Conflicts and Their Environments: What Does the Broken Windows Theory Tell Us?
- Tunç Karaçay
- Nov 27, 2024
- 5 min read
Updated: Jan 31
In conflict resolution processes, not only the steps taken but also the situations overlooked hold critical importance. In conflict environments, even small issues caused by disorder can escalate into larger and more complex problems if not addressed appropriately. Ignoring such disorders may harm trust, collaboration, and communication between the parties involved. From this perspective, we aim to draw a connection between the Broken Windows Theory — which seeks to explain the societal impacts of neglected disorders — and conflict environments. This theory is widely referenced across multiple disciplines for its insights.
Let’s start by briefly talking about this important theory of social psychology: Although the Broken Windows Theory is a theory that was put forward by an experiment conducted long before our time, it is still valid in many fields. The foundations of this theory were laid by an experiment conducted by Zimbardo in 1969. However, this theory became widely known and referred to as “Broken Windows — Police and Neighborhood Safety” after Kelling and James’ article published in Atlantic Monthly in 1982.
So, why were the windows broken in this experiment, and what do they represent? To understand this, let’s first explore how the experiment unfolded:
The experiment was conducted in two different neighborhoods in the United States. One is the Bronx in New York City, in the northeastern part of the US, where mostly poor people live and the crime rate is high. The other was Palo Alto, a district in California, where mostly rich people live and crime rates are very low.
Zimbardo placed an abandoned car without license plates in both areas and then began to observe the reactions of the residents. In the poorer Bronx neighborhood, the abandoned car was vandalized within the first 10 minutes. Within 24 hours, all the valuable parts of the car were removed and then the car continued to be randomly vandalized.In California, the situation was different. In Palo Alto, which has a more affluent neighborhood structure and where wealthy families live, unlike what happened in the Bronx, no damage was done to the car for the first week. At this point, Zimbardo made the move that gave his name to the experiment and theory: He broke the windows of the car in Palo Alto. The car was no longer just abandoned, but the windows were broken. And what was the result after this move? As in the Bronx, the car was soon destroyed and smashed to pieces.
Broken Windows and Conflict Processes
The broken windows theory argues that small irregularities can lead to bigger problems if not addressed in time. People naturally respect a well-functioning order, but when disorders arise and are ignored, this respect is undermined. For example, when a window is broken and not repaired for a while, this creates the perception in society that “nobody cares” and opens the door to other violations. This issue is much discussed in crime theories and studies in this field. Similarly, conflict dynamics operate in much the same way. When factors that escalate conflict begin to dominate an environment, trust, communication, and collaboration between the parties involved may suffer. Every unresolved conflict, much like an unrepaired broken window, can trigger additional fractures and larger issues if not properly addressed at the appropriate stage of the conflict.
In this context, let us delve deeper into the relationship between the Broken Windows Theory and conflict resolution by exploring three key dimensions of this analogy:
1. Culture of Ignoring and Conflict
The broken windows theory emphasizes that small disorder can lead to bigger problems if not addressed in a timely manner. In the same way, ignoring conflicts or not implementing solutions in a prompt manner can lead to bigger and more complex problems. Of course, ignoring or avoiding can be seen as one of the conflict resolution styles. But if ignoring becomes a culture without reflecting on the dynamics of the conflict, small signs of conflict can quickly be dismissed as non-existent. At first, these minor violations or conflicts may be downplayed, creating the perception at a societal or organizational level that “no one cares about this”. This perception can set the stage for larger conflicts and problems, as individuals or groups may shape their behavior in the belief that such irregularities and conflicts cannot be accommodated or resolved. In this context, it is possible to see the broken windows in the experiment as a culture of conflict avoidance.
2. Ongoing Competitive Attitudes and Language
As observed in the Palo Alto experiment, even individuals who initially show no inclination toward vandalism or aggression may gradually normalize destructive behavior when they perceive disorder in their environment — such as a broken window. A similar process unfolds in conflict resolution contexts dominated by competitive and confrontational language. Parties that might initially focus on solutions can, under the influence of rivalry and negative discourse, adopt approaches that deepen the conflict. The disorder symbolized by the broken window mirrors the chaos created by negative and competitive language in conflict situations. Such language weakens cooperation between parties and makes the environment more chaotic. In this sense, the Broken Windows Theory suggests that when aggressive and competitive language prevails in conflict resolution, minor disagreements can escalate into uncontrollable and far more challenging disputes. This language and attitude, like broken windows that cannot be repaired, can lead to a deepening and escalation of the conflict.
3. Moving Away from Needs and Sticking to Positions
In conflict resolution, it is very important for the parties to try to understand each other’s needs. As mentioned in previous conflict analysis tools, this understanding can be explained through onion model analysis. However, focusing only on the positions of the parties and ignoring their needs can damage communication and cooperation between the parties, just as broken windows cause more damage. In other words, in conflict processes, if the parties communicate only on the basis of positions without discussing their needs and the objective conditions of the conflict, this approach will deepen the conflict. At this point, it would be appropriate to liken broken windows to positions that are built like walls in conflicts. If this behavior becomes a habit, it can become a way of approach for all parties. Just as the destruction of a car with broken windows continues… This has a negative impact on the environment and can lead to the conflict becoming more and more complex.
From Zimbardo’s experiment to the present day, Broken Windows Theory provides a valuable framework for understanding the dynamics of relationships between individuals and groups. In conflict resolution processes, this framework appears as broken window in the form of a “culture of ignorance, competitive attitudes and stick to positions”. When these attitudes and behaviors take root and become normalized, they can negatively affect conflict resolution. In this way, various noises begin to emerge in communication. These noises appear as an obstacle to solution-oriented communication. Therefore, when analyzing conflicts, it is necessary to examine the habits and structural features of the conflict environment as well as interpersonal relations.
In other words, it is of great importance to understand what the broken windows corresponds to in the conflict resolution process and to create an environment where the windows are not broken. This contributes to healthy relationships and a positive communication environment, so that conflicts can be avoided and effective solutions can be found.
Thank you for reading our post! At Conflictus, we eagerly await your feedback and insights.
Tunç Karaçay
Conflictus Conflict Resolution Training and Consultancy
🔗 Learn more about our services: Conflictus Website
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References:
Folger, J. P., Poole, M. S., & Stutman, R. K. (2017). Working through conflict: Strategies for relationships, groups, and organizations (7th ed.). Pearson.
Harcourt, Bernard E., and Jens Ludwig. “Broken Windows: New Evidence from New York City and a Five‐City Social Experiment.” The Law School, The University of Chicago, June 2005.
Kelling, G. L. and Wilson, J. Q., (1982). “Broken Windows”, Atlantic Monthly, 249(3), p. 29–38.
Zimbardo, Philip G. The Lucifer Effect: Understanding How Good People Turn Evil. Random House, 2007.
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