The nature and dimensions of

conflict
PPC 510
 nature of conflict
The new field of conflict resolution according to
Ramsbotham et al. saw conflict resolution as;
• Multilevel- analysis and resolution had to embrace all
levels of conflict such as intrapersonal, interpersonal,
intergroup, regional, global and the interplay between
them
• Multi disciplinary-in order to address different conflicts
such as IR, politics, social psychology etc
• Multicultural-human conflict is a world wide
phenomena
 Nature of conflict
• Analytic and normative- interpretation of
statistics of deadly quarrels/wars and the
normative aim of how to transform actual or
potential violent conflict into non violent
processes of social political and other forms of
change
• Both theoretical and practical-constant and
mutual interplay between theory and practice
 Conflict expressions
• Conflict is acted out along a continuum;
verbal and non verbal communication
• Actions-avoiding, contending, collaborating
• Through institutions that protect interests or
needs of one group against the other
• Through resistance to institutions that deny
one’s interests or needs
 Levels of conflict
Whether from proximate or structural causes,
conflicts are played out at various spheres and
levels of intensity:
• Personal (e.g. Substance abuse, unemployment,
lack of satisfaction of basic needs…)
• Domestic (VAW, child abuse & neglect, rights
denial, poverty…)
• Community (negative ethnicity, rights denial,
marginalization…
 Levels of conflict cont.
• National: (Bad governance, divisive politics,
negative effects of globalization, plunder of
national resources, lack of land policy…)
• international: Inequalities and inequities in
global governance – geopolitics, global
warming…)
 stages of conflict
• No conflict-creatively addressing conflicts
• Surface conflict- is shallow maybe misunderstanding
of goals
• Latent conflict -is below the surface, it is conflict that
is characterised by incompatible goals but compatible
behaviour. Power, resources, values differentials
produce latent conflict
• Open conflict- is the eruption phase. This is deep
rooted visible conflict and may require addressing the
root causes and the effects
 stages of conflict
• Escalation of conflict- intensification of an existing conflict.
It is characterised by new actors and stronger threats
Pruitt and Rubin listed 5 changes that occur when conflicts
escalate;
• Move from light to heavy tactics
• Conflict grows in size/more parties involved
• Issues of contention increase and more resources are
devoted to conflict
• Issues move from general to specific
• Goal of parties change from winning to hurting
 Models of conflict escalation
• Aggressor- Defender model-aggressor act
defender reacts
• Conflict spiral model-action is shaped by vicious
cycle of action and reaction.
 The retaliatory spiral is driven by blame and anger
 The aggressive spiral is driven by fear
• Structural change model- Sanctions escalate the
conflict. Conflict is detached from the substantive
issues
 Stages of conflict
• Stalemate -is due to failed tactics, depletion of
resources, reduction in support, escalating
costs
• De escalation of conflict-winding down of
conflict due to;
 Change in collective identities
 Reduced grievances
 Goals change if unattainable
 Stages of conflict
• Settlement and resolution-grievances and
goals change, methods of struggle change,
effective engagement of conflicting parties
• Post conflict peace building-this involves
creating conditions for lasting peace by
addressing injustices and reconciling
conflicting parties
Conflict curve
 Approaches to manage conflict
Conflict prevention -containment of
conflict/prevention of violent outbreaks through
measures to promote conditions in which
collaborative and valued relationships control
the behaviour of conflicting parties (Burton,
1990)
• Actions, policies, institutions designed to
prevent violence
• Conflict settlement-an end of violent
behaviour by reaching an agreement
• Signing of peace agreements and cessation of
violence
• Might not address the root causes of conflict
 approaches
• Conflict management - intended to limit/
avoid future violence by reducing negative and
destructive capacity of conflict by working
with parties to conflict to promote positive
behaviour changes
• Conflict management acknowledges the
inevitability of conflict
• That not all conflicts can be resolved
 approaches
• Conflict resolution-strategies that address the
root causes of conflict. Conflict resolution is
aimed at terminating conflict through
constructive problem solving( Miller, 2003)
• An outcome in which the issues in conflicts are
dealt through a solution that is mutually
acceptable to all parties( Mitchel and Banks,
1996)
• Resolution connotes a sense of finality
 Approaches
• Conflict transformation( Lederach) -is a long term
process of change that build relationships between
conflicting parties by changing their perceptions and
attitudes
• Conflict transformation also addressing the conditions
that created the conflict
• Transformation takes place at different levels
 Personal level- emotional, perceptive, communication
 At national level- addresses structures e.g. deprivation,
exclusion and injustice that create conflict
• Conflict suppression -use of power or force to ignore
causes of conflict or to impose a solution that is not
satisfactory to parties concerned or is not sustainable
• Conflict suppression can generate violence when;
 There are inadequate channels of dialogue
 Dissenting voices and deep grievances are not heard
 There is instability, injustice and fear
 When the collective and personal trauma of past
violations are not addressed
 Responses to conflict
Conflict resolution mechanisms involves various
options employed for non violent resolution of
conflict
• Alternative dispute resolution(ADR)-refers to
dispute resolution processes using non
conventional means in ways that satisfy both
parties to conflict in a non violent way. It is
used as an alternative to litigation
 Negotiation
• Fisher et al (2000) defines negotiation as “a
structured process of dialogue between conflict
parties about issues on which their opinion differ”
• Negotiation is process where parties to conflict seek
to resolve or settle their conflicts( Miall et al, 1999)
• UPeace define it as “communication, governed by
pre established procedures between representatives
of parties involved in a conflict or dispute”
 NEGOTIATION
• Negotiation usually takes place without 3rd party
• When parties are able to communicate with each
other
• It takes place at early stages or later stages of
conflict
• It can be positional-aggressive pursuit of interests,
adversarial and competitive
• or collaborative-interests of both parties are met
 Mediation
• Voluntary, informal, non binding process
undertaken by an external 3rd party that
fosters settlement of differences or demands
between directly invested parties( Miller,2000)
• Mediation is intervention by third party in
which parties retain control of outcome
although they could be some inducement
 Arbitration
• Arbitration is 3rd party intervention that by a
neutral party who hears evidence from both
parties and renders a decision which is binding to
both parties
• Parties to arbitration select the arbitrator
• There is desire that outcome is secure
• In traditional societies arbitrators are chosen by
virtue of the positions they occupy in society e.g.
traditional leaders
 Adjudication
• Involves the use of courts and litigation
processes. Parties to conflict take their case to
a court of law before a judge
• The judgment is legally binding and is
enforced
• Litigation ends in win/lose outcomes
• The conflicting parties have no control of the
process or outcome
 Conflict handling styles
• Competing –there is no interest in the well
being or interests of the other party
• Each party to the conflict attempts to eclipse
the other
• Primary motivation is to win at all costs
• Style is rooted in power relations where each
party tries to dominate the other
• Result is win/lose
 Conflict handling styles

• Avoidance- when a party to conflict ignores or

denies issues, it is a way of not addressing
conflict or tactical way of postponing conflict
• Parties are unassertive and uncooperative
• It can provide temporary reprieve which can
avert violence
• It is a negative way of responding to conflict
 Styles cont.
• Collaborating –it is an assertive and
cooperative way of addressing conflicts
• It involves dialogue in which parties to conflict
listen and gain understanding of their issues
and that of opponents
• Results in win/win situation
• Style ensures control over the process and
outcome
 Conflict handling
• Compromising –parties are partially assertive
and partially cooperative. Parties make
concessions
• Compromise is reached when positions are
incompatible and cannot be reconciled
• It can reduce intensity of conflict but will not
resolve conflict
 Conflict handling
Confrontation –emotional or physical attack by
parties to conflict e.g. threats, insults, violent
acts
• Each party to the conflict does not shift their
position
• The outcome is lose/lose or win/lose with
one party bearing grudge for loss
 Conflict handling
Problem solving –parties focus on the problem
and consider options to resolve issues.
Parties are satisfied with outcome win/win
Leads to lasting resolution of conflict
Kilman’s model of conflict Handling styles