PIL AT REPORT Skills-Building Workshops Conflict Transformation: Dynamics, Skills and Strategies For Members of the Provincial Assemblies of Punjab and Sindh and Legislative Assemblies of Azad Jammu & Kashmir and Gilgit-Baltistan 2010

PIL AT REPORT Skills-Building Workshops Conflict Transformation: Dynamics, Skills and Strategies For Members of the Provincial Assemblies of Punjab and Sindh and Legislative Assemblies of Azad Jammu & Kashmir and Gilgit-Baltistan 2010

PILDAT is an independent, non-partisan and not-for-profit indigenous research and training institution with the mission to strengthen democracy and democratic institutions in Pakistan. PILDAT is a registered non-profit entity under the Societies Registration Act XXI of 1860, Pakistan.

Copyright© Pakistan Institute of Legislative Development And Transparency PILDAT All rights reserved Printed in Pakistan Published: November 2010 ISBN: 978-969-558-212-1 Any part of this publication can be used or cited with a clear reference to PILDAT

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Skills-Building Workshops Conflict Transformation: Dynamics, Skills and Strategies Report

CONTENTS Foreword Introduction Description of Skills Building Workshops on Conflict Transformation: Dynamics, Skills and Strategies

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First Skill Building Workshop organised for member of the Provincial Assembly of Punjab Second Skill Building Workshop organised for members of the Provincial Assembly of Sindh Third Skill Building Workshop organised for members of the Legislative Assembly of Azad Jammu &Kashmir Fourth Skill Building workshop organised for members of Legislative Assembly of Gilgit-Baltistan

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Feedback Analysis of the workshops

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Impact Analysis of the workshops

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Appendices Appendix I: Presentation by Dr. Syed Rifaat Hussain Appendix II: Exercises and Activities

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Foreword Foreword of Skills-Building Workshops on Conflict Transformation: Dynamics, Skills and Strategies were organised Abyseries PILDAT with support of the British High Commission, Islamabad for the members of Provincial Assembly of the Punjab on May 28, 2010 in Lahore, for the members of the Provincial Assembly of Sindh on June 15, 2010 in Karachi, for the Legislative Assembly of Azad Jammu & Kashmir on June 21, 2010 in Muzaffarabad and for the members of Legislative Assembly of Gilgit-Baltistan on November 03, 2010 in Gilgit. Representatives of Parliamentary Staff and members of youth wings of political parties also participated in these workshops. The basic objective of the PILDAT workshops was to build conflict resolution capabilities of legislators so that they are better equipped to play their role as mediators in various conflicts of the society since the elected legislators engage in the resolution of many conflicts – in their constituencies, at the local level, within legislature, regionally, nationally and internationally. These Workshops were delivered by Dr. Syed Rifaat Hussain, Chairman, Department of Defence and Strategic Studies, Quaid-i-Azam University, Islamabad. A background paper was also commissioned by PILDAT on the subject of Conflict Transformation: Dynamics, Skills and Strategies and was authored by Dr. Syed Rifaat Hussain for this series of workshops.

Acknowledgements PILDAT would like to acknowledge the financial support provided by the British High Commission, Islamabad through UK Government's Conflict Pool Fund in organising the workshops and for printing of its report. This report has been printed under the project titled “Orientation of Members of the National and Provincial Assemblies on Conflict Resolution”. Disclaimer PILDAT and its team of researchers have made every possible effort to ensure the accuracy of the contents of this report and do not accept responsibility for any omission and error, as it is not deliberate. Islamabad November 2010

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introduction Introduction The subject of Conflict Resolution is of immense importance for the politicians and legislators as they are expected to act as mediators in their practical lives whether they are in opposition, in power or among their constituents. They have to devise ways and means to resolve conflicts at various levels in their respective positions and constituencies. They have to resolve many inter and intra party conflicts that come their way. Some aspects of conflict resolution skills are associated with technology and techniques developed by the experts and academicians. The main aim of these workshops was to organise a discourse between the experts and the legislators and to impart knowledge of the latest techniques of conflict resolution to our public representatives. PILDAT organised a series of skills building workshops for members of the Provincial and Legislative Assemblies on Conflict Transformation: Dynamics, Skills and Strategies. The first workshop was organised for members of the Provincial Assembly of Punjab on May 28, 2010 at Hotel Pearl Continental, Lahore while the second workshop of the series was organised for members of the Provincial Assembly of Sindh on June 14, 2010 in Karachi. Third workshop was organised in Muzaffarabad for members of the Legislative Assembly of Azad Jammu and Kashmir while fourth and last workshop of the series was organised for members of the Legislative Assembly of Gilgit-Baltistan on November 03, 2010 in Gilgit. The main focus of these workshops were to develop a better understanding and analysis of complex conflicts, to impart skills and training for targeted and coherent interventions with the various actors involved in situations of conflict, including those opposed to non-violent solutions, to deepen understanding of processes that would help generate new and innovative ways for conflict resolution and conflict transformation, to explore concepts like discrimination and prejudice to restore communication and build levels of trust between parties in conflict and to encourage an understanding of multiculturalism to appreciate oneself and others. Presentation and Exercises for the 4 workshops are attached as Appendices I & II respectively.

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Description of Skills Building Workshops on Conflict Transformation Dynamics, Skills and Strategies First Skills Building Workshop organised for Members of the Provincial Assembly of Punjab PILDAT hosted the Skills Building Workshop on the said topic for members of the Provincial Assembly of Punjab, Legislative Staff of the Punjab Assembly and representatives of youth wings of major political parties on May 28, 2010 in Hotel Pearl Continental, Lahore. The workshop was first amongst four being organised for provincial and legislative assemblies on Conflict Transformation: Dynamics, Skills and Strategies. The workshop was attended by members of Provincial Assembly, its secretariat staff and members of the youth wings of major political parties including PPPP, Pakistan Muslim League-Nawaz-PML-N, Pakistan Muslim LeaguePML, Pakistan Tahreek-i-Insaf-PTI and Muttahida Quami Movement-MQM, etc. The workshop was conducted by Dr. Syed Rifaat Hussain, Professor and Chairperson Department of Defence & Strategic Studies, Quaid-i-Azam

University-QAU, Islamabad, along with Ms. Salma Malik, Assistant Professor, Defence and Strategic Studies-DSS Department QAU. Members of the Provincial Assembly of Punjab who participated in the workshop included Advocate Ch. Javed Ahmed, MPA, (PP-228 Pakpattan-II, PML-N) Chairperson, Standing Committee on Education, Ms. Nazma Jawad Hashmi, MPA, (W-334, PPP), Nawabzada Shamas Haider, MPA, (PP-27 Jhelum-IV, PML-N), Ms. Saima Aziz, MPA, (W-311, PML-N), Ms. Shameela Aslam, MPA, (W308, PML-N), Ms. Sakina Shaheen Khan, MPA, (W-321, PML-N), Ms. Faiza Ahmed Malik, MPA, (W-343, PPP), Ms. Tayyaba Zameer, MPA, (W-299, PML-N), Ms. Kishwar Qayuum, MPA, (W-330, PPP), Ms. Sajida Mir, MPA, (W336, PPP) and Ms. Rehana Hadees, MPA, (W-327, PMLN). Among Parliamentary Staff, Dr. Aftab Maqbool Joiya, Special Secretary, Provincial Assembly of Punjab, Mr. Inayat ullah Lak, Director General, Provincial Assembly of

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Punjab and Mr. Khalid Mehmood participated in the workshop. Second Skills Building Workshop organised for Members of the Provincial Assembly of Sindh Second workshop on the Conflict Transformation: Dynamics, Skills and Strategies was organised for members of Sindh Assembly on June 14, 2010 in Karachi. The workshop was chaired by Mr. Nisar Ahmed Khuhro, Speaker, Provincial Assembly of Sindh while leader of the opposition Mr. Jam Madad Ali Khan also took part in the workshop. Over twenty (20) members of the Provincial Assembly of Sindh participated in the workshop including Nawab Taimur Talpur, MPA, (PS-68 Umerkot I, Old Mirpurkhas V, PPP) Mr. Anwar Alam Mahar, MPA, (PS-2 Sukkur cum Shikarpur,old Sukkur II, PPP) Mr. Shahryar Mahar, MPA, (PS-10 Shikarpur cum Sukkur,old Shikarpur II, PML); Ms. Nusrat Sehar Bano Abbasi, MPA, (W-159, PML-F), Ms. Farheen Mughal, MPA, (W-140, PPP), Ms. Shama Mithani, MPA, (W-141, PPP); Ms. Nargis N.D Khan, Provincial Minister for Social Welfare, (W-139, PPP); Haji

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Ali Murad Rajar, MPA, (PS-69 Umerkot Cum Sanghar (Old Mirpurkhas VI, PPP), Ms. Aysha Khoso, MPA, (W-131, PPP), Ms. Kalsoom Chandio, MPA, (W-142, PPP), Mr. Sharjeel Memon, MPA, (PS-62 Tharparkar III, PPP), Agha Taimur Khan Pathan, MPA, (PS-11 Shikarpur I (old Shikarpur III, PPP), Mr. Imran Zafar Leghari, MPA, (PS-76 Dadu III, Old Dadu VI, PPP), Mr. Amir Ali Shah, MPA, (PS44 Matiari Cum Hyderabad (old Hyderabd II, PPP), Dr. Muhammad Rafique Bhabhan, MPA, (PS-31 Khairpur III, PML-F), Mr. Abdul Razzaq Rahimoon, MPA, (PS-63 Tharparkar IV, PML), Ms. Shamim Ara, MPA, (W-143, PPP), Ms. Nuzhat Pathan, MPA, (W-157, PML), Ms. Najma Saeed Chawla, MPA, (W-132, PPP), Ms. Rukhsana Shah, MPA, (W-144, PPP) and Mr. Imdad Ali Shah, MPA, (PS-52 Tando Allahyar Cum-Matiari –II, old Hyderabad-X, PPP). The workshop was attended by many representatives of youth wings of major political parties including PPP, PML-N, PML, MQM, ANP, JUI-P and Majlis-e-Ahle Hadees.

Third Skills Building Workshop organised for Members of the Legislative Assembly of Azad Jammu & Kashmir

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PILDAT organised third workshop on the Conflict Transformation: Dynamics, Skills and Strategies for members of the Legislative Assembly of Azad Jammu & Kashmir on June 21, 2010 in Muzaffarabad. Mr. Shah Ghulam Qadir, the then Speaker, Legislative Assembly of AJ&K chaired the workshop, accompanied by Ms. Mehrunisa, Deputy Speaker of the Legislative Assembly of AJ&K. Over 20 members of the Legislative Assembly along with the Legislative Staff participated in the workshop. Members who participated included Dr. Najeeb Khan, Minister Health, (LA-XXI Sudhnoti &Poonch- V), Sardar Ghulam Sadiq, MLA, (LA-XVIII Sudhnoti & Poonch –II), Mr. Naeem Khan, MLA, (LA-IX Kotli–II), Ms. Nasreen Mazhar, MLA, Ms. Naheed Tariq, MLA, Sardar Abdul Qayuum Niazi, MLA, (LA-XVII Sudhnoti & Poonch–I), Malik M Nawaz, Minister Electricity, (LA-VIII Kotli-I), Ch. Muhammd Ismaeel, MLA, (LA-XXXI Jammu & Others-II ), Hafiz Hamid Raza, MLA, (LA-XXXII Jammu & Others–III), Ch. Muhammad Aziz, MLA, (LA-XVI Bagh-IV), Mr. Tahir

Khokhar, MLA, (LA-XXXI Jammu & others-I), Ch. Akbar Latif, MLA, (LA-XXVII Muzaffarabad-IV), Haji Muhammad Yaqoob Khan, MLA (LA- XIX Sudhnoti & Poonch –III), Sardar Farooq Ahmed Tahir, MLA, (LA.XXII Sudhneri & Poonch – VI), Mr. Muhammad Akbar Chaudhary, MLA, (LA-XXXIV Jammu & Others –V), Ch. M. Rashid, MLA, (LA-XXIX Muzaffarabad-VI), Mian Abdul Waheed, MLA, (LA-XXIII Neelam Valley-I), Syed Shaukat Ali Shah, MLA, (LA-XXXVIII), Abdul Majid Khan, MLA, (LA-XII Kashmir Valley-VI), Mr. Shafiq Jarral, MLA, (LA-V Bhimber–I), Mr. Saleem Butt, MLA, (LA-XXXVI) and Mr. Muhammad Riaz, MLA, From Overseas Pakistanis. Fourth Skills Building Workshop organised for Members of the Legislative Assembly of Gilgit-Baltistan Last workshop of the series was organised for members of the Legislative Assembly of Gilgit-Baltistan on November 03, 2010 in Gilgit. Mr. Wazir Baig, Speaker Legislative Assembly of GilgitBaltistan, chaired the workshop while members of the Legislative Assembly who participated in the workshop

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included Mr. Aftab Haider, MLA, (LA-3, Gilgit-III), Mr. Mirza Hussain, MLA, (LA-5, Gilgit-V), Mr. Wazir Shakeel Ahmed, MLA, (LA-9, Skardu-III), Mr. Muhammad Naseer Khan, MLA, (LA-14, Astore-II), Mr. Bashir Ahmed, MLA, (LA-15, Diamer-I), Mr. Janbaz Khan, MLA, (LA-16, Diamer-II), Mst. Amina Bibi Ansari, MLA, MLA, Mr. Muhammad Ismail, MLA, (LA-24, Ghanche –III), Mr. Muhammad Jaffar, MLA, (LA-22, Ghanche-I), Pir Syed Karam Ali Shah, MLA, (LA-19, Ghizer-I) and Mr. Janbaz Khan, MLA, (LA-16, Diamer-II).

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Feedback of the participants at the conclusion of workshops Feedback forms were distributed during the workshops and the participants returned back the forms at the completion of workshops. Below are responses to the following questions. Q1: How do you rate the usefulness of the Workshop? 78.9% participants found it very useful. 19.3 % rated it somewhat useful. 0.9 % did not reply to this question. Q2: How is the learning obtained through the workshop going to help you in your various roles? Can you specify in which capacity are you likely to use this learning the most? 27.2% said that they will use the skills as a legislator42.1% claimed to use these skills in their constituencies. 15.8% told that they will use these skills in their dealings with the executives while 15% gave different other option. Q3: Would you like to be a part of future training workshops in the area of conflict resolution / management? 86% of the participants wanted to participate in future workshops. 0.9% did not want to participate in future workshops. 10.5% were not very sure and specific to attend the future workshops while 2.6% did not give any response.

Impact Analysis of the workshops To analyze the impact of workshops conducted by Dr. Rifaat Hussain, an impact analysis survey was conducted by PILDAT team. Sample of 5% of all legislatures was taken through random sampling technique. Members of legislative staff and youth wings of political parties are taken on the same basis. Following are the responses to the structured questions. Q1. How do you rate the effectiveness in your practical life, after attending PILDAT Skill-Building Workshops? 57.5 % of the participants found the workshop very effective and 42.5% found the workshop effective. Q2: How far have you applied your improved capacity of Conflict Resolution in your routine life conflicts? 65.8% participants claimed that they apply it very often. 28.8% apply it very rare while 5.5 % did not apply these skills at all. Q3.Are you satisfied with the trainer of the workshop? 84.9% of participants were satisfied with the trainer. 12.3% were not satisfied by the way he conducted the workshop. 1.4 % did not reply while 1.4% had not rated the trainer on any scale.

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Appendices Appendices

Appendix I

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Skills-Building Workshops Conflict Transformation: Dynamics, Skills and Strategies Report

Appendix I: Presentation by Dr. Syed Rifaat Hussain

Conflict Transformation: Dynamics, Skills and Strategies by Dr. Rifaat Hussain April 2010

Conflict: What it means? Conflict can be defined as: a state of opposition between • persons or • ideas or • interests. It involves opposing forces and differing objectives.

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Conflict: What it means? • Conflict is a state of discord caused by the actual or perceived opposition of needs; values and interests. A conflict can be internal (with oneself) or external (between two or more individuals. • A conflict may be violent or non -violent. Most of the times, non-violent conflicts become violent when they are not contained at the early stages.

Conflict Defined • It is essentially a situation in which interests, values and needs of different parties are seen to be in collision. • Involves two or more actors • Actors have positions based on conflicting needs, values, interests. • Actors perceive their positions to be incompatible.

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Figure 1.

The conflict triangle Contradiction: interests, values, needs

Attitude

Behaviour

Source: Galtung, 1969

Impact of Conflict: • Conflicts change relationships and attitudes in predictable ways by: • Altering communication patterns • Trends of social organization • Altering images of the self and of the other. • It may be apprehended as a potentiality or a situation, as a structure or a manifestation, as an event or a process.

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Two Views of Conflict : Negative • • • • • • • • • • •

Anger Disagreement Hostility Threat Anxiety Competition Tension Violence Destruction Pain War

Conflict as “positive:” • • • • • • • • • • • •

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Clarifying Learning Stimulating Intimate Courageous Strengthening Creative Helpful Enriching Caring Opportunity Inclusive

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Conflicts: Some key Features • Conflicts can be destructive • Conflicts can be constructive • Conflicts can be among groups within a society • Conflicts can be among states • All conflicts can be resolved

Conflict and Violence • • • • • • • •

Conflict: Conflict is an integral part of human existence. Conflict can arise from: competing needs values and desires; unequal access to resources and power; and perceived differences in the value of human life. Violence: Violence is the expression of conflict in a way that threatens human life or the quality of human life. Forms of violence include physical, verbal, psychological, sexual, economic and institutional violence.

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Violent conflicts often are: • Asymmetric: resulting from inequalities of power and status. • Protracted: flowing in and out of violence. • Involves society, economics, region and its surroundings.

Determinants and Causes of Conflict: Policy determinants Psychological determinants Social determinants Political determinants Nature of The Issue: Existential Issues (e.g. the physical survival of the community, or the creation of a distinct national political system via separation), or Core Identity Issues (e.g. freedom to practice a religion unencumbered, or the recognition of the existence of “a people”, with their own culture and language)

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Conflicts are Multidimensional and very complex • Conflicts are rooted in multi-dimensional causes and factors and their complex interaction and overlap of various conflict issues. There can never be one single factor that leads to a violent conflict. These causes and factors could be structural or proximate Causes of Conflict: Ice berg model

The iceberg represents the explicit (visible) and implicit (hidden) causes of conflicts. Like an ice berg, the deepest and most dangerous sources of conflict may not be visible.

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Actors, their interests and Resources are the key

• Stated interests of actors involved ( stated interest); • Hidden agendas of actors involved (hidden agendas); • Relationships of various other actors and their perception of such interrelationships (connects with/contradicts with); • Resources the conflict actors have at present in order to realize their agenda (Resources they have) • Actors who are interested in peace through negotiations (Resources they need).

Some distinctions • CR: involves attempts by parties to come to a shared understanding of the problem and used that shared understanding to arrive at a settlement of dispute. • CM: Conflict management is the art of appropriate intervention to achieve political settlements, particularly by those powerful actors having the power and resources to bring pressure on the conflicting parties in order to induce them to settle. The key assumption is that conflict cannot be eliminated but can be managed from becoming violen 24

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Analytical distinctions…contd • CT: Involves conscious efforts by parties to conflict to understand their situation differently by visualizing positive sum outcomes to the dispute. • Dynamics of conflict get so fundamentally altered that possibilities for permanent begin to emerge as a viable alternative to fighting and feuding. • Parties to conflict agree to bury the hatchet Approaches to CR Approaches to conflict management

Notions of conflict

Preferred Practical Approach

Measures of Success

Role of Dialogue Projects

Conflict Settlement

Conflict as a problem of the status Quo and political order

Track 1: Diplomacy and power politics at official leadership level

Results-oriented: political settlements with stabilizing effect

Organizing prenegotiations; Promoting climate of understanding

Conflict Resolution

Conflict as a catalyst of social changes

Track 2: Direct civil society conflict management, esp. at the middle ranking leadership level

Process oriented: improved communication, interaction, and relations between parties; respect for different collective identities

Creating a leadership class with experience of dialoguing; Workshops on communication, problem-solving etc

Conflict Transformation

Conflict as a non- Track 3: violent struggle for Strengthening social justice capacities of disadvantaged groups to act/deal with conflict, and capacity of divided/war traumatized societies to integrate

Structure oriented: elimination of socio-economic inequalities between identity groups; good governance; power sharing; creation of crosscutting civil society structure; building conflict management capacities at the gross root level.

Practicing communication and interaction skills; Providing opportunities for encounter and learning between polarized groups; Empowering groups

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To reduce conflict, it is necessary to comprehend its underlying patterns and causes. The best that can be done while resolving a conflict is • to manage and contain it, and • try to reach to a compromise in which violence may be laid aside and normal politics are resumed.

Conflict Resolution and Conflict Transformation • Conflict Resolution addresses the symptoms of conflict with short term solutions. It may temporarily solve the problem or stop the violence, but it does not address underlying cause. Conflict is a natural phenomenon, neither inherently good or bad, but there may be positive or negative outcomes.

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Conflict Transformation • Conflict transformation: a root cause of conflict by bringing the necessary political, social, and attitudinal change to bring lasting peace.

Resolution and Transformation: A Brief Comparison of Perspective Conflict Resolution Perspective

Conflict Transformation Perspective

key question

How do we end something not desired?

How to end something destructive and build something desired?

Focus

It is content-centered.

It is relationship-centered.

purpose

To achieve an agreement and solution to the presenting problem creating the crisis.

To promote constructive change processes, inclusive of-- but not limited to -- immediate solutions.

development of the process

It is embedded and built around the immediacy of the relationship where the presenting problems appear.

It is concerned with responding to symptoms and engaging the systems within which relationships are embedded.

Time frame

Short-term

mid- to long-range

View of conflict

It envisions the need to de-escalate conflict processes.

It envisions conflict as a dynamic of ebb (conflict de-escalation to pursue constructive change) and flow (conflict escalation to pursue constructive change).

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The issues, actors and interests change over time as the consequence of the social, economic and political dynamics of societies. A conflict’s nature may; • Broaden (new issues) • Widen (new actors) • Intensify (new victims)

A conflict can be divided in the following phases; • Pre-violence • Escalation • Protracted • Post-settlement

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Conflict Transformation and its Dynamics

Six Phases of Conflict Phase 1 is the dispute stage in which a divisive issue exists but has not yet been cast by either disputant in terms in which military power becomes significantly relevant. Phase 2 is the pre-hostilities conflict phase in which no serious shooting takes place, but it begins to “look like war” as a military buildup starts, or an arms race develops, or military forces are deployed with serious intent to use them at some point and people view the situati9on in potentially military terms. Phase 3, the hostilities phase, occurs when the disputants have crossed the fateful threshold to actual fighting.) 29

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Phases of conflict…. • Phase 4, the cessation of hostilities phase, is an armed truce, so to speak, but with no end to the conflict, let alone a settlement of the underlying dispute. • Phase 5 is a phase beyond conflict, in which the situation is no longer perceived in military terms, but the dispute persists. • Finally, there is the ultimate settlement stage in which the underlying dispute and, consequently, the conflict, are settled.

LEISS DYNAMIC PHASE CONFLICT MODEL Table 1 DISPUTED CONFLICT HOSTILITIES Phase 1

Phase 3

Dispute

Conflict

Quarrel about an Issue

Military Fighting option between development Organized Units Factors Factors

Factors

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Phase 2

Hostilities

Phase 4

Phase 5Settlement

Post Hostilities

PostHostilities

Conflict Remains

Dispute Remains Unsettled

Factors

Factors

Dispute Settled

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Conflict Trajectory CRISIS- Stage 4 & 5

DESTRUCTION

VIOLENCEStage 3 SEGREGATION

CONFRONTATION Stage 2 PRECONFLICTStage 1

OUTCOME

POLARISATION

DISCUSSION

Peacebuilding and Conflict Transformation integrated approach that addresses: •State Institutions, •Economic Structures and •Civil Society.

POSTCONFLICT

require

an

People from different parts of: •Society, •Government Administration, •Political Parties and Parliaments, need to cooperate and focus on building institutions that enable; •Effective control (i.e., of non-state actors who break the rules as well as state institutions who misuse their power) and •Guarantee security and justice for social groups and individuals (“rule of law”).

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The transformation of a conflict can take place at four basic levels; – Actors/ Parties – Issues/ Interests – Rule/ Discourse – Structure/ Culture

Transformers of Conflict

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Type

Examples

Context Transformation

Changes in the international or global environment

Structure Transformation

Change from asymmetric to symmetric relations Change in power structures Changes of markets of violence

Actor Transformation

Changes of leadership Changes of goals Intra-party change Changes in party’s constituencies Changing actors

Issue Transformation

Transcendence of contested issues Constructive compromise Changing issues De-linking or re-linking issues

Personal/Elite Transformation

Changes of perspective Changes of heart Changes of will Gestures of conciliation

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• Since conflict usually transform perceptions by emphasizing the differences between people and positions, effective conflict transformation can work to improve mutual understanding. • Transformation also involves transforming the way conflict is expressed. • It may be expressed competitively, aggressively or violently, or it may be expressed through nonviolent advocacy, conciliation or cooperation.

According to Curle: asymmetric relationships can be transformed, through a shift from unbalanced to balanced relationship, achieved through a process of ; • Conscientisation (Critical consciousness) • Confrontation • Negotiation • Development

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Figure 5: Transforming asymmetric conflicts(I) Unbalanced power Balanced power

Unpeaceful relations

Peaceful relations 4. Peaceful development

3. Negotiation

1. Conscientization

Latent conflict

2. Confrontation

Overt conflict

Source: from Curle, 1971 and Lederach, 1995

oppression. injustice, latent conflict

changed attitude

awareness, conscientization

mobilization, empowerment

negotiation, mediation confrontation, overt conflict Changed relationship, new power balance

Figure 8: Transforming asymmetric conflicts (II)

agreed relationship

Balance power Source: from Francis, 1994

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The tree of conflict • • • •

Cause of conflict :Roots Type of conflict :Ground Effect of conflict :Branches Solutions to conflict: Fruit

The effects

T H E T R E E

The problem

The Roots

O F C O N F L I C T

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It is necessary to clearly identify: • • • •

Stakeholder Likely Spoilers Potential Peacebuilders. Selection of appropriate Local Partners (make sure that partners respond to social needs, that their agenda refers to positive social change and/or effective state control, or contributes to institution or relationship building .)

• Issues of Legal Justice, Social Justice and Human Rights. • Building Interdependencies • Psycho-social and Spiritual dimension of conflict transformation.

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• The conflict parties can directly engage in negotiations on conflict termination and in the search for a solution • a third party can be invited to mediate; • the process is public, • participation in the process and the approval of results is voluntary. • It is carried out by social groups in the interest of social groups (extended families, clans, village communities, tribes, brotherhoods, etc.); • individuals are perceived as members of a (kin-)group, they are accountable to that group • the group is accountable for (the deeds of) each of its members.

• Other parties and interests that have become involved in the original conflict need to be disentangled (disengagement). • Contacts (appropriately managed) need to be restored. • Inter-party communication channels need to be reopened and the resultant communication made at least more nuanced and complicated than the simple exchange of accusations and justifications (recommunication).

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• Intra-party decision making needs to be rebalanced to allow for the input of ideas from those whose immediate task is not tomorrow’s defence against violence or the short term implementation of counter-coercion measures (de-mobilisation or demilitarisation). • Finally, ways have to be found to reverse entrapment processes and to enable policy decisions to be made with an eye to realistic future opportunities and limitations rather than past aims, promises, investments and sacrifices (decommitment). • Each party’s underlying needs and interests need to be revived and reviewed to see what crucial goal incompatibilities still lie at the heart of their conflict and the practice of opposing for the sake of opposition abandoned (de-isolation).

Role of Negotiations • • • • • •

Negotiation situations are an integral part of our daily life. Negotiation and bargaining are interchangeable notions. When does the need for negotiations arise? A. when there are two or more parties B. When there is conflict of interest between them. C. Negotiation is a voluntary process. It is a strategy pursued by Choice. • D. It happens when parties involve have an expectation of a better deal. • It happens when parties search for agreement rather than to fight openly • It happens when both sides expect and are willing to give and take.

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The Collaborative Negotiation Process: • • • • • •

Agree to negotiate Gather points of view: Find common interests: Create win-win options Evaluate options Create an agreement

Debate

versus Dialogue

Goal is to win

Goal is to discover common ground

One listens to find the opponents weak point

One listens to understand

One criticizes other point of view

One openly considers all points of view

Assumes one right answer to a question or problem

Assumes that many different ideas can contribute to a fuller solution

Comes from a position which one defends

Expresses feelings, concerns, fears, and uncertainties

Exposes faults in the positions of others

Demonstrates strengths on all sides of an issue

Further polarizes antagonistic positions

Uncovers brand new possibilities and opportunities

Promotes competition

Builds bridges of understanding

Looks to strengthen a predetermined

Uncovers brand new possibilities and opportunities

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Skills-Building Workshops Conflict Transformation: Dynamics, Skills and Strategies Report

Negotiating Perspectives COLLABORATIVE

COMPETITIVE

COMMUNICATION •Open and honest •Information sharing •Persuasive •Little blaming or fault finding

COMMUNICATION •Guarded,secretive,deceptive •Lack of information •Coercive •Blaming and fault finding

ATTITUDES •Trusting •Mutuality •Concerned for relationship •Future focused

ATTITUDES •Mistrust and suspicion •Concern for self only •Past focused •Aggressive, defensive •Means justify the end

PROCESS Negotiate from interest/needs Separate problem from the person Creativity Look for positive mutual options/outcome

PROCESS Negotiate from positions Attacking behavior Rigidity Use any standard to advance positions

OUTCOMES Mutual needs met (win/win) Mutual ownership Dignity Relationship Preserved/enhanced

OUTCOMES One’s person’s needs met at expense of other (win/ lose) Misuse of power Battle scars Alienation

Pre-Negotiation Role

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Function

Monitor

Tracks developments in the conflict system and its environment

Explorer

Determines adversaries readiness for contacts; sketches range of possible solutions

Reassurer

Convinces adversaries’ the other is not solely or wholly bent on victory

Decoupler

Assists external patrons to withdraw from core conflict; enlists patrons in other positive tasks

Unifier

Repairs intra-party cleavages and encourages consensus on core values, interests and concessions

Enskiller

Develops skills and competencies to enable adversaries to achieve a durable solution

Convener

Initiates talks, provides venue, legitimises contacts

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Skills-Building Workshops Conflict Transformation: Dynamics, Skills and Strategies Report

During Talks or Negotiations Role

Function

Facilitator

Within meetings enables a fruitful exchange of visions, aims and versions

Envisioner

Provides new data, theories, ideas and options for adversaries to adapt; creates fresh thinking

Enhancer

Provides new resources to assist in search for a positive sum solution

Guarantor

Provides insurance against talks breaking down and offers to guarantee any durable solution

Legitimiser

Adds prestige and legitimacy to any agreed solution

Post-Agreement Role

Function

Verifier

Checks and reassures adversaries that terms of the agreement are being carried out

Implementer

Imposes sanctions for nonperformance of agreement

Reconciler

Assists in actions to build new relationships between and within adversaries

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Skills-Building Workshops Conflict Transformation: Dynamics, Skills and Strategies Report

Natural styles of dealing with Conflict } Turtle (Avoidance) } Teddy Bear (Accommodation) } Shark (Domination) }

Fox (Compromise)

}

Owl (Integration)

Conflict Resolution Skills • • • • • •

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Getting the facts Active/Reflective Listening Defusing/managing anger Empathy skills Cognitive restructuring Negotiating outcomes

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Skills-Building Workshops Conflict Transformation: Dynamics, Skills and Strategies Report

Leadership Skills Leading the experience: skills that are used in leading or implementing activities: 1.Observation 2.Leadership voice 3.Challenge 4.Instruction 5.Intervention 6.Empathy 7.Co-leadership 8.Conflict resolution

Processing Skills Ask open ended questions

How did you feel? Howwas that for you? How was that experience?

Focus on feelings

How did you feel? What is every one feeling right now? e.g. one word to describe your feeling.

Repeat feelings

You must have felt relieved.

Draw out learning

What can we learn fromthat?

Focus on one issue at a time

We want to move on to that. Let’s see what else there ison this topic.

Monitor verbal and non-verbal

Look for signs of confusion,boredom,constantanger, etc., look for people talking, writing or not writing.

Test out perceptions

What do other people feel?

Appropriate self-disclosure

I am confused. How do other people feel?

Ask the group to summarize

Where have we got to?

Review

We seem to have covered so and so. Does that sound right? Anything to add?Have I missed anything.

Focus on behavior

What was she/he doing that made you think that?

To explore more deeply

Can you say more about that? what would be anexample?

Ask group to diagnose itself

What is happening here right now?

Diagnosing

Does the large amount of joking going on suggestavoidance of an important issue.

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Skills-Building Workshops Conflict Transformation: Dynamics, Skills and Strategies Report

Peace Educator and Facilitator : • • • •

Be at peace with yourself Have a strong commitment to equity Maintain neutrality Be open to different styles, cultural practices and point of view • Be grounded in knowledge and skills

Qualities and Skills for an ideal peace Facilitator

• Build Sustained relationships with participants • Be passionate about peace • Be confident • Be serious yet fun loving • Be honest 44

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Skills-Building Workshops Conflict Transformation: Dynamics, Skills and Strategies Report

Qualities and Skills for an ideal peace Facilitator

• • • • •

Be well prepared Be intuitive Be analytical Be patient Be conscious of role modeling

Qualities and Skills for an ideal peace Facilitator

• Be an attentive listener • Have clarity of purpose, action and articulation • Be polite • Be accommodating • Be transparent

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Skills-Building Workshops Conflict Transformation: Dynamics, Skills and Strategies Report

Qualities and Skills for an ideal peace Facilitator

• • • • •

Be spontaneous Be willing to adapt and change Be an optimistic Your integrity is vital Have fun Barrier To Resolving Conflict

• • • • • • • • 46

Clashing Egos - Styles Of Conflicts Name calling Sarcasm/Ridicule Insulting Threatening Blaming Inflexibility Defensive body posturing/language

Appendix II

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Skills-Building Workshops Conflict Transformation: Dynamics, Skills and Strategies Report

Appendix II: Exercises and Activities

Exercise/Activity:1 The tree of conflict: Water Issue • • • •

Cause of conflict :Roots Type of conflict :Ground Effect of conflict :Branches Solutions to conflict: Fruit TIME AIMS

• 1 hour • To learn to map and analyze the root causes and the effects of a conflict.

MATERIALS & PREPRATIONS

• photocopy the worksheet for each participant

WORKSHEET

•Yes

PROCEDURE

•Participants draw their own conflict trees on large sheets of paper . The conflict may be the same for all groups or each group may choose their own. Each group should think deeply about the many root causes and many effects of their chosen conflict. Hang the tress on the wall and ask for general comments on what participants observes about root causes and effects or, if time allows ,ask each group to present their work and then move into a general discussion.

The effects

T H E T R E E

The problem

The Roots

O F C O N F L I C T

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Exercise/Activity: 2 What difference can I make? • 1 hour

TIME

• To reflect on when we can make a difference •To think about who bring change

AIMS MATERIALS & PREPRATIONS

• photocopy the worksheet for each participant

WORKSHEET

•Yes

PROCEDURE

•Hand out the worksheet to all participants. Ask them to read through the list to themselves. •Read the list out, asking for volunteers to explain what each phrase means, and briefly discussing it to ensure everyone understands it. •Tell the participants that they have a chance of making a difference either. v on their own v With the help of many others v with the help of many others v there is little chance of making a difference Ask the participants to compare their ideas with their partner. Are they the same? Where do they differ? If possible, allow two pairs to join together & discuss their choices.

What difference can I make? Read the following list and discuss what each item means. Decide whether you have any chance of making difference either. 1. On your own 2. With the help of a few others 3. With the help of many others 4. There is little chance of making a difference Write down each item in the place of your choice on the chart below: With help from few

With help from many

No chance

1.

1.

1.

1.

2.

2.

2.

2.

3.

3.

3.

3.

4.

4.

4.

4.

5.

5.

5.

5.

6.

6.

6.

6.

On my own

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List of issues • • • • • •

Resolving water crisis Maintaining a clean neighborhood clearing litter from the streets Having a quite neighborhood Ending child labor Improving health care

What did you learn from your own styles of conflict management?

• Role Models? General idea of Conflict management – Family and community role models – Celebrity role models – Teachers/mentors/coaches – Media examples/role models

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