Approaches To Conflict Resolution
Approaches To Conflict Resolution
Approaches To Conflict Resolution
INTRODUCTION
Conflict resolution aims at the satisfaction of basic human
needs, as it believes that the non-fulfillment of basic human needs is at the root of
violent conflicts. This opens up space for ‘facilitative’ and non-violent solutions.
therefore, its resolution must involve analysis and reconstruction of perceptions of
beliefs (about) and attitudes towards, the other side, improving communication and
facilitating the development of trust and cooperation between the hostile groups
and individuals.
Gandhi too believed that conflict was the result of structural denial of human
needs. For Gandhi, conflict resolution entails a facilitated problem-solving process
that is interactive, analytical and actively involves all the individuals and identity
groups directly concerned. societies and cultures all over the world have developed
structured and active conflict resolution approaches to address actual and potential
conflicts between individuals, groups and communities.
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The role of a facilitator is less active than that of an arbitrator or mediator as a pure
facilitator is responsible only for the process and not for the content. Mediation
and arbitration may seem to be a similar process but they are different.
mediation places the responsibility of deciding on acceptable solutions in the hands
of the disputants, while arbitration places it on the arbitrator. Negotiation,
mediation and facilitation involve more of individual and community decision-
making, which ultimately aim at the possibility of enhancing relationships
between the contending groups and individuals while arbitration,
adjudication and litigation involve more of legally-enforced decision-making.
Thus, in arbitration, adjudication and litigation the power of the conflicting
groups and individuals to manage their own conflict decreases and they have
less control over the solutions in comparison to the processes of negotiation,
facilitation and mediation.
Negotiation
It is this simple and widely prevalent skill of negotiation that is used in
conflict resolution as a strategy. Negotiation is a process where individuals with
shared and opposed interests, work out a settlement in order to come to an
agreement. One has two choices while negotiating—go for a win-lose situation —
or go for mutual problem-solving The latter approach is preferable if the disputing
individuals or groups have a stake in maintaining ongoing positive relationships
with each other. Negotiation normally works in the following way: Disputing
individuals and groups share information about the situation they are in, they
express their feelings about the problem at hand, Disputants state their positions
and give reasons that underlie their positions and feelings; They listen and
communicate their understanding of the other individual’s or group’s positions,
Disputants invent three or more possible solutions, They try to find a common
ground that will be acceptable to all and can be sustained, Agree and shake hands
on the solution that maximise mutual benefits and also agree to observe and
monitor commitments and arrangements, In the initial phase of negotiation, parties
maintain their stated positions , But an expert negotiator will shift the disputing
individuals or groups from positions to interests and finally to needs
Certain principles should be followed in the process of negotiation. We must
separate the people from the problem. Mostly, relationships get entangled with
problems. One should thus pay attention to maintaining a long–term positive
relationship between the disputants and try to affirm the same symbolically and
otherwise. Communicating effectively during the course of negotiation is a must
and that involves listening actively and respectfully and speaking for oneself and
not about others. Focusing on interests and not positions is necessary as positions
are more conflicted than interests.
However, the process of generating options should be separated from the process
of evaluating each option, which will be the next step. The idea is to look for an
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option that meets the interests and needs of the disputants. The final solution must
be legitimate.
Mediation
Sometimes people in conflict find it difficult to negotiate one-on-one. In
such cases, mediation becomes an option for managing conflicts constructively.
Mediation is a process through which a neutral third person facilitates integrative
negotiation between disputing individuals and groups. Although mediation is
facilitated by a third person, it is a voluntary process where the disputing
individuals or groups work out their own solutions, and make informed decisions
to resolve their own disputes; the mediator does not make decisions for them.
Sometimes, it is difficult to find any one person who is trusted as impartial and is
acceptable to both the sides, a team of two or more co-mediators can work well so
long as each of the sides feels that the team is balanced in its totality. Proper
groundwork is a must for successful mediation: selection of a mediator/s; ensuring
the participation of disputing individuals and groups; and preparation by the
mediators. Mediators need to be aware of their strengths and weaknesses as well as
that of their co-mediator, in case there is one. Mediation approaches differ from
one setting to another as each culture and community is different. generally, is a
four-stage process.
STAGE 1: The first step is the introduction stage wherein the mediator provides a
safe place for the conflicting individuals and groups to begin a face-to-face
discussion. emphasises the goal of the meeting as well He/she then describes
his/her role in the process The mediator makes sure to describe the process – each
side will take turns to speak; both will agree on the basic issues and will work with
these one at a time with their suggestions for resolution. The mediator should ask
the conflicting groups and individuals to come up with the ground rules and not
make suggestions initially.
STAGE 2: The second stage is of storytelling, which allows the disputing
individuals and groups to express their concerns, explain the situation as they
understand it, and gain a sense of the other side’s view. The mediator will get the
perspective of each side one at a time and offer his/her paraphrase identifying each
side’s hopes and concerns.
STAGE 3: Problem solving is the third stage of the mediation process. The key
here is to build a sense of joint ownership of the problems by helpingidentify the
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issues that separate them and generate, evaluate, and negotiate options for
resolution. The mediator will now pick up one issue at a time and get the
conflicting groups and individuals to work on it Here the focus of the mediator
should be on trying to move the conflicting individuals and groups from their
demands (positions) to their underlying interests. She/he should then encourage
them to generate options for resolution.
STAGE 4: The last stage of mediation is that of agreement where the key is to
ensure or seek a sustainable agreement. The mediator should work out the terms of
a fair and sustainable agreement, including ways to deal with the problems or
issues that may arise later during the course of implementation. We need to be
realistic, clear and simple in this stage while maintaining a balance between the
responsibilities given to the disputants.
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statements. A mediator uses summary to review the key points that have been
made by the disputants. This helps in communicating the sense that they
understand the entire situation being presented.
Monitoring body language. Paying attention to the verbal and non-verbal
behaviour makes it possible to watch for contradictions and to discuss them with
the contenders., by learning to observe and understand the body language of others,
mediators can gather useful information about how the participating individuals
and groups are responding. Additionally, intermediaries need to be good at
problem solving. Mediators and negotiators should possess the quality of
generating a variety of possibilities/options/alternatives, picking the best course of
action and developing an implementation.
third party interveners need to be flexible. They should have the capacity to shift
from problem-oriented activities to people-oriented activities to process-oriented
activities and vice-versa, when progress is blocked in one of these areas. This
means that if disputing individuals and groups are stuck on the problem or the
conflict, then the third party should shift the discussion to the people, that is, the
relationship aspect. Thus, one should be flexible enough to go back and forth
between the three aspects of problem, people and process. While undertaking this
course of action, one should be prepared to deal with emotional outbursts and
difficult behaviour.
Gandhi was willing to compromise when basic principles had not been challenged.
He was thus ready to cooperate with the opponents, whenever possible throughout
the struggle, in order to build relationships and to create the basis for a sound post-
conflict life. Third, Gandhi sought synthesis or transcendence that was mutually
agreeable and satisfactory to all the parties and superior to any one of the original
positions with the aim of creating new choices and restructuring the opposing
elements of a conflict.
The aim of Gandhian Satyagraha is neither to harm the opponent nor to impose on
them a solution against their will; it seeks to help the parties achieve a more secure,
creative and truthful relationship. Besides, Satyagraha is not used against someone;
it is done with someone. The central idea being that moral appeal to the heart and
conscience are much more effective than violence or pain. In Gandhi’s view,
conflict is the result of structural denial of human needs and conflict resolution
thus requires a method of struggle that satisfies three conditions: it must destroy
need-denying structures, create need- satisfying structures and respect the needs of
the conflicting parties during the struggle itself.
CONCLUSION
Both western and the Gandhian approach to conflict
resolution believe that the denial of human needs causes conflict and damages
relationships. Both agree that restoring relationships through facilitated methods of
problem-solving is thus the main aim of conflict resolution. The conflict resolution
process must target a change in the attitude, behaviour and the structure.