Professional Documents
Culture Documents
INDEX
Introduction
What is Conflict?
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11
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Managing Conflict
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22
22
24
Case Study
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Conclusion
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INTRODUCTION
Phase
Problem
Actors
Task
Target
Conflict
Prevention
Rising
tensions,
Polarization,
Militarization
External/Internal:
International
Organizations
(IOs),
NGOs,
Governments
Prevent
escalation
Potential
opponents,
Political
instigators,
Leadership/Elite
Peacemaking
Perceived
incompatibility
of interest
External/Impartial:
Mediators,
IOs,
Foreign
governments
Facilitate
negotiation,
Mediate
differences,
Attain
agreement
Leadership/Elite
Peacekeeping
Destructive
violence
External:
Int'l & regional
organizations,
Monitor
ceasefires,
Separate &
Fighters,
Conflicting
parties,
Military
organizations,
Foreign
governments
demobilize
parties,
Enforce
peace
Militants
Peace
building
Negative
attitudes,
Socioeconomic
problems,
Trauma
External/Internal:
IOs, NGOs,
Governments
Reconcile
population,
Rebuild trust
&
confidence,
Develop
economic
opportunities
State
building
Collapsed
States,
Weak political
institutions,
Devastated
Economy
External/Internal:
Int'l & regional
organizations,
NGOs,
Governments
Restructure
political &
civil
institutions,
(Re)build
civil &
economic
infrastructure
Leadership/Elite,
Political parties,
Civil society,
NGOs
Examples of
Actors
External
Internal
International
Organizations
National political
organizations, regional and
local government
Foreign Governments
Global nongovernmental & nonprofit organizations
International Relief
Agencies
Types of
Tasks
Regional organizations
Track II Diplomacy
Administration &
Workforce
Implementation of Peace
Accords
Knowledge and Knowhow
Services & Humanitarian
Assistance
Track I diplomacy has been used to determine rules for warfare and conditions of defeat.
Yet, in the past fifty years, the face of diplomacy has changed. More international contact
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What is conflict?
Conflict is a natural disagreement resulting from individuals or groups that differ in
attitudes, beliefs, values or needs. It can also originate from past rivalries and personality
differences. Other causes of conflict include trying to negotiate before the timing is right
or before needed information is available.
Dealing with Conflict:
Conflict occurs when individuals or groups are not obtaining what they need or want and
are seeking their own self-interest. Sometimes the individual is not aware of the need and
unconsciously starts to act out. Other times, the individual is very aware of what he or she
wants and actively works at achieving the goal.
How do people respond to conflict? Fight or flight?
Physiologically we respond to conflict in one of two wayswe want to get away from
the conflict or we are ready to take on anyone who comes our way. Think for a
moment about when you are in conflict. Do you want to leave or do you want to fight
when a conflict presents itself? Neither physiological response is good or badits
personal response. What is important to learn, regardless of our initial physiological
response to conflict, is that we should intentionally choose our response to conflict.
Whether we feel like we want to fight or flee when a conflict arises, we can deliberately
choose a conflict mode. By consciously choosing a conflict mode instead of to conflict,
we are more likely to productively contribute to solving the problem at hand. Below are
five conflict response modes that can be used in conflict.
Why learn more about conflict and conflict management?
Listening, oral communication, interpersonal communication, and teamwork rank near
the top of skills that employers seek in their new hires.3 When you learn to effectively
manage and resolve conflicts with others, then more opportunities for successful team
memberships are available to you.
If we can learn to manage this highly probable event called conflict (we average five
conflicts per day), then we are less apt to practice destructive behaviors that will
negatively impact our team. Although conflict may be misunderstood and unappreciated,
research shows that unresolved conflict can lead to aggression. Most of us use conflict
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Conflict is inevitable:
o Conflict develops because we are dealing with people's lives, jobs, children, pride,
self-concept, ego and sense of mission or purpose.
o Early indicators of conflict can be recognized;
o There are strategies for resolution that are available and DO work.
o Although inevitable, conflict can be minimized, diverted and/or resolved.
Beginnings of conflict:
Poor communication
Seeking power
Dissatisfaction with management style
Weak leadership
Lack of openness
Change in leadership
Conflict indicators:
Body language
Disagreements, regardless of issue
Withholding bad news
Surprises
Strong public statements
Airing disagreements through media
Conflicts in value system
Desire for power
Increasing lack of respect
Open disagreement
Lack of candor on budget problems or other sensitive issues
Lack of clear goals
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Needs - Needs are things that are essential to our well-being. Conflicts arise when
we ignore others' needs, our own needs or the group's needs. Be careful not to
confuse needs with desires (things we would like, but are not essential).
Power - How people define and use power is an important influence on the
number and types of conflicts that occur. This also influences how conflict is
managed. Conflicts can arise when people try to make others change their actions
or to gain an unfair advantage.
Feelings and emotions - Many people let their feelings and emotions become a
major influence over how they deal with conflict. Conflicts can also occur
because people ignore their own or others' feelings and emotions. Other conflicts
occur when feelings and emotions differ over a particular issue.
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Conflict Prevention
Peacemaking
Peacekeeping
Peace building
Conflict Prevention:
Conflict Prevention is the object of a wide range of policies and initiatives; its aim is to
avoid the violent escalation of a dispute. Conflict Prevention includes:
The concept and practice of Conflict Prevention evolved from being focused almost
exclusively on Preventive Diplomacy, to a new more comprehensive approach that can
be defined as Structural Prevention. This new approach includes long-term initiatives
targeting the root causes of conflict. The evolution of Conflict Prevention as a practice
will depend on the necessary resources being committed to Conflict Prevention initiatives
in the future. Conflict Prevention faces serious problems in this respect because it is
extremely difficult to evaluate whether conflict prevention initiatives have been
responsible for a conflict not having happened.
It is possible to distinguish three sets of elements that compose the process of Conflict
Prevention:
The definition of the context with reference to the nature of a conflict, its causes,
and its cyclical phases;
The use of mechanisms to monitor indicators and signs to forewarn impending
violence; and
The selection of the specific initiatives to be taken.
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Peace building:
These web pages outline target areas for Peace building efforts. For the complex process
of post-conflict reconstruction, all of these subject matters should be considered for a
comprehensive strategy.
Peace building is a process that facilitates the establishment of durable peace and tries to
prevent the recurrence of violence by addressing root causes and effects of conflict
through reconciliation, institution building and political as well as economic
transformation.
Peace building initiatives are not limited to the post-conflict environment. Most of the
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Dimensions
In carrying out the tasks, Peace building should address all dimensions of society; the
societal and state structures as well as the emotional conditions of individuals.
15
Agents
Peace building targets all levels of society as well as all aspects of the state structure.
Therefore, a wide variety of different agents engage in the implementation of postconflict reconstruction. Notice that success requires local ownership, thus external agents
(international organizations and NGOs) can only facilitate and support Peace building,
but can never impose it.
MANAGING CONFLICT
There are five steps to managing conflict. These steps are:
Analyze the conflict
Determine management strategy
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Collaboration
Compromise
Competition
Accommodation
Avoidance
Collaboration
o This results from a high concern for your group's own interests, matched with a
high concern for the interests of other partners. The outcome is "win/win."
o This strategy is generally used when concerns for others are important. It is also
generally the best strategy when society's interest is at stake. This approach helps
build commitment and reduce bad feelings.
o The drawbacks are that it takes time and energy. In addition, some partners may
take advantage of the others' trust and openness.
o Generally regarded as the best approach for managing conflict, the objective of
collaboration is to reach consensus
Compromise
o This strategy results from a high concern for your group's own interests along
with a moderate concern for the interests of other partners. The outcome is "win
some/lose some."
o This strategy is generally used to achieve temporary solutions, to avoid
destructive power struggles or when time pressures exist.
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Groups involved
Who are the groups involved?
Who do they represent?
How are they organized?
What is their power base?
Are the groups capable of working together?
What are the historical relationships among the groups?
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Organization
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Step 4: Negotiation:
Interests
o When negotiating be sure to openly discuss interests, rather than stated positions.
o Interests include the reasons, needs, concerns and motivations underlying
positions. Satisfaction of interests should be the common goal.
Options
o To resolve conflicts, concentrate on inventing options for satisfying interests.
o Do not judge ideas or favor any of the options suggested.
o Encourage creativity, not commitment.
Evaluation
o Only after the partners have finished listing options, should the options be
discussed.
o Determine together which ideas are best for satisfying various interests.
Written agreement
o Document areas of agreement and disagreement to ensure common
understanding.
o This helps ensure that agreements can be remembered and communicated clearly.
Commitment
o Every partner must be confident that the others will carry out their parts of the
agreement.
o Discuss and agree upon methods to ensure partners understand and honor their
commitments.
When evaluating options...
o Use objective criteria for ranking ideas
o Make trade-offs among different issues
o Combine different options to form acceptable agreements
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22
23
24
26
27
28
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CONCLUSION
Productively engaging in conflict is always valuable. Most people are willing and
interested in resolving their conflicts; they just need the appropriate skill set and
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BIBLOGRAPHY
www.soople.com
www.google.com
Organizational Behavior by Stephens Robbins.
The Times of India (Sunday Edition).
The case study has been copied from www.wikipedia.com
Power Point Presentations have been adapted from the text.
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