Escalation of conflict, the use of progressively more contentious tactics, is not always intended. It may occur when parties become preoccupied with ideas or feelings that impair their ability to comprehend the situation and focus on the conflict issues. Action springing from such preoccupation can initiate a set of feedback loops that are self‐amplifying. In this article, I suggest that by raising their present moment awareness through formal meditation and informal day‐to‐day mindfulness practice, parties may reduce preoccupation and thereby amplification. Drawing on Friedrich Glasl's stages of escalation and Magorah Maruyama's work on change‐amplifying feedback loops, this article examines how mindfulness might contribute to a greater awareness of psychological and systemic factors that predispose disputants to escalation of their conflict.

Some of the most difficult conflicts of all are those grounded in identity, which can be analyzed in both personal and societal contexts. The author's goal is to conceptualize identity‐based conflict from a systems perspective. He uses ideas from psychology, social psychology, and organization theory, connecting them to concepts of “cybernetic control.” As is the case with Social Identity Theory, a major challenge for the negotiation field is to provide a better understanding of destructive forms of intergroup behavior and how belief systems allow group members to justify bad treatment of outgroup members.