Models and Applications of Conflict Resolution, CPDS 524

1. Models and Applications of Conflict Resolution, CPDS 524 • Negotiation Theory and Practice • Mediation Theory and Practice • Facilitation Theory and Practice • Diplomacy • Arbitration, Adjudication & Humanitarian Intervention • Indigenous and traditional Mechanisms of Conflict Resolution in Nepal Lecture by:Ram Thapaliya, Ph.D, Crisis Management.

2. Geographic Region of Disputes

3. Objectives of formal peace education

4. KNOWLEDGE Ourselves and others/Rich and poor Peace and conflict/Our environment Religious education/History Geography Science Literature: Regarding and analyzing literature written about peace and conflict

5. ATTITUDES • Human dignity: sense of their own worth as individuals, and others, and of the worth of their particular social, culture and family-ground. • Curiosity: Issues related to living in a multicultural society and an inter-dependent world. • Appreciation of other culture • Empathy: Willing to imagine the feelings and viewpoints of other people. • Justice and fairness

6. SKILLS • Enquiry: Should be able to find out and record information about world issues. • Communication skills • Grasping concept: Should be able to understand certain basic concepts relating to world society and to support and also test them. • Critical thinking: Should be able to approach issues with an open and critical mind and to change their ideas as they learn more. • Political skills: Ability to influence decision-making

7. Formal Peace Education • Religious education (looking at the peace messages from each religion) • History (studying significant examples of nonviolence and peace-building) • Geography (tackling prejudice/ to judge prematurely and irrationally and showing the inter-relatedness of people) • Science (raising questions about human needs and scientific responsibility) • Literature (reading and analyzing literature written about peace and conflict

8. Objectives of study

9. Civic Education • Civic education is about citizenship, about what it means to be a citizen – about the rights and also the responsibilities of being a citizen of the nation. (Nation-Building, Democracy, Good Governance, Constitutionalism, Human Rights) • Civil education for democratic citizenship, the components of which are: Human Rights education, education for the Culture of Peace, learning Tolerance and Global Partnership development, fosters mutual understanding, intercultural dialogue, gender equality and harmonious solidarity-based attitudes among people. (Community Development, Gender equality program, Social Responsibility in Media, Organizational management, Environment Public Advocacy)

10. Defining recognizing and analyzing the conflict • Child-Conflict may be about ownership of a toy or it may be a dispute about the rules of a game. • Termination strategies can be unilateral (eg; power assertion, coercion) or bilateral. • For instance, when children negotiate or use conciliation to end their dispute.

11. What is CONFLICT?

12. Human factors and the nature of conflict • The seeds of conflict are planted when disharmony is felt within any one of the participants. • When disagreement is poorly dealt with, the outcome can be contention. Contention creates a sense of psychological distance between people, such as feelings of dislike, bitter antagonism, competition, alienation, and disregard. • when things go wrong. We may suffer for a long time before bringing issues up. This is especially so during what could be called a "courting period." Instead of saying things directly, we often try to hint.

13. Defining and analyzing cont… • The basis of conflict resolution is problem solving. • Conflict is not necessarily evil or a failure of an existing system. • Conflict can have constructive or destructive outcomes. • Conflict is caused by many different kinds of events. • Clear and explicit expectations are a part of the resolution process. • Conflict can be positive and negative. • Conflict can be managed constructively through communication. • Not all conflicts lend themselves to joint or negotiated endings. • Joint processes can be creative. • Joint processes can be structured to help everyone work together effectively. • Most people tend to approach a conflict with some expectation in mind. • Conflict resolution skills include analyzing the conflict situation; bringing parties together; helping parties shift focus from win/lose competition to joint problem solving; building cooperation and trust; and communication skills of observing, listening, and speaking.

15. Philosophy of conflict resolution Conflict Theory emphasizes a person's or group's ability to exercise influence and control over others. It posits that individuals and groups struggle to maximize their benefits, inevitably contributing to social changes. It proposes that continual struggles exist among all different aspects of a particular society. These struggles do not always involve physical violence; they can be underlying efforts by each group or individual within a society to maximize its benefits.

16. Philosophy of conflict resolution • The field of conflict studies is an extremely rich area for study. • We should look forward to an exciting adventure as we pursue study of conflict resolution. • The theory can be applied on both the macro level or the micro level. The conflict theory basically states that all problems are caused by different groups and their status and how they compete for the necessities and not-so-necessities in life.

17. Skills for conflict resolution • Communication Skills, Creativity Skills, Decision-making skills, entrepreneurial skills, Ethics Inter-personal skills (changing personal behavior), leadership skills, management skills, networking skills, personal management skills, planning skills, presentation skills, selling skills, stress managing skills, team working skills, time management skills, writing skills. (Creative, critical and system thinking)

18. Pioneer of conflict theorists • Conflict theory was greatly influenced by Karl Marx, 1818-1883 • Elaborated in the United Kingdom by Max Gluckman, 1911-1975 • John Rex, 1925, in the United States Lewis A. Coser, 1913-2003, • Ralf Dahrendorf, 1929, Germany

19. Pioneer of conflict theorists • Jane Addams (1860-1935) demonstrating that human beings live complex social lives that cannot be sealed off into compartments that have little to do with one another

20. Class conflict • Proletariat and bourgeoisie • The bourgeoisie is one of the wealthy classes into which a Society is typically divided, according to certain western schools of economic thought, and proletarian was identified as those people who have no other wealth than their sons; the term was initially used in a derogatory sense, until KarlMarx used it as a positive term to identify what he termed the working class. • Capitalism and socialism Note: It is the theory that a continual struggle exists between all different aspects of a particular Society. • Functionalism (as an equally acceptable theory, since it would accept that even negative social institutions play a part in society's self-perpetuation and also a society are interrelated as a whole) “social anthropologist Bronislaw Malinowski (1884-1942)”

21. Primary methods of research in the study of conflict and its resolution

22. Question for conflict management change for organizational stakeholders

23. The Human Relations perspective and Conflict Styles, (Rubal and Thomas 1976

24. Modes of conflict • Strikes • Domination • Competition (Competition rather than consensus is characteristic of human relationships) • Structural inequality • Revolution (conflict between competing social classes rather than through • power (politicians are competing to enter into a system; they act in their self interest, not for the welfare of people) • War • Note: Race and ethnicity, gender, religion, regional concept

25. Defining ConflictPreventing it or learning how to handle it. • Some typical definitions of conflict include: • • Differences of opinion • • Disagreements on how to handle issues • • Complaints about performance or direction • • Financial disagreements • • Criticism of behaviors or attitudes • • Fighting with one another • • A test or challenge to power or position • • A threat out of our control • • Communication breakdown

26. BARRIERS TO COMMUNICATION • JUDGING • Criticizing, Name-calling, Diagnosing, Praising-evaluatively: Manipulativeness? • SENDING SOLUTIONS • Ordering, Threatening, Moralizing, Inappropriate questioning, Advising • AVOIDING THE OTHER’S CONCERNS • Diverting, Logical Argument, Reassuring

27. “Analysing conflict”, Moore

28. Relationship conflicts Conflicts are caused by • Strong emotion • Misperception • Poor communication • Miscommunication • Repetitive negative behavior Possible interventions • Control expression of emotion • Clarify perceptions and build positive perception • Improve quality and quantity of communication • Block negative repetitive behavior • Positive problem solving attitudes

29. Data conflicts Conflicts are caused by • Lack of information • Misinformation • Different views on the relevant • Different interpretation of data Possible interventions • Reach an agreement what data are important and agree on process to collect as well as develop common criteria • Use experts to gain outside opinion

30. Interest conflicts Conflicts are caused by • Competition over substantive interests • Procedural interests • Psychological interests Possible interventions • Focus on interests, not position • Look for objective criteria • Develop solutions that address needs of all parties • Search more options to satisfy interests of different strengths

31. Structural conflicts • Conflicts are caused by • Un equal control • Distribution of resources (geographic physical environmental factors) • Un equal power and authority • Possible interventions • Clearly define and change role • Reallocate control of resources • Established a fair and mutually acceptable decision-making process • Change physical and environment relationship of parties (closeness and distance)

32. Value conflicts Conflicts are caused by • Different criteria for evaluating ideas or behavior • Different ways of life, (ideology or religion) Possible interventions • Avoid defining problem in terms of value • Search for super ordinate goal that all parties share

33. Words associated with conflict • Fight • Anger • Pain • War • Impasse • Destruction • Fear/Mistake • Avoid • Lose • Control • Hate • Loss • Bad • Wrongdoing

34. Dispute Systems Design • Power based methods (relay on who has more power, such as violence, war and strikes) • Right based methods (grounded fixed rules or principles, such as third parties-arbitrators and judges who is right or wrong) • Interest-based methods (the parties identify their concerns, needs, and desires as a starting point in addressing issues in dispute) “Conflict Resolution, Weeks, Dudley, PHD”

35. The Conflict management continuum

36. Conflict Resolution. • Conflicts last longer and are more deeply rooted than disputes. • Resolution requires identifying the causal factors behind the conflict, and finding ways to deal with them. • To truly resolve a conflict, the solution must go beyond just satisfying the parties' interests. • Must identifies and deals with the underlying sources of the conflict must be found. • Resolution means going beyond negotiating interests to meet all sides' basic needs, while simultaneously finding a way to respect their underlying values and identities.

37. Principles of conflict resolution Reacting? Listen Actively. Assure a Fair Process (unfairness can destroy the resolution). Attack the Problem (not each others). Accept Responsibilityand eliminate the concept of blame. Use Direct Communicationand express wants needs. Look for Interests (remember to look for the true interests of the all the parties to the conflict). Focus on the Future (what do we want to do differently tomorrow)? Options for Mutual Gain (look for ways to assure that we are all better off tomorrow than we are today). Understanding the conflict Approaches to the conflict resolution

38. Policy implications for internal conflict • Two track strategy (a, series of long term efforts ---economic problems, distorted group histories, and patterns of political, cultural discrimination. b)proximate causes and the catalytic factors • Four sets of proximate causes ( a, internal mass level forces, b, external mass level forces, c) external elite-level, d) internal elite-level forces • Focus on the decisions and actions of domestic elites. Proximate: nearest; close, very near, immediately before or after in order, occurrence, a cause which immediately precedes and produces the effect etc.

39. Dispute Settlement: • Development of mutually satisfactory solutions and is aimed at bringing the dispute to an end, without necessarily dealing with its fundamental causes. Therefore the particular dispute might be settled permanently, another similar or related dispute may arise again later if the underlying causes are still there.

40. Conflict Management (one aspect) (Involves the control, but not resolution, of a long-term or deep-rooted conflict. This is the approach taken when complete resolution seems to be impossible, yet something needs to be done. The goal of conflict management is to intervene in ways that make the ongoing conflict more beneficial and less damaging to all sides. For example, “Peacekeeping forces” .

41. Conflict management (another aspect) • Sending peacekeeping forces into a region enmeshed in strife may help calm the situation and limit casualties. However, peacekeeping missions will not resolve the conflict. • A balance must be struck between opposing forces and competing interests; therefore conflict management should address deep rooted conflict.

42. Problem SolvingBasic steps to problem solving: • State the Problem. • Share ideas rather than give advice. • Look for Areas of Agreement. • Explore Alternatives. • Try a Solution (Be specific about what will be tried). Avoid referring to what happened in the past). • Evaluate Results.

43. The Ingredients of Conflict • Basic elements that characterize most conflicts • Diversity and Differences • Needs • Perceptions • Power • Values and Principles • Feelings and Emotion

44. Strategy & Tactics • Strategy: A method or plan chosen to bring about a desired future---achievement of a goal or solution to a problem. The term is derived from the Greek word for generalship or leading an army "Merriam Webster“ • Tactics: Means by which a strategy is carried out, to move from one milestone to other in pursuit of the overall goals

45. Resolution that results in a win/win situation for all involved”. Adversarial Collaborative

46. Joint effort to conflict resolution Adversarial Positions Collaborative Interests

47. Five popular (But Ineffective Approaches to Conflict Resolution, Dudley Weeks) • The Conquest Approach (Scoring a victory, defeating the opponent, providing how right you are and how wrong the other party) • Avoidance Approach (Tempting to believe that conflicts will go away if we pretend they do not exist) • Bargaining Approach (Seeing conflict resolution as a game in which portions of demands are traded and interests are traded and success is defined by how much each party concedes) • Bandaid Approach (Quick-fix solution, putting a bandaid on an infected wound) • Role Player Approach (Position, because I told you so)

48. The conflicts partnership process • We! Not I versus you • Conflict are dealt with in the context of the overall • Effective conflict resolution should improve the relationship • Should results in mutual benefits • Relationship-building and conflict resolution are connected

49. The eight essential steps to conflict resolution • Create an effective atmosphere • Clarify perceptions (Stereotyping-make them self feel more worthy), Ineffective communication • Focus on individual and shared needs (Needs with desire) • Build shared positive power • Look to the future, than learn from the past • Generate options • Develop “doables” stepping stones to action (Specific acts that stand a good chance of success) • Make mutual-benefit agreements

50. THE STRATEGY CIRCLE Putting it all together, planning your actions. Vision/Goal: Re-examine what it is you really want to achieve. Change: What or who needs to change to make it possible for you to reach your goal? Parties: Who are the major parties in this situation? Perception: What are the parties’ needs and fears? Issues: What issues other than the most obvious ones, are there underlying the context? How do they affect each party and their stake in the conflict?