Conflict management Wageningen International

Transcription

1 Conflict management Wageningen International

2 Definition: conflict Disagreement between two or more parties resulting from an incompatibility of goals, interests, perceptions or values

3 Definition: conflict management (CM) CM procedures are more or less structured processes attempting the joint resolution of anticipated or existing conflicts before reaching the threshold of juridical confrontation by involving all concerned, including, if need may be, a neutral party

4 Conflict management A classic book on conflict management (Moore, 1987) opens with: All societies, communities, organizations, and interpersonal relationships experience conflict at one time or another in the process of day to day interaction. Conflict is not necessarily bad, abnormal or dysfunctional: it is a fact of life The problem lies rather in how the conflict is managed. Conflict management is about helping people in conflict to develop an effective process for dealing with their differences.

5 Conflict assessment & management Conflict assessment: analysis, types of conflicts, phases in the conflict process Conflict management: tools and techniques to handle conflicts, with a specific reference to mediation

6 Conflict assessment To increase the insight in the nature, scope and stage of the conflict at hand, as well as the environment in which these conflicts arise and are dealt with. We will take a closer look at: Characterization of conflict and stakeholders Stage in the conflict process The legal and institutional context

7 Characterization of conflict and stakeholders This looks at the nature and origin of the conflict as well as the balance of power among the parties. Conflict typology: define conflict type Stakeholder analysis: individuals and groups involved who, how many, relationships etc.

8 Conflict typology Data or fact Needs or interest Relationship Structural Value

9 Data or fact conflicts Caused by: lack of information, spreading of inaccurate information or misinformation, different views on what are relevant data, different interpretations of available data, or different assessment procedures. Solution: reach agreement of which data are important, agree on data collection procedures, develop common criteria for data assessment.

10 Needs or interest conflicts Perceived or actual competition between interests Solutions: focusing on interests instead of on the positions, looking for objective criteria, developing integrative solutions addressing the needs of all parties, searching for ways of expanding options or resources, developing trade offs hereby satisfying interests of different strength, hence sharing the benefits of the project.

11 Structural conflicts Caused by: lack of appropriate procedures and legislation, the general set up and role distribution of a situation, unequal power and authority in the decision making process, negative patterns of behavior and interaction, the unequal control, ownership or distribution of resources. Solutions: clear definition and acceptance of roles and levels of authority, reallocation of rights and entitlements, relocation of the negotiation platform at a convenient distance from the field, the establishment of a fair, transparent and acceptable decision making process.

12 Value conflicts Caused by cultural differences. Are part of the indigenous knowledge and at the basis of people choices and priorities. Ignoring value differences can cause a great deal of trouble Solutions: Parties should agree to disagree on their own values while looking for a common superior goal they can all share.

13 Relationship conflicts Most unnecessary conflicts. Involve strong disagreement between deciders on the basis of strong emotions or dislikes, misperceptions or stereotypes, poor communication leading to an accumulation of wrong assumptions, and repetitive negative behavior. Solutions: install appropriate communication channels, people to learn to control their expression and build positive perception skills in order to develop a positive problem solving attitude. The people with negative attitudes can be removed from their position or made harmless.

14 Conflict assessment: stage in the conflict process Understanding the conflict process is intended to be helpful in determining whether a conflict is at a point in time in which interventions may be accepted.

15 Conflict Process Conflict Intensity Full Fledge Stalemate Dormant Erupting Time Resolved

16 The conflict process: differences over time Potential or dormant conflicts. Use consensus building or relation building Erupting conflicts, with positions being developed. Use a range of options, depending on nature of conflict and relationship among parties (facilitated negotiation, mediation, arbitration) Resolved conflicts: make use of social capital gained

17 Conflict Assessment: The legal and institutional context The existing institutions (formal and informal, government as well as traditional or tribal) and the manner in which conflicts are resolved through those institutions, are also a likely factor in determining the applicability of conflict management approaches. May refer to formal doctrines that are dominant in certain regions of the world, as well as to cultural attitudes such as the importance of saving face.

18 Continuum of conflict management and resolution approaches Two extremes Left side extreme: private, by parties themselves Right side extreme: extralegal and/or coercive

19 Continuum of conflict management Avoi dance Discuss ion Negotiat ion Media tion Admini strative Decision Arbitra tion Judicial Deci sion Legislati ve Decision Direct Action Vio lent Action Private, by the parties themselves, or with third party Third party Authoritative, by third party Legal authoritative Extralegal Coercive

20 Limits and risks Applying CM raises expectations, so follow up is necessary Involves up front financial and time costs, which cannot always be shown as effective investment A powerful stakeholder may monopolise the process and coerce others Some dormant conflicts may erupt when explicit attention is given How unbiased is a third party neutral mediator? Conflict management cannot resolve all conflicts! There are limits to what can be done