Conflict. Chap 17 "Problem Solving"
This chapter discusses problem solving processes and distinguishes them from legal processes, bargaining and negotiation. Mitchell discusses the value of these types of processes - they deal with trying to find underlying issues. Problem-solving processes seek to change the perception of conflict from a win-lose battle of one side against another to a mutual problem that needs to be solved. Mitchell discusses the need to avoid fault-finding activity and blaming the other side. He also emphasizes the importance of setting in problem-solving strategies along with the idea of expanding the pie. In regards to timing, he brings up Zartman's idea of ripeness. He says that different processes of problem-solving at different levels can be more useful at different times. He also concedes that there is not much known about how to judge exactly what time is the best time to intervene.
In this chapter, Mitchell discusses the idea that fault should not be found with parties for several reasons. One reason that was especially interesting was that "those involved often do genuinely perceive that they have llittle alternative to courses of action that, ultimately, make things 'worse'". This reminded me of Kohlberg's idea that moral reasoning should be evaluated based on the reasoning behind an action, not on the action itself. This suggests that it is important for us to keep in mind that parties may have relatively acceptable or at least understandable reasoning behind seemingly appalling actions. Although this doesn't make the actions acceptable, it does require us to take a deeper look. It makes it more difficult, if not impossible to place blame. If we are to blame the party that had the most evil intentions, how do we measure that? It's not really possible, nor is it worthwhile. Instead, finding out why parties were in a situation where they were driven to act against each other and if there is an underlying problem in their society that caused the conflict, is much more feasible and probably more useful. Overall, I liked this chapter and thought it provided a lot of useful information. Mitchell ties in many different concepts and shows how they can be used in problem-solving techniques or their role in conflict to validify the use of such techniques in conflict resolution.
Wednesday, April 29, 2009
April 28: Multiparty Conflicts
Bunker. Deutsch et al: The Handbook of Conflict Resolution. Ch 33 "Managing conflict through large group methods"
This chapter gives an overview of a specific style of conflict management - large group methods. These different methods give practitioners a way of dealing with group conflict through working with the "whole system". They are used to create changes within businesses or communities - a new strategic direction, redesigning work for increased productivity, or resolving a system-wide problem. Three types of methods are: 1. Methods for Creating the Future; 2. Methods of Work Design; and 3. Methods for Discussion and Decision Making. In future-oriented methods, the event is planned by a group from the system (business, community, etc) with guidance from an expert in the method. This method focuses on developing common ground so that groups can work toward setting goals for the future. Not much attention is placed on conflict resolution, though it is important to recognize conflict and take it seriously. In Methods of Work Design, those who have a stake in how work is done are involved. The author writes that, "The underlying principle here again is that there is a great deal of wisdom and experience in the people who do the work and deliver the service." This shows why large group methods can be useful in work design. One method of work design that is unique is "Participate Design". This method works from the bottom of the organization up. Management puts boundaries around what kind of changes would be acceptable and employees are in charge of the actual process. Methods for Discussion and Decision Making help diagnose and find solutions to problems. There are several types of methods in this category. One is called "Open Space Technology". In this method, people who come to the meeting create their own agenda. People can come forward with topics and discuss them at the place and time of their choice. Others can choose which discussions they would like to attend and summaries are posted on a "Community Bulletin Board".
I really liked this chapter because it gave a lot of new information. I like the idea of using large group methods for certain types of conflicts involving communities and businesses. In class we've talked about people being more satisfied with a resolution if they feel the process is fair. I think using large group methods correctly could be extremely beneficial in many instances. I like the case study that the author gives because it shows the usefulness of the methods but it also shows that the process may need time to truly be effective and that not everyone will support it or any type of resolution. I really like the "Open Space Technology" method because it is very organized but is really in the hands of the participants. I like that in the case study, the facilitator was simply a teacher for the participants. Once they learned the method and how to use it effectively, they could go through the process on their own. This method allows members of a hierarchical system to gather and discuss issues on equal grounds without the need for outside help (eventually). It is a way of creating a self-sustaining system. This reminds me of the last chapter that I read that dealt with peace-building in post-conflict society. In that chapter, the authors focused on the need to create a nation that could depend upon itself. In this method, the facilitators help a system develop a way for self-dependence.
This chapter gives an overview of a specific style of conflict management - large group methods. These different methods give practitioners a way of dealing with group conflict through working with the "whole system". They are used to create changes within businesses or communities - a new strategic direction, redesigning work for increased productivity, or resolving a system-wide problem. Three types of methods are: 1. Methods for Creating the Future; 2. Methods of Work Design; and 3. Methods for Discussion and Decision Making. In future-oriented methods, the event is planned by a group from the system (business, community, etc) with guidance from an expert in the method. This method focuses on developing common ground so that groups can work toward setting goals for the future. Not much attention is placed on conflict resolution, though it is important to recognize conflict and take it seriously. In Methods of Work Design, those who have a stake in how work is done are involved. The author writes that, "The underlying principle here again is that there is a great deal of wisdom and experience in the people who do the work and deliver the service." This shows why large group methods can be useful in work design. One method of work design that is unique is "Participate Design". This method works from the bottom of the organization up. Management puts boundaries around what kind of changes would be acceptable and employees are in charge of the actual process. Methods for Discussion and Decision Making help diagnose and find solutions to problems. There are several types of methods in this category. One is called "Open Space Technology". In this method, people who come to the meeting create their own agenda. People can come forward with topics and discuss them at the place and time of their choice. Others can choose which discussions they would like to attend and summaries are posted on a "Community Bulletin Board".
I really liked this chapter because it gave a lot of new information. I like the idea of using large group methods for certain types of conflicts involving communities and businesses. In class we've talked about people being more satisfied with a resolution if they feel the process is fair. I think using large group methods correctly could be extremely beneficial in many instances. I like the case study that the author gives because it shows the usefulness of the methods but it also shows that the process may need time to truly be effective and that not everyone will support it or any type of resolution. I really like the "Open Space Technology" method because it is very organized but is really in the hands of the participants. I like that in the case study, the facilitator was simply a teacher for the participants. Once they learned the method and how to use it effectively, they could go through the process on their own. This method allows members of a hierarchical system to gather and discuss issues on equal grounds without the need for outside help (eventually). It is a way of creating a self-sustaining system. This reminds me of the last chapter that I read that dealt with peace-building in post-conflict society. In that chapter, the authors focused on the need to create a nation that could depend upon itself. In this method, the facilitators help a system develop a way for self-dependence.
April 23: Int'l Arena - The Players and the Processes
Conflict. Chap 21: Peace Building
This chapter talked about the role of third parties in peace-building operations in the international arena. The authors argue that the most important and immediate task in post-conflict peace-building is managing short-term relations and preventing a renewal of violence. In order to work toward a peaceful society and conflict resolution, it is important to work toward social reconstruction. Third parties can play a major role in the realms of human rights protection and advocation, development, and physical protection of citizens. While it is helpful and sometimes necessary for third parties to assist in post-conflict societies, it can be dangerous for the future autonomy of the nation itself. When outside nations feed money and resources into a state to help bring about and/or maintain peace, the state can become dependent on the foreign aid. Because of this, it is important for third parties to focus efforts on the restructuring of the society so that it can become self-sustaining. A state that becomes dependent risks falling back into conflict or functioning at the will of other nations.
I didn't think this chapter gave a lot of new information, but it reinforced different ideas that we have learned in the course so far. I liked that the authors stressed the idea that third parties can be helpful and harmful in the ultimate goal of building a restructured peaceful nation in conflict resolution. It seems like a lot of nations are willing to give monetary support to rebuilding nations, but they are much more resistant when it comes to putting in the time and effort necessary for development projects. Do nations use the opportunity to help a nation rebuild in order to make that nation dependent on them? This could be a good short-term strategy, but overall, I think it would be a harmful one. A close connection such as this could drag the supporting nation into unfavorable situations in the future, especially in a world where the international community watches every nation's move very closely.
This chapter talked about the role of third parties in peace-building operations in the international arena. The authors argue that the most important and immediate task in post-conflict peace-building is managing short-term relations and preventing a renewal of violence. In order to work toward a peaceful society and conflict resolution, it is important to work toward social reconstruction. Third parties can play a major role in the realms of human rights protection and advocation, development, and physical protection of citizens. While it is helpful and sometimes necessary for third parties to assist in post-conflict societies, it can be dangerous for the future autonomy of the nation itself. When outside nations feed money and resources into a state to help bring about and/or maintain peace, the state can become dependent on the foreign aid. Because of this, it is important for third parties to focus efforts on the restructuring of the society so that it can become self-sustaining. A state that becomes dependent risks falling back into conflict or functioning at the will of other nations.
I didn't think this chapter gave a lot of new information, but it reinforced different ideas that we have learned in the course so far. I liked that the authors stressed the idea that third parties can be helpful and harmful in the ultimate goal of building a restructured peaceful nation in conflict resolution. It seems like a lot of nations are willing to give monetary support to rebuilding nations, but they are much more resistant when it comes to putting in the time and effort necessary for development projects. Do nations use the opportunity to help a nation rebuild in order to make that nation dependent on them? This could be a good short-term strategy, but overall, I think it would be a harmful one. A close connection such as this could drag the supporting nation into unfavorable situations in the future, especially in a world where the international community watches every nation's move very closely.
Sunday, April 26, 2009
April 21: The Politics of Environmental Disputes
Amy: The Politics of Environmental Mediation
This article addresses the issues inherent in the practice of environmental mediation. Amy discusses why environmentalists face specific troubles with mediation as a technique for conflict resolution. He argues that environmentalists tend to be co-opted in mediation. Amy says characterizes environmentalists as friendly people who lose sight of their values in a process in which relationships are developed. Environmental groups tend to have less power and fewer resources than pro-development groups. They may not even be able to make it to the table if they are not seen as "cloutful" people or groups. Resources may also include expertise. Having expertise can be vital in mediation in coming up with a resolution. Groups without a lot of expertise are more likely to lose out in the end. Amy also argues that by participating in mediation, environmental groups give legitimacy to decisions that are reached. If these decisions are not favorable, it can be harmful.
I like this article. I think Amy makes several good points about the nature of environmental mediation. I do think that this article might be a bit outdated. In recent years, environmental issues have come to the forefront in politics. Environmental groups have earned clout and have gained power in government and in society. Overall, I agree with Amy's conclusion. he says that environmental groups must think about the possible results of entering mediation before they accept it as a resolution process. It might be helpful in some situations but harmful in others. For example, in the case study I did for my project, environmental groups experienced many gains from a mediation-type process and very little success with litigation.
This article addresses the issues inherent in the practice of environmental mediation. Amy discusses why environmentalists face specific troubles with mediation as a technique for conflict resolution. He argues that environmentalists tend to be co-opted in mediation. Amy says characterizes environmentalists as friendly people who lose sight of their values in a process in which relationships are developed. Environmental groups tend to have less power and fewer resources than pro-development groups. They may not even be able to make it to the table if they are not seen as "cloutful" people or groups. Resources may also include expertise. Having expertise can be vital in mediation in coming up with a resolution. Groups without a lot of expertise are more likely to lose out in the end. Amy also argues that by participating in mediation, environmental groups give legitimacy to decisions that are reached. If these decisions are not favorable, it can be harmful.
I like this article. I think Amy makes several good points about the nature of environmental mediation. I do think that this article might be a bit outdated. In recent years, environmental issues have come to the forefront in politics. Environmental groups have earned clout and have gained power in government and in society. Overall, I agree with Amy's conclusion. he says that environmental groups must think about the possible results of entering mediation before they accept it as a resolution process. It might be helpful in some situations but harmful in others. For example, in the case study I did for my project, environmental groups experienced many gains from a mediation-type process and very little success with litigation.
April 16: The Conflict Context
Dukes et al: Putting Ground Rules to Work
This chapter discusses the need to keep groups on the path to higher ground in conflict resolution processes. Dukes et al give different methods for keeping groups focused and for dealing with problems that may be experienced during the process. They advise to "prepare for success as you plan for trouble". In this way, interveners work toward the most desirable end, while acknowledging that the worst could happen. They talk about the importance of developing a plan with the group that describes how the group will deal with any infringements on ground rules. This chapter also emphasizes the importance of recognizing positive aspects of group work. "Recognizing the good" can help reinforce the positive actions members take and keep the resolution on the right path.
This chapter was a helpful guide for how to make ground rules work for the groups involved in a conflict resolution process. I liked the practical guidance that was provided in the "from the toolbox" sections. I thought the tips that the authors gave for feedback techniques for different groups were interesting. They suggested using a "plus/delta" feedback technique in which groups rate what was positive (plus) and what should be changed (delta). I like that this technique doesn't use the word "negative" because it puts focus on how to change what might be negative in groups. This way groups are probably less likely to dwell on any negative aspects of the situation and turn toward how they want to see the group working together in the future.
This chapter discusses the need to keep groups on the path to higher ground in conflict resolution processes. Dukes et al give different methods for keeping groups focused and for dealing with problems that may be experienced during the process. They advise to "prepare for success as you plan for trouble". In this way, interveners work toward the most desirable end, while acknowledging that the worst could happen. They talk about the importance of developing a plan with the group that describes how the group will deal with any infringements on ground rules. This chapter also emphasizes the importance of recognizing positive aspects of group work. "Recognizing the good" can help reinforce the positive actions members take and keep the resolution on the right path.
This chapter was a helpful guide for how to make ground rules work for the groups involved in a conflict resolution process. I liked the practical guidance that was provided in the "from the toolbox" sections. I thought the tips that the authors gave for feedback techniques for different groups were interesting. They suggested using a "plus/delta" feedback technique in which groups rate what was positive (plus) and what should be changed (delta). I like that this technique doesn't use the word "negative" because it puts focus on how to change what might be negative in groups. This way groups are probably less likely to dwell on any negative aspects of the situation and turn toward how they want to see the group working together in the future.
Tuesday, April 14, 2009
April 14: The Conflict Context
Kraybill. Facilitation skills for interpersonal transformation.
This article by Ron Kraybill applied the concept of transformation to methods used by facilitators in conflict intervention. Kraybill first introduced 3 main skills that facilitators can use in intervention settings to work toward transformation. The skills are paraphrasing, summarising and reframing. He gives special attention toward the need for intervenors to recognize the response of parties to make sure that they are responding positively to these methods. The author then gives 4 techniques to use in intervention that may help bring about transformation: The Samoan Circle, the Conflict Spectrum, Interviews, and Interviews with a Listening Chair. All of these techniques emphasize the need of all parties to listen to each other. They also work to allow people to gain a better understanding of the views of others and of themselves. Lastly, the author brings in the idea of transformative process design. He argues that many people will accept undesirable outcomes if they believe the process is fair. He writes about the importance of recognizing the people involved and making sure that all parties participate in this recognition. Kraybill says that decision-making should be a key focus in facilitation and that parties should turn their attention toward the process of decision-making. It is important for parties to recognize how decisions are made and by whom so that they can address issues that arise in the process in hopes of bringing about change if necessary.
I thought this article was really helpful. Kraybill gave a lot of examples of what to do and what not to do as a facilitator. This article made me think of the role play we did in class with the divided church. In the role play, it seemed like the focus of the intervention changed from finding out "who should get what?" to "how can the church be saved?" The skills introduced by Kraybill seem like basic communication skills, but as he says, they can have a transformative effect.
This article by Ron Kraybill applied the concept of transformation to methods used by facilitators in conflict intervention. Kraybill first introduced 3 main skills that facilitators can use in intervention settings to work toward transformation. The skills are paraphrasing, summarising and reframing. He gives special attention toward the need for intervenors to recognize the response of parties to make sure that they are responding positively to these methods. The author then gives 4 techniques to use in intervention that may help bring about transformation: The Samoan Circle, the Conflict Spectrum, Interviews, and Interviews with a Listening Chair. All of these techniques emphasize the need of all parties to listen to each other. They also work to allow people to gain a better understanding of the views of others and of themselves. Lastly, the author brings in the idea of transformative process design. He argues that many people will accept undesirable outcomes if they believe the process is fair. He writes about the importance of recognizing the people involved and making sure that all parties participate in this recognition. Kraybill says that decision-making should be a key focus in facilitation and that parties should turn their attention toward the process of decision-making. It is important for parties to recognize how decisions are made and by whom so that they can address issues that arise in the process in hopes of bringing about change if necessary.
I thought this article was really helpful. Kraybill gave a lot of examples of what to do and what not to do as a facilitator. This article made me think of the role play we did in class with the divided church. In the role play, it seemed like the focus of the intervention changed from finding out "who should get what?" to "how can the church be saved?" The skills introduced by Kraybill seem like basic communication skills, but as he says, they can have a transformative effect.
Thursday, April 9, 2009
April 9: Ethics
Honeyman, C. Bias and Mediator's Ethics
This chapter deals with the issue of the biased mediator. Honeyman argues that it is impossible for a mediator to be neutral and that it may not even be a desirable goal. He argues that every mediator has some form of bias, whether it is issue-related or structural. He discusses the need for mediators to disclose information about their bias. He says that it can be harmful for a mediator to portray himself or herself as neutral, especially in international conflict. Honeyman also addresses the argument that parties will reject mediation as a viable method if the mediators are known to be biased. He responds that parties must know all about the qualities of different interveners and different intervention styles and that being open will simply allow people to make the best choice.
I think Honeyman makes a good argument. I think it would be hard for anyone to object to the idea that mediators are biased, especially in terms of structure. It did seem like the argument was more conceptual than practical. Although I understand the author's point, I had trouble understanding how to apply it to an intervention situation. Was he arguing that mediation as a field should make the idea of bias known? Was he arguing that mediators should let parties know of bias before they start the process? It seems like it would be hard to do either in a practical way, though I think Honeyman has a good point in that it would be helpful for parties to be aware of bias.
This chapter deals with the issue of the biased mediator. Honeyman argues that it is impossible for a mediator to be neutral and that it may not even be a desirable goal. He argues that every mediator has some form of bias, whether it is issue-related or structural. He discusses the need for mediators to disclose information about their bias. He says that it can be harmful for a mediator to portray himself or herself as neutral, especially in international conflict. Honeyman also addresses the argument that parties will reject mediation as a viable method if the mediators are known to be biased. He responds that parties must know all about the qualities of different interveners and different intervention styles and that being open will simply allow people to make the best choice.
I think Honeyman makes a good argument. I think it would be hard for anyone to object to the idea that mediators are biased, especially in terms of structure. It did seem like the argument was more conceptual than practical. Although I understand the author's point, I had trouble understanding how to apply it to an intervention situation. Was he arguing that mediation as a field should make the idea of bias known? Was he arguing that mediators should let parties know of bias before they start the process? It seems like it would be hard to do either in a practical way, though I think Honeyman has a good point in that it would be helpful for parties to be aware of bias.
Monday, April 6, 2009
April 7: Ethics
The Milagro Beanfield War
This movie was about a town in New Mexico inhabited by Hispanic farmers who had been there for hundreds of years. A rich developer was trying to build up the area and bring in new life and new money. A few citizens realized that this would mean that they would be displaced from their land and their homes. In the beginning of the movie, one man accidentally opens an irrigation ditch which then pours water onto the beanfield that used to be his father's. When it causes a stir in the town, he becomes more adamant that it is the right thing to do. The town eventually comes together in support of the beanfield and the independence it represents for the community.
I thought that this movie was very interesting and represented the multiplicity of issues that can be involved in conflicts. This movie reminded me of the classic Marxist struggle that can be seen in many developing areas in both the United States and the world. I thought it was interesting to see how the strength of the unified community prevailed in the end. In class, we have talked about how in many cases, the shallow causes of conflict are symbolic of deeper needs and issues. I think this was the case in this movie. The issue of irrigating the beanfield was simply a tipping point in a repressed conflict. I liked that the "sides" of the conflict were not concrete. It was difficult to clearly divide the individuals onto different sides of the conflict because there were so many controversial issues. This was an important part for me because it was a reminder that no one should assume that it is obvious how each individual or party feels. Assumptions such as these could make negotiations difficult or ineffective.
This movie was about a town in New Mexico inhabited by Hispanic farmers who had been there for hundreds of years. A rich developer was trying to build up the area and bring in new life and new money. A few citizens realized that this would mean that they would be displaced from their land and their homes. In the beginning of the movie, one man accidentally opens an irrigation ditch which then pours water onto the beanfield that used to be his father's. When it causes a stir in the town, he becomes more adamant that it is the right thing to do. The town eventually comes together in support of the beanfield and the independence it represents for the community.
I thought that this movie was very interesting and represented the multiplicity of issues that can be involved in conflicts. This movie reminded me of the classic Marxist struggle that can be seen in many developing areas in both the United States and the world. I thought it was interesting to see how the strength of the unified community prevailed in the end. In class, we have talked about how in many cases, the shallow causes of conflict are symbolic of deeper needs and issues. I think this was the case in this movie. The issue of irrigating the beanfield was simply a tipping point in a repressed conflict. I liked that the "sides" of the conflict were not concrete. It was difficult to clearly divide the individuals onto different sides of the conflict because there were so many controversial issues. This was an important part for me because it was a reminder that no one should assume that it is obvious how each individual or party feels. Assumptions such as these could make negotiations difficult or ineffective.
March 31: Reconciliation Efforts
Hayner: Negotiating Justice (in Darby and Mac Ginty. 2008. Contemporary Peacemaking 2nd ed. Pg. 328-338)
This chapter was about the idea of incorporating justice into peace agreements. The author talked about the field of "transitional justice" which involves bringing justice to groups who have recently been through violent conflict - they are transitioning to a more stable society. There are several ways of incorporating justice into peace accords: 1. Non-judicial truth-seeking (Truth commisions), 2. Reparations (Compensation for past abuses), 3. International, hybrid, and national courts (setting up a hybrid or an international court may be more likely to be part of an effort of the national government at attaining justice than a part of a peace accord), 4. Vetting and reform of the armed forces (Looking at histories of human rights abuses when selecting post-war security forces). The main concept that was addressed was that of amnesty and whether or not it can or should be added to peace agreements. If amnesty is added to a peace agreement, there are deeper questions that must be addressed. For example, Who should the amnesty apply to? and Will the amnesty be upheld internationally? The author gave outlines for cases in Liberia and Sierra Leone that involved peace agreements and discussed the potential efficacy of involving justice in negotiations.
This chapter reminded me of the movie on truth commissions that we watched in class. It talked about the possibility of using a truth commission as a way to bring about transitional justice. The author, like the narrator of the movie, noted that each situation was different and that individual settings called for different actions. It was interesting to read about the impact the international community can have on issues of justice. It seems like modernization and globalization has changed the way peace is negotiated. Although being watched over by the international community may make negotiation more difficult, it also holds the leaders of groups involved in conflict and in the peace process more accountable. Also, the presence of the international community can give support for the peace process (i.e. international or hybrid courts).
This chapter was about the idea of incorporating justice into peace agreements. The author talked about the field of "transitional justice" which involves bringing justice to groups who have recently been through violent conflict - they are transitioning to a more stable society. There are several ways of incorporating justice into peace accords: 1. Non-judicial truth-seeking (Truth commisions), 2. Reparations (Compensation for past abuses), 3. International, hybrid, and national courts (setting up a hybrid or an international court may be more likely to be part of an effort of the national government at attaining justice than a part of a peace accord), 4. Vetting and reform of the armed forces (Looking at histories of human rights abuses when selecting post-war security forces). The main concept that was addressed was that of amnesty and whether or not it can or should be added to peace agreements. If amnesty is added to a peace agreement, there are deeper questions that must be addressed. For example, Who should the amnesty apply to? and Will the amnesty be upheld internationally? The author gave outlines for cases in Liberia and Sierra Leone that involved peace agreements and discussed the potential efficacy of involving justice in negotiations.
This chapter reminded me of the movie on truth commissions that we watched in class. It talked about the possibility of using a truth commission as a way to bring about transitional justice. The author, like the narrator of the movie, noted that each situation was different and that individual settings called for different actions. It was interesting to read about the impact the international community can have on issues of justice. It seems like modernization and globalization has changed the way peace is negotiated. Although being watched over by the international community may make negotiation more difficult, it also holds the leaders of groups involved in conflict and in the peace process more accountable. Also, the presence of the international community can give support for the peace process (i.e. international or hybrid courts).
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