CONCEPTS OF CONFLICT AND PEACE

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• Gandhian Non-violence model of conflict and
  social theory.
• 1. satyagraha (struggle for truth)
• 2. built-in inhibitors of violence
• 3. objective is not to win but to
  achieve fresh level of social truth and healthier
  relationship.
• Pacifism (war is morally wrong) contained in the
  beliefs of Quakers and Mennonites.

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Johan Galtung concept

• 1. peace triangle
• 2. distinction between
• direct violence
• structural violence
• cultural violence
• 3. distinction between
• negative peace
• positive peace

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Galtungs models of conflict,violence and peace
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Galtungs peace research

• 1. Search for peace in the form of human
  empathy, solidarity and community
• 2. Addressing structural violence by
  unveiling and transforming structures of
  imperialism and oppression
• 3. Search for alternative values in
  non-western cosmologies such as Buddhism.

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Conflict escalation and de-escalation

• The process of conflict escalation is complex and
  unpredictable.
• Initial differences--New issues and conflict
  parties can emerge
• Contradictions Internal power struggles can
  alter tactics and goals, may or may not remain
  latent
• Polarization Secondary conflicts and spirals can
  further complicate the situation, antagonistic
  parties form and the conflict becomes manifest
• Violence and war Conflict becomes manifest and
  culminateing in the outbreak of direct violence
  and war.

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Conflict escalation and de-escalation
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Uppsala Conflict Analysis

• Project levelcarried out by implementing
  organization to analyse the impact of the project
  on the conflict dynamic.
• Strategic levelbasis for decision-making for
  program at country level, to decide on which
  sector to focus on.
• Sector levelissues such as participation,
  governance, accountability, transparency are at
  the heart of the impact of sector programs.

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Project levelHow to assure a project is
conflict-sensitive

• Identify dividers and sources of tension
• Analyse patterns in the tensions/dividers.
• Identify the factors that connect people
• Analyse patterns in the connectors.
• Assess the impact of the project on dividers and
  connectors.
• Redesign the project if needed.

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Strategic Level

• Conflict analysismap out the conflicts and/or
  potential conflicts to understand
• ---causes and dynamics of the conflicts
• ---forces pushing for violent conflict
• Scenario analysisassess possible future
  scenarios for change in the conflict dynamics.
• Developing strategies and optionsassess the
  possible impact of the future engagements and
  identify opportunities and risks.

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Conflict Analysis Analysing structures

• 1. Identify key sources of tension and the
  underlying structural causes.
• structural factors
• poverty
• economic inequality
• bad governance
• lack of democracy
• violations of human rights
• 2. Institutional capacity to respond.

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Conflict Analysis Analysing Actors

• Who are the key actors?
• What are their interests?
• What are their power bases and resources?
• What is the role of men and women, their specific
  needs, interests and potential strengths?

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Conflict Analysis Analysis conflict dynamics

• Trigger factorsevents, actions, decisions
• Consequences on structural causes and key actors
• Main mechanisms driving the conflict
• --structural instability
• --struggle for power and influence
• --security dilemma
• --combination of the above.

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Scenario Analysis

• Mind map
• Identify all possible scenarioswhat does the
  scenario mean in this context?
• Factors determining each scenariowhat events
  need to take place?what observable signs should
  appear?
• Possible consequences of each scenario

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Developing strategies and options

• How to support structural stability?
• How to strengthen the roles of actors working for
  peace?
• Which areas have greatest impact on the conflict
  problems?

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Sector Level

• Risks of sector-wide program undermining peace.
• Can sector-wide program prevent conflict and
  build peace?
• Opportunities for donors to cooperate on joint
  conflict analysis and promoting dialogue between
  stakeholders.
• Involvement of civil society and local
  government.

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Five approaches to conflicts

• One typical habit is to give very high priority
  to defending ones own interests.
• Whether concern for self and concern for other is
  high or low. (page 15)
• High self Low other Contending
• Low self High other Yield
• Low self Low other Withdraw
• Balance self other Compromising
• High self High other Problem solving

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Five approaches to conflict
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The Harvard School problem-solving and principled
negotiation

• Problem solving
• Conflict parties are invited to reconceptualize
  the conflict with a view to finding creative,
  win-win outcomes.
• The interactive conflict resolution
• Third-party consultation
• Process-promoting workshops
• Facilitated dialogues

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Adam Curles theory and practice of mediation

1. Introduction of asymmetric conflict model between
   dissimilar parties.
2. Passage from unpeaceful to peaceful relationships.

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• Stage 1 Make people aware of imbalances of
  power and injusticesConscientization.
• Stage 2 Organize themselves and articulate
  their grievancesConfrontation.
• Stage 3 Come to terms in a more equal power
  relationsNegotiation.
• Stage 4 Restructure a more equitable and just
  relationship--Resolution

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Transforming asymmetric conflicts
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Conflict Resolution Third party intervention

• Case 1 Mediators seen as powerlesstheir
  communications are powerful, but hey bring to
  bear no new material resources of their own.
• Case 2 Powerful third parties whose entry
• ---alters communication structure and power
  balance
• ---alter the parties behaviour through the use of
  carrots and sticks
• ---may support one outcome rather than the other
• ---may become party of the conflict.

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Coercive and non-coercive third party intervention
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Three faces of power

• Coercive or hard powerpower to command, order,
  enforce. THREAT POWER
• Persuasive or soft powerpower to induce
  cooperation, to legitimize, to inspire
• EXCHANGE POWERbargaining and compromising
  approach
• INTEGRATIVE POWERpersuation and
  transformative long-term problem solving.

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John Paul Lederach Conflict Resolution
Peacebuilding from below

1. Working as a scholar-practitioner within the
   Mennonite tradition
2. Indigenous empowerment approach
3. Peace building from below became linked with the
   idea of liberating communities from the
   oppression and misery of violence in a project
   whose main goal was the cultivation of cultures
   and structures of peacepositive peace.

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Transforming asymmetric conflicts
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Lederach Prescriptive and elicitive
peace-building

• Conflict transformation must actively envision,
  include, respect, and prompt the human and
  cultural resources from within a given setting.
• The long-term goal of transformation is to
  validate and build on people and resources within
  the setting.

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Prescriptive and elicitive approaches to peace
building
Prescriptive Training as transfer Elicitive Training as discovery
Resource Model and knowledge of trainer Resource within-setting knowledge
Training as content oriented master approach and techniques Training as process oriented participate in model creation
Empowerment as learning new way / strategies for facing conflict Empowerment as validating and building from context
Trainer as expert model and facilitator Trainer as catalyst and facilitator
Culture as technique Culture as foundation and seed bed
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• THE END