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with those tendencies toward indifference and reciprocal skepticism that triggered
the relational framing of the conflict. In this sense, the root activated by empathy
may support those attempts at conflict management in which persons may still
be involved following the principle of responsibility (Zamperini 2007 ), that is,
when the emotional basis of the contraposition has not been transformed into
dehumanization.
Being supported by an “embodied simulation” (Gallese 2005 ), empathy may
introduce the dynamics of creative thought into conflict management, although it
cannot be considered a magic wand since its cognitive and emotional impact is
regulated by uncertainty. There are, in fact, no “exact” conditions that can trigger
a positive influence of empathy in conflict management. Empathy is a state of
understanding nuances that persons in conflict may use only if they recognize the
importance of “approximation” (Pagliarano 2013 ). When permeable to the magnetic
field of empathy, conflict is sometimes able to invoke resources useful for the
rejection of extreme positions and may bring about a recognition that differences
are not as great as originally perceived.
Although it could be considered an ephemeral and evanescent reality at a socio-
epistemic level, empathy aims at establishing the metarelation of trust (Hunt 2010 ;
Mininni 2013 ) also in those who, being in a situation of conflict, find difficult to
consider it reasonable.
References
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