readers can sign up to receive it when it becomes available, by visiting www.mhmediate.com/toolkit

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