Written Off: Three Steps to Move Forward When You Feel Rejected

Dan Berstein

Whatever the reason for it and whoever it comes from, rejection hurts. 

In 2022 I wrote a book called Mental Health and Conflicts: A Handbook for Empowerment with hopes to teach people skills for managing challenging behaviors without writing off people with mental illnesses. At the time, this book represented a culmination of my life’s work and it meant a lot for to me that it found a home at the American Bar Association (ABA). 

Three years later, my ABA affiliation was unfortunately terminated following a difficult saga, for me and many others, as I was wrestling with interpersonal struggles and bipolar symptoms.   The news of my termination was very difficult. I have been hospitalized five times due to my bipolar disorder–always during times when I became overwhelmed by similar interpersonal challenges. During each episode, I would break down, my mind would get stuck on a problem, and I would decompensate into mania or even psychosis. My condition has a high risk for instability and suicide, with research showing that each subsequent episode means a decreased odds of returning to normal functioning.1

Being terminated from the ABA overwhelmed me. It was a sudden emotional crisis that put me at risk. I required emergency medication, emergency therapy sessions, and emergency support from friends and family. We summoned all of the lessons from decades of managing my condition in order to make it through.

Even though it was an immensely challenging period in my life, this time something was different. In 2023, and as part of my professional work as a conflict resolver, I had developed a system for responding to avoidance, rejection, and social exclusion. I presented a three-step model to get through these especially challenging situations, which I call the 3 R’s, at the Association for Conflict Resolution conference and the Academy of American Law Schools ADR Works-In-Progress conferences.

Without the skills of the 3 R’s, I do not know how I would have coped with being terminated. That system consists of:

  • Respect.
  • Reply.
  • Reorient. 

The 3 R’s approach readily lends itself to any situation and can be easily used by anyone when they face rejection from friends, family, colleagues. Here’s how it works:

1. Respect the person’s decision even if you find it stigmatizing or you disagree with it.

While it is tempting to try to convince them of your worth, dispel lies or inaccuracies, and seek ways to still have the relationship, it can also be dangerous. 

Sadly, I’ve learned in my life that, given I’m open with my bipolar disorder, it is easy for people to stigmatize my persistence to fight being rejected. Studies have shown that it is common that people with bipolar disorders are sensationalized in the media (such as TV shows or movies, and other portrayals).2 There is also research that shows people are more likely to worry someone that has a mental health problem is some kind of stalker.3 Amidst that kind of climate, it can be risky to continue contacting someone who may be seeing any follow-up through a stigmatizing lens. Arguing with their portrayal may only feed into the narrative.

Stigma aside, in any conflict it is helpful to separate the person’s decision to cut contact with you from the explanation you are given or the style with which it is delivered. It may feel offensive, demeaning, disrespectful to be ghosted or to hear a story that does not ring true or clearly is contrived. But no matter how poorly implemented or inaccurate the rejection may seem to be, it still provides notice of a decision: however painful the circumstances, this person wants to diminish or end their relationship to you.

Years of dispute resolution have taught me to prioritize self-determination,4 and made it easier for me to come to a place of accepting that a person made a rejection decision. 

While it does not feel good to be rejected, it has been a relief to readily accept it instead of debating. If there are other problems related to what is happening, such as bullying or discrimination, it still can be best not to fight and instead look for other kinds of support.5

2. Reply one last time to confirm the boundary.

You may not always get a formal letter or confirmation (such as a letter of termination–like I received) when it comes to rejection and social exclusion with friends, family, or others.

We live in a world filled with “ghosting” patterns–where people just pull away without contact–and things are left rather ambiguous and unclear.6 Sometimes it can be extremely ambiguous, such as in one of the latest dating trends where people engage in “breadcrumbing” to keep romantic partners on the hook or on hold.7

This is why, whenever anyone seems to be avoiding contact with me, I send one final reply to let them know that I am acknowledging what I perceive to be their boundary to be and that I plan to follow it. Depending on your personal boundaries, you might also let them know you are available in the future if they change their mind on reconnecting. In the course of my mental illness discrimination advocacy work, I typically take that approach, with hopes that one day the people or organizations who are avoiding me will evolve and want to engage. In that case, I want them to know the door is still open for that.

Sending this reply is important because it is possible–given any ambiguity–that there was a misperception. Sometimes people will immediately let you know that they didn’t mean to make you feel rejected and they might undo the boundary. On the other hand, if they are intent on the rejection, your reply documents that you are honoring their boundary and that record can be helpful, particularly to guard against the stigmas mentioned earlier.

3. Reorient to next steps rather than stay stuck in pain.

This is my favorite “R” because this approach has truly changed my life. Before the 3 R’s, I would stay fixated obsessing on hating myself, endorsing self-stigmas, wallowing, and reliving the loss over and over whilst descending into a dark place in my mind.

But there is another way. If we commit to focusing on reorienting ourselves to discover new opportunities, we can enrich our lives. Since I started using the 3 R’s model in my life, I have connected with new friends and colleagues, developed new projects and partnerships, and become active in new communities–all because I decided to immediately accept the person’s decision to cut contact with me and start looking for new people and places to be involved instead. Since 2023, when I first created this system, my life has grown at a meteoric rate with many new opportunities which I have found and nurtured every time I reorient.

My initial connection to Australia came by my efforts to reach out to someone in early 2024 and during a time when I received a different rejection letter related to my anti-discrimination advocacy work. This new relationship was a welcoming one where we collaborated on programs, and eventually led to a conference invitation from someone else and then to my writing on this Blog. None of this would have happened if I had not decided to reorient and move forward. And that example is just a fraction of the rich relationships I have developed when I took chances on reorienting toward new things instead of fighting to cling onto what I had already lost.


I am sad that my bipolar disorder and interpersonal struggles led to difficult circumstances with the ABA and led to my termination. At the same time, I am grateful that the 3 R’s helped me get through it and land on my feet. This method has helped me in a time of need where I have felt unwelcomed in any community or with any person. Remembering to do it when I am feeling hurt has allowed me to make healthier, more empowering decisions.

Even when I was so dysregulated by my serious mental illness and wrestling with an influx of distressed energy, I was still able to tap into those 3 R’s to ensure I made the best possible decisions to:

  1. Respect peoples’ choices instead of fighting to prove my worth,
  2. Reply to work things out instead of begging to return, and,
  3. Reorient to fill my life with opportunities that were a better fit for me and my sometimes-challenging mental health problems.

I will still love the American Bar Association, albeit from afar and via nostalgic memories, I still have a page posted summarizing much of my anti-discrimination work there and other projects from my four years as Co-Chair of the ABA’s Dispute Resolution Section Diversity Committee. During this time, I made many friends and did a lot of important work. Though I will certainly miss being connected with so many great opportunities and new ideas, I will keep reorienting amidst the loss. Meanwhile, I will always recommend that anyone who does have access avail themselves of the myriad of resources disseminated by the ABA and often developed from their community of over 200,000 members.

The 3 R’s have helped me prevent complete breakdowns and manage challenging times in my life. These skills have helped me find and new opportunities during times I might have otherwise fallen apart. Anyone can use this simple yet powerful system when they face rejection in their lives.

Author Biography

Dan Berstein is a mediator living with bipolar disorder who uses conflict resolution best practices to promote empowering mental health communication and prevent mental illness discrimination.  His company, MH Mediate, has helped thousands of professionals and organizations be empowering, accessible, and non-discriminatory toward people with disclosed or suspected mental health problems. Dan holds degrees from the Johns Hopkins School of Public Health and the Wharton School. He is the author of the 2022 book, Mental Health and Conflicts: A Handbook for Empowerment.


  1. Gergel, T., Adiukwu, F., & McInnis, M. (2024). Suicide and bipolar disorder: opportunities to change the agenda. The Lancet Psychiatry; Peters, A. T., West, A. E., Eisner, L., Baek, J., & Deckersbach, T. (2016). The burden of repeated mood episodes in bipolar I disorder: results from the National Epidemiological Survey on Alcohol and Related Conditions. The Journal of nervous and mental disease204(2), 87-94. ↩︎
  2. Klin, A., & Lemish, D. (2008). Mental disorders stigma in the media: Review of studies on production, content, and influences. Journal of health communication13(5), 434-449. ↩︎
  3. Wheatley, R., & Underwood, A. (2023). Stalking and the impact of labelling “There’sa difference between my offence and a stalker”. Journal of criminal psychology13(2), 91-104. ↩︎
  4. Baruch Bush, R. A., & Berstein, D. (2023). Orienting Toward Party Choice: A Simple Self-Determination Tool for Mediators. J. Disp. Resol., 1. ↩︎
  5. Tuckey, M. R., Li, Y., Neall, A. M., Chen, P. Y., Dollard, M. F., McLinton, S. S., … & Mattiske, J. (2022). Workplace bullying as an organizational problem: Spotlight on people management practices. Journal of occupational health psychology27(6), 544. ↩︎
  6. Freedman, G., Powell, D. N., Le, B., & Williams, K. D. (2019). Ghosting and destiny: Implicit theories of relationships predict beliefs about ghosting. Journal of Social and Personal Relationships36(3), 905-924. ↩︎
  7. Navarro, R., Larrañaga, E., Yubero, S., & Víllora, B. (2020). Psychological correlates of ghosting and breadcrumbing experiences: A preliminary study among adults. International journal of environmental research and public health17(3), 1116. ↩︎

Are frameworks useful to help understand complex conflict contexts?

This post is republished with permission from the Conflict Management Academy.

Claire Holland and Judith Rafferty, conflict management specialists, academics, researchers and trainers with the Conflict Management Academy (CMA), say YES! According to Judith and Claire, frameworks are a useful way to break down and look at complicated conflict situations in a way that can bring greater awareness, understanding, and clarity to the situation. It’s not suggested that frameworks simplify the conflict, but that they are useful to make the conflict appear more manageable.

Practically, a framework can help to better understand a complex conflict by allowing the user to view the conflict through different lenses. Frameworks can also suggest multiple ways of thinking about the issues at hand, help the user to develop a more detailed and holistic picture of the conflict, and then consider multiple opportunities to work with the conflict. Claire and Judith suggest that using frameworks in conflict management contexts have multiple benefits, including:

  1. Assisting conflict management specialists, like mediators, conflict management coaches, and HR professionals, to work with clients to gather necessary information about the conflict and its context, and decide on next steps.
  2. Supporting clients to take a step back or ‘go to the balcony’ and perhaps not react out of habit and prior learned behaviour, but to suspend judgement on the situation until a more holistic analysis of the situation has been conducted.
  3. Thinking about future options that might be quite different from a conflict parties’ initial reaction to the situation once the conflict has been considered through different lenses.
  4. Focusing on long term strategies to manage the conflict by considering how the conflict may play out overtime. Looking at a conflict through an analytical lens and framework helps the user to determine if the issues in the conflict are suited to resolution or require alternative approaches to manage the conflict.

Conflict Analysis Framework

Drawing on years of teaching, research, and conflict management practice, Judith and Claire, have developed a framework to support conflict management specialists and conflict parties better understand ‘what is going on’ in a conflict situation. Drawing on multidisciplinary scholarship, including conflict studies, psychology, management, history, political science, etc. the Conflict Analysis Framework guides users through a step-by-step process to compartmentalise a complex conflict into more manageable segments for analysis.

Spencer, Barry, and Ojelabi in their text Dispute Resolution in Australia provide only a short commentary on conflict analysis. While they note that it’s not easy to analyse complex conflicts, they suggest that conflict specialists would ideally have knowledge of multiple analytical tools and models to help them collect information about the conflict, understand the conflict dynamics and to support the conflict parties to constructively manage or resolve the conflict. Condliffe, in his text Conflict Management: A practical guide, leads the reader through a process of ‘understanding conflict’ and presents several considerations in ‘responding to conflict’. Condliffe outlines several models of conflict but does not provide a clear overarching framework for analysis.

Several scholars and practitioners have introduced frameworks or tools to support conflict analysis. For example, Furlong, in his book The Conflict Resolution Toolbox, introduces 8 different models that help analyse and intervene in conflict, all considering different aspects of the conflict. This resource is particularly useful for interpersonal, less complex conflict situations. Bright’s Conflict Mapping Chart, lists specific elements for consideration in a conflict analysis process, aimed at analysing complex conflicts. Referring to Wehr’s Conflict Mapping Guide and Sandole’s Three Pillar Approach, Bright’s mapping chart describes five key steps to consider for analysis, informing a sixth step of conflict intervention. Judith and Claire have previously used this Chart in their teaching, as well as to develop engaging resources to be used for teaching conflict analysis.

Drawing on the work of colleagues and contemporary scholars, Claire and Judith have developed an 8-step framework for conflict analysis that will be introduced in their webinar Beyond Resolution: A planned approach to conflict engagement, available to view on demand on the CMA website.

Planned Approach to Conflict Engagement

Many conflicts have resolvable elements, but may also have ongoing aspects. For example, a divorcing couple may be able to negotiate and decide on selling the family home. However, decisions about their children’s future education, extracurricular activities, health, nutrition, etc., can’t really be negotiated as a one off, but will need to be managed for as long as both parents are involved in their children’s upbringing. So in the conflict analysis process that we described above, it is important to recognise the different aspects of a conflict, e.g. as resolvable or ongoing elements, and address them appropriately. Judith and Claire have developed a framework to support parties consider their options for “conflict engagement” as an alternative approach to dealing with conflict when elements of the conflict may be ongoing, and where resolution is not possible, or may be ill-advised.

The Planned Approach to Conflict Engagement, or PACE for short, draws on multidisciplinary scholarship, such as Bernard Mayer’s book Staying with Conflict: A strategic approach to ongoing conflict, Sam Hardy’s book Conflict Coaching Fundamentals: Working with conflict stories, as well as contemporary literature on neuroscience, psychology and emotions, including Judith’s recently published open access educational resources. PACE has also been informed by Judith’s and Claire’s own research and practice as conflict management specialists, including in Australia and in culturally diverse settings like the Central African Republic, Rwanda, the Philippines and refugee camps on the Thailand-Myanmar border. They have published a blog post and a journal article about their work as mediation specialists in some of these settings, discussing the adaptation of mediation models to different cultural settings.

Claire and Judith suggest that the development of a constructive and sustainable conflict engagement plan is ideally based on an exploration of several key areas, which they describe in detail in PACE. With the assistance of a suite of prompt questions and models for categorization for each of these key areas, the PACE framework assists conflict parties in deepening and expanding their understanding of the conflict itself as well as their options to engage constructively in the conflict over time. Some key recommendations for a sustainable approach to engagement in ongoing conflict include that parties:

  1. Have understood the ongoing nature of at least some aspects of their conflict, and
  2. Develop a plan to manage their emotions, energy, and access to resources and support long-term. This point is important so that parties don’t burn out and can continue to stay productive and engaged in the conflict over time.

In the webinar Beyond Resolution: A planned approach to conflict engagement, available to view on demand on the CMA website, Judith and Claire are introducing their PACE framework in addition to the Conflict Analysis Framework. They will also offer training on the Planned Approach to Conflict Engagement (PACE) Framework on the CMA platform.