The transformative power of pragmatism (Part 2)

How groups can benefit from a change in worldview

Conflict is inevitable. It’s woven into the fabric of human interaction, fuelled by our diverse perspectives, values, and goals. But what happens when conflict lingers, festers, and becomes a barrier to progress?

Continuing conflict stems not from our differences but from our rigid judgments of one another. It’s the rigidity that is the problem. When we cling to notions of right and wrong or good and bad, we see the other as one-dimensional; their only function is to act as a barrier to what we want. And we act as if their sole intention is to attack or hurt us.

Some authors have used the term ‘othering’ to refer to this phenomenon. We lose sight of the other as a human being in all their fullness, and begin to see just a projection of them relative to our own wants and needs.

How can we cut through this? How can we see the other again not as a caricature but as a complex, soft, warm human being - even in the heat of the moment?

After decades of working in conflict resolution, I have come to believe there is one core habit of mind or worldview that consistently helps to lessen conflict and thereby enhances trust and collaboration.

And that habit of mind is pragmatism. By pragmatism, I don’t just mean ‘being practical’; I mean pragmatism in the philosophical sense of William James, John Dewey, Charles Sanders Peirce, and others. It is an orientation to the world that drops all pretence of any person or behaviour being objectively right or wrong, good or bad. It simply asks whether what we are doing is helping us move toward our goals or if there is anything else we could do to move toward our goals more effectively.

Charles Pepper wrote very clearly about the contrast between mechanistic and contextualist worldviews in his book “World Hypotheses”. By ‘contextualist’, Pepper meant pragmatic. The mechanistic view has a ‘correspondence’ theory of truth where what is true corresponds to an objective underlying reality. That person really is evil, and I really am right. The pragmatic view has a functional truth criteria – what is true is what works. Pragmatists are simply not interested in who is wrong or right; they are just interested in what works to get to what matters. As indicated on the ACBS website, for pragmatists:

“the truth and meaning of an idea lies in its function or utility, not in how well it is said to mirror reality. The truth criterion of contextualism is thus dubbed successful working, whereby an analysis is said to be true or valid insofar as it leads to effective action, or achievement of some goal.”

I wrote about this idea of the transformative power of pragmatism earlier. In that piece, I explored the journey from personal introspection to the global application of the pragmatic worldview, touching briefly on its significance in moving beyond regret, evaluating societal norms and policies, addressing environmental challenges, managing scepticism and despair, cultivating effective global governance, and advocating for change rooted in collective values and objectives.

I want to elaborate on that earlier piece and explore why I think the pragmatic worldview is crucial for deepening relationships and creating more collaborative groups.

1. Regret Over Past Decisions:

Blame for mistakes is toxic in groups. Instead of dwelling on past decisions and regretting perceived wrong choices, adopting a pragmatic worldview involves shifting focus to the present and future. Rather than lamenting what could have been done differently, asking, “What can we do next to move toward what we care about?” redirects energy towards proactive problem-solving and personal growth. This approach fosters resilience and empowers individuals to make constructive choices moving forward.

2. Navigating Uncertainty:

Uncertainty creates stress, and ambiguity creates misunderstandings. Confronted with uncertainty and ambiguity, adopting a pragmatic mindset enables group members to navigate complex situations with more clarity and purpose. Rather than succumbing to indecision or fear of the unknown, embracing pragmatism involves focusing on practical actions that align with overarching goals and values. Asking, “What are the available options, and what are the potential outcomes of each?” empowers individuals to make informed decisions based on rational analysis and adaptive problem-solving.

3. Adapting to Change:

In a constantly evolving world, rigid adherence to fixed beliefs or plans can hinder personal and team growth. Embracing pragmatism involves embracing flexibility and openness to change. Instead of resisting or fearing change, asking, “What adjustments can we make to adapt to this new reality?” encourages resilience and innovation. This approach fosters adaptability, allowing group members to thrive in dynamic environments and capitalize on emerging opportunities.

4. Setting Goals Based on Values not Comparison:

Pursuing other people’s goals can lead to frustration, disappointment, and burnout. Embracing pragmatism involves looking inside to ask what matters most to us, here and now. Instead of comparing oneself to the standards of others, asking, “What practical steps can I take to make progress towards my (or our) goals?” encourages an authentic, heart-first approach to goal-setting, fostering motivation, resilience, and sustained progress over time.

5. Conflict Resolution:

However, pragmatism’s most potent impact on groups concerns team conflict. Viewing others as inherently wrong or bad often escalates conflicts and impedes cooperation. Embracing pragmatism in interpersonal interactions involves reframing disagreements as opportunities for collaboration. Instead of assigning blame or emphasizing differences, asking, “What could we do to move toward what we both care about?” fosters empathy, encourages compromise, and promotes mutually beneficial solutions. This approach strengthens relationships and cultivates a culture of understanding and cooperation.

These are just some ways that I think we might benefit from adopting a more pragmatic worldview. You can begin right now and in every moment by asking, ‘Is what I am doing working to help move me toward what I care most deeply about?’