MODULE 3 Topic 4 · relaonship aspects, etc. Working with dynamic factors involves a short me...

Analysisoftheconflictcontext

MODULE3Topic4

CONTENT

2

I.WhatisConflictAnalysis?

II.KeyMessages

III.ToolsforConflictAnalysis

MODULE3.Conflictmanagement:definiHon,prevenHonandresoluHon.Interethnicconflict.Topic4:Analysisoftheconflictcontext

WhatisConflictAnalysis?

Fisherandhiscolleagues(2000)defineCONFLICTANALYSISastheprac%calprocessofexaminingandunderstandingtherealityofaconflictfromavarietyofperspec%ves.ThisunderstandingthenformsthebaseonwhichfuturestrategiesandacHonsmaybedevelopedandplanned.

Whydoweneedtoanalysetheconflict?

ü  TounderstandthebackgroundandhistoryofthesituaHonaswellascurrentevents.

ü  ToidenHfyalltherelevantgroupsinvolved,notjustthemainorobviousones.

ü  Tounderstandtheperspec>vesofallofthesegroupsandtoknowmoreabouthowtheyrelatetoeachother.

ü  ToidenHfyfactorsandtrendsthatunderlieconflicts.

ü  Tolearnfromfailuresaswellassuccess. MODULE3.Conflictmanagement:definiHon,prevenHonandresoluHon.Interethnicconflict.Topic4:Analysisoftheconflictcontext

KeyMessages

CONFLICTANALYSISsupportorientaHonforfutureacHons.

ConflictanalysiscanbeusedorinaThe analysis does not lead to an objecHve understanding of the conflict. It rathermakesone’ssubjecHvepercepHontransparent.Thisway,conflictscanbereflectedonandcanbecommunicatedmoreclearly.

Conflictanalysiscanentail:1)  Verifyingifoneisdealingwithaconflict.2)  Determining the conflict system boundaries, with the opHon of revising these

boundarieslateron.3)  Usingconflictanalysis tools (presentedbelow) to focusoncertainaspectsof the

conflictandtoorganiseinformaHon.

TherearemanytoolsandtechniquesthatcanhelpuscarryoutaConflictAnalysis.Onthe following slideswewill explain and illustrate the pracHcal tools and techniquesthat are more efficient when carrying out Conflict Analysis in a MULTICULTURALCONTEXT.


INVIDUALLY GROUP

1.TheConflictTree

TheconflicttreeisavisualandsorHngtool.ThetreehelpustoenvisiontheinteracHonbetweenstructural,manifestanddynamicfactors.Therootssymbolisestructural“staHc”factors.Thetrunkrepresentsthemanifestissues,linkingstructuralfactorswithdynamicones.Theleavesmovinginthewindrepresentthedynamicfactors.

ü  DynamicFactors:Dynamicfactors includeformsofcommunicaHon, increase levels,relaHonshipaspects,etc.WorkingwithdynamicfactorsinvolvesashortHmehorizon;reacHonstointervenHonsarequickand,atHmes,unpredictable.

ü  Manifestissues:ConflictparHeswanttotalkabouttheirissues.Thesearethe“topic”oftheconflict.

ü  Structural Factors: Root causes are the basic “reason” of the conflict. They aredifficulttochangeinashortperiodofHme.Iftheyareavoided,however,theconflictmaypopupagainlater.

ToolsforConflictAnalysis(Fisheretal,2000;MasonandRychard,2005andOlivaandCharbonnier,2016)


ToolsforConflictAnalysis(Fisheretal,2000;Mason&Rychard,2005,andOliva&Charbonnier,

2016)

Let’sseenowanexampleofroots,trunkandleaves:

6

LessrecepHonhousingforrefugees

LegislaHonLackof

agreementswithinsHtuHons

Blockofeconomicgrants

EmergenceofnewrecepHonmodels

DispleasurewithrecepHonresources

Socialdemands

ROOTS:CAUSES

TRUNK:PROBLEM

LEAVES:DYNAMICFACTORS


ToolsforConflictAnalysis

(Fisheretal,2000;Mason&Rychard,2005andOliva&Charbonnier,2016).

Whatistheobjec>veoftheConflictTree?o  FosteringthereflecHononthelinksbetweenrootcauses,issuesand

dynamicfactors.

o  DifferenHaHngtheHmeintervalsofdifferentconflicttransformaHon

approaches.

Seeanexampleofthisinterrela%oninthenextslide

Problems

Dynamicfactors

Causes

STEPBYSTEPINSTRUCTIONS:

1. Draw a picture of a tree, including its roots, trunk andbranches–onalargesheetofpaperoraflip-chart.

2.Eachpersongetsseveralcards,onwhichtheywouldwriteawordortwo,ordrawasymbolorpicture,indicaHngimportantfactorsoftheconflictastheyseeit. 3.Invitepeopletopintheircardsonthetree:1.Ontheroots,iftheyseeitasarootcause;2.Onthetrunk, iftheythinkit isamanifest issue,a “topic”of theconflict;3.On thebranches, ifthey see it as a dynamic factor that has an influence on theconflict. 4. Someone starts thediscussionaboutwhy factorshavebeenplacedonthatpartsofthetree.Thereisnoabsolute“right”or“wrong”. Placement of factors is partly subjec>ve, may bedifferentinotherconflicts,andmaychangeoverHme. 5.PeoplecanenvisiontheirownconflicttransformaHonefforts(e.g.asabirdorworm)andplacethemonthetreedependingonthefactorstheyarecurrentlyworkingon.

6.DiscusstherelaHonbetweenrootcausesanddynamicfactorsandhowtoaddressthem.

CulturalDiscrimina>on

Trauma>cexperiences LegalInsecurity

CIE Isola>on

Miscommunica>on

Fear Religion


2.TheConflictMap

Aconflictmapsimplifiesaconflict,andgivesusanoverviewofit:1)Theactorsandtheir“power”,ortheirinfluenceontheconflict.

2)TheirrelaHonshipwitheachother.

3)Theconflicttopicorissue. AconflictmaprepresentsaSPECIFICVIEWPOINT(ofthepersonorgroupthatmapsit),ofaspecificconflictsituaHon(itshouldnotbetoocomplex!),ataspecificmomentinHme,similartoaphotograph.

Whatistheobjec>veoftheConflictMap?

o  Clarifyingtherela>onshipsbetweenactors. o  Envisioningandreflectonthepowerofactors. o  RepresenHng theconflictononesheetofpaper, tohaveafirst conflictoverview.


STEPBYSTEPINSTRUCTIONS:

1.Decide on the conflict you want to analyse. Set theconflictsystemboundaries.

2. Form groupsof two ormore people. One canmake aconflict map on his/her own, but it is bemer to do it ingroups.Iftherearepeopleinthegroupthatknownothingabout the conflict, they canhelpbyaskingquesHons thatcouldhelptoclarifyit,and,ifoneoftheactorinvolvedisaperson, it isbemertospeakdirectlytohim/her,andeven,totesttheideasproposedonthem.

3.Drawtheactorsascirclesonthepaperoroncardsthatcan be pinned on; the size of the circle represents the“power” of the actor. If you or your organisaHon isinvolved,donot forget toputyourselfaswellasanactoronthepage.ListthirdparHesassemi-circles.

4.Draw lines (see symbols in thenext slide)between thecirclesrepresenHngtherela>onshipbetweentheactors.

5. Insquareboxes,oratthetopofthemap, listthemaintopicsof theconflict.Formoredetailsoneachactor,usethe Needs-Fears mapping tool (explained in the nextslides).

6.Donotforgettoadda>tleanddatetotheconflictmap,and if it is not confidenHal, also put the name ororganisaHonofthepersonthatiselaboraHngthemap.

PartyA

PartyB

PartyC

PartyF

Issue

PartyD PartyE

Outside Party


Possiblesymbolsusedinconflictmapping:

•CIRCLE=parHesinvolvedinthesituaHon.Thesizeofthecirclesymbolisedthepoweroftheconflictparty.Thenamecanbewrimeninthecircle. •STRAIGHTLINE=closerelaHonship. •DOUBLELINE=VerygoodrelaHonship,alliance. •DOTTEDLINE=weak,informalorintermimentlink. •ARROW=predominantdirecHonofinfluenceoracHvity. •ZIGZAGLINE=discord,conflict.LighHngboltscanbeaddedtoindicatehottopics. •HALFCIRCLESORQUARTERCIRCLE=externalparHes,thirdparHes. •RECTANGULARBOXES=issues,topicsorthingsthatarenotpeopleororganisaHons.


3.TheABC-Triangle

Thisanalysisisbasedonthepremisethatconflictshavethreemajorfactorsthatinfluenceeachother:1)  theiraNtudes,2)  thebehaviourofthoseinvolvedand,3)  thecontextorsituaHon. Eachcornerofthetrianglerepresenttheseelementsgraphically.FOREXAMPLE:acontextthatignoresthedemandsofonegroupislikelytoprovokeanastudeoffrustraHon,which inturnmayleadtoprotests.Thisbehaviourmightthenmovestoacontextoffurtherdenial of rights, contribuHng to greater frustraHon, perhaps evenanger,whichcoulderuptintoviolence.

Whatistheobjec>veoftheABC-Triangle?

• IdenHfying these three sets of factors for each of the majorparHes. •Analysinghowtheseinfluenceeachother. •RelaHngthesefactorstotheneedsandfearsofeachparty. •IdenHfyingastarHngpointtocarryoutanintervenHon.

Behaviour

ANtudes Context


4.Needs-FearsMap

TheNeeds-FearsMapisanactor-orientedclarificaHontool.Foreachactor,theissues,interests/expecta%ons/needs,fears,meansandop%onsarelistedinatable.Thisenablescomparisonsandquickreference. Thetablecanbeused:

1)  TOANALYSEACONFLICTfromtheperspecHveofoneactor,wriHngdownthecharacterisHcsthathypotheHcallytheotheractorsmayhave.

2)  TomakeathirdpartyexpresstheirPERCEPTIONabouttheactors.3)  TomakeoneoftheparHesseetheir ISSUESANDINTERESTSreflectedonthemap,sothey

canfeelthattheirpointofviewhasbeentakenintoaccount.4) AsaCONFLICTPERSPECTIVECHANGEexercise,inwhicheachactorfillsoutatablewiththecharacterisHcsoftheotheractors,andexchangethe“self”and“foreigner”roles.Inorderforthistowork,therehastobeacertaindegreeoftrustandunderstandingbetweentheparts.


Whatistheobjec>veoftheNeeds-FearsMap? o  ToclarifyinacomparableformattheVARIOUSACTORS’ATTRIBUTES. o  ToabandonposiHonsthatdonothelptosolvetheconflict,andfocusonNEEDSANDFEARS,andpossibleopHonstodealwiththese. o  TohelppeopleunderstandeachOTHERSPERCEPTIONS. o  TosHmulateDISCUSSIONS.


Thefollowingexampleisaboutaconflictoveraplannedirriga%onscheme:

ParHes Issues Interest/Needs Fears Means OpHons

IrrigaHonfarmers

FinancingoftheirrigaHonscheme

IncomegeneraHon

Schemewillbestopped,theywillhavetoleavetheirjob

PoliHcallobbying,shooHngthecowsorpastoralists

Joiningthedialogueprocess,suggesHngemploymenttoshepherdsonthefarms

Shepherd Wateraccessfortheirherds

Livelihoodandsurvival

Theirherdscannotsurvive,theywillhavetomigrate

PoliHcallobbying,pushingtheherdsintotheirrigatedarea

JoiningthedialogueprocesssuggesHngacorridorforthewater

DevelopmentCooperaHonagency

ImplementaHonoftheprojectina“Donoharm”manner

Wishtoownaland,haveanincomeandastatusathome

Projectfailsandtheagencyisblamed

FinancialincenHves,conveningpower

BringingparHestogethertodiscussissues

Government Economicgrowthwithoutsocialunrest

Re-elecHon,popularity

Civilunrest,lackofdevelopment

Financial,poliHcalandlegalmeans

Influencingthedialogueprocess,compensaHonfund


STEP-BY-STEPINSTRUCTIONS:

1.Drawatablewiththefollowingcolumns:Issues,interests/needs,fears,meansandop%ons. 2.a)  Aconflictpartyorthirdpartyfillsoutthetableasaconflictanalysistool;thetable

isnotseenbytheotherconflictparHes.b)  Inamoderatedworkshopsesng,eachconflictpartyfillsoutthetableabouttheir

ownsituaHon.Thejointtableisdiscussedinthegroup.Thefacilitatorclarifiestheimportanceoffocusingontheinterests(whypeoplewantsomething)andnotonposiHons (whatpeople say theywant).TheopHonsdon’tnecessarilyneed toberealisableinthenearfuture.

c)  In a moderated workshop sesng, each conflict party fills out the table for theotherparHes.Thismakestheactorsseetheothers’perspec>ve.Trustisneededorelsestereotypepicturesmaydominatethediscussion.

3. In thecaseofb)andc), therehas tobeameeHng todiscuss thecontentof thetable.Somethingthatwillalloweachpartytorespondto“self”and“foreign”images.


5.Mul%-CausalRoleModel

ThisconceptdifferenHatesstructuralfromactor-orientedfactorsbysynthesisingAsystemandactorapproach.Disputeshave their roots inpsycho-sociological, socio-economic,poliHcal, and internaHonal condiHons. There is usually a “syndrome of factors” thatcausesviolence.

Whatistheobjec>veoftheMul>-CausalRoleModel?

•Tracingcausalmechanismsandpamerns thatenable todisHnguishbetweenthequalityandroleofthedifferentfactorsthatleadtoconflicts.

•Analysingboththecontentaswellasthedynamicsofaspecificconflict.

•FacilitaHngthelocaHonofstarHngpointstobeginthetransformaHonoftheconflictandtodifferenHatebetweenshort-termandlong-termcommitmentneeds.

Reasons Triggers Violence

Targets

Channels Catalysts MODULE3.Conflictmanagement:definiHon,prevenHonandresoluHon.Interethnicconflict.Topic4:Analysisoftheconflictcontext

STEP-BY-STEPINSTRUCTIONS:

1.Focusonyourconflict,disHnguishingbetweenthefollowingFACTORS:a)Reasons,thebasicorrootcausesandstructuralfactorsoftheconflict,perceivedbytheactoras“historicalproblems”.ReasonsarerelatedtotheconflictparHes’interestsandneeds,butalsototheirpercepHonofhistory,trauma,injusHce,etc.Theyinfluencethecontentanddynamicsoftheconflict.b)Goalsaretheaimsoftheconflictpar>es,whattheconflictparHessaytheyarefighHngfor,theirposiHonsandexpressedinterests.Goalsinfluencethecontentoftheconflict.c)Channels are the lines of poliHcal, social, economic or naHonal cleavage, that grouppeopletogether, that create a group-idenHty. Channels influence the content and dynamics of theconflict.Thechannelsarenotalwaysdirectlyrelatedtorootcauses.


STEP-BY-STEPINSTRUCTIONS:d)TriggersiniHateanewlevelofconflict.Inviolentconflicts,forexample,atriggerleadsanactorwho previously preferred non-violent soluHons, to violent acHons. The trigger influences thedynamicsofaconflict.TriggersarehardtoidenHfyinadvance,andarenoteasilyinfluencedbyathirdparty.e)Catalystsinfluencetherate,intensityandduraHonofaconflictoncetheconflictishappening,affecHngthecontentanddynamicsofaconflict.Catalystsandchannelstogethermaytransformreasons over Hme, for examplewhen two groups starts fighHng about resources, and end upfighHngaboutethnicity. 2.OnceyouhaveidenHfiedthedifferentfactors,putthereasons,triggers,channels,catalysts,targetsinagraphandlinkthemwitharrows. 3.Onseparatecards, seewhichconflict transformaHoneffort isaddressingwhich factorand iftheyneedtochangeorcarryoutfurtherefforts.

Bibliographyandreferences

References

Fisher,M.,Abdi,D.I.,Ludin,J.,Smith,R.,Williams,S.,&Williams,S.(2000).WorkingwithConflict:SkillsandStrategiesforAc%on.London,England:ZED-Books.

Mason,S.,&Rychard,S.(2005).ConflictAnalysisTools:TipSheet.Retrievedfrom:hmp://www.css.ethz.ch/content/dam/ethz/special-interest/gess/cis/center-for-securiHes-studies/pdfs/Conflict-Analysis-Tools.pdf

Oliva,F.,&Chabonnier,L.(2016).Conflict,AnalysisHandbook.Afieldandheadquarterguidetoconflictassessment.Turin,Italy:UnitedNaHonsSystemStaffCollege.

Ting-Toomey,S.(1994).ManagingInterculturalConflictsEffecHvely.InSamovar,L.A,andPorter,R.E.,8Eds.),InterculturalCommunica%on:Areader.California,UnitedStates:Wadsworth.


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MODULE 3 Topic 4 · relaonship aspects, etc. Working with dynamic factors involves a short me...

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