Conflict analysis part 1 and 2

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Conflict analysis part 1 and 2

To identify and assess the dependency and power of different stakeholders in a conflict. To examine the relationships among or within different stakeholder groups. To determine the primary issues of conflict. The tools in Table 5. Tools 1 to 5 are core tools, which are a fundamental part of detailed conflict analysis.

Tool 6 is a complementary tool, which is helpful, but does not necessarily have to be used in each conflict analysis.

Negotiation and mediation techniques for natural resource management To identify and assess the dependency and power of different stakeholders in a conflict.

These elements may include: The individual elements of a conflict that should be explored depend on the context.

Much can be learned on all sides about the different interpretations of an event. Some degree of consensus may develop concerning certain events or their importance, but a unanimously accepted version of events may never emerge.

Another aim in exploring the origins of a conflict is to analyse large, complex problems in terms of smaller conflict causes. These individual pieces can then be examined in more detail, and may indicate areas for action. The origins of the conflict may include a range of events, problems with relationships, poor policy support, tenure and common property rights, unclear management processes, clashes in values, etc.

The task of sorting out diverse interpretations of the origins of a conflict can be time-consuming and challenging. People are likely to identify many causes and provide different interpretations about the importance of each.

In addition, the causes of conflicts about natural resources may be deeply embedded in other aspects of social, economic, cultural and political life. Exploring the root causes and differentiating them from the contributing factors is a crucial step towards better understanding of the conflict.

It also helps to clarify how to address the conflict most effectively, and how to determine whether the mediator can make a meaningful contribution to its management.

A major issue for mediators is their relationship to existing local conflict management processes. Should a mediator work with formal or informal judicial and administrative personnel?

Of course, the answer depends on the situation, including the terms under which the mediator has been asked to operate. For several reasons, these processes and efforts should be explored in more depth throughout the conflict assessment.

Conflict analysis part 1 and 2

First, it is important to cross-check whether stakeholders feel that existing institutions and processes may be able to accommodate their interests and needs. If this proves to be the case, it may be worthwhile for the mediators to promote the use of local institutions and to build the capacity of these as necessary.

Where local institutions or personnel are lacking, the mediator may be able to arrange training or other assistance that overcomes such limitations. Finally, understanding what has and what has not worked in the past can help the mediator to learn from past mistakes and avoid pitfalls and problems.

Root cause analysis The root cause analysis helps to illuminate linkages among the different factors and causes that have triggered the conflict. It helps build simple cause - effect chains, which show the underlying dynamics of the conflict.

Issue analysis The issue analysis identifies and enumerates the core issues that contribute to a conflict, and provides a checklist for mediators to consider five different categories of such issues. Mapping is always useful for an improved understanding of the spatial dimension and boundaries of a conflict.

Stakeholders rarely agree about a single framing of a conflict. Instead, they tend to have numerous interpretations of the original causes and contributing factors of conflict.

Conflict analysis part 1 and 2

Even within a single group, there can be different memories about facts, or the sequence and significance of events. This reinforces the need to obtain and understand the range of local viewpoints about a conflict.

The aim is to work through the different perspectives with all stakeholders, and eventually to identify: What first seems to be a local dispute may be fuelled by underlying inequalities or decisions made further away, without the knowledge of remote communities.

Conflict analysis - Wikipedia

Government policies towards indigenous peoples, long-standing tensions between customary and government tenure systems, national development goals and globalization may appear irrelevant to day-to-day management in remote areas, but these factors are often shown to have significant impact on local disputes.

Particularly for rural people, awareness of the linkages between the broader policy and legal setting and their own livelihoods can be very enlightening and vital to their empowerment. Getting the right balance between helping people to make these connections and not overwhelming them can be a useful role for mediators.

In this way, shared understanding and a common ground for local disputants can be created. Conflict time line The conflict time line makes it possible to study the stages of a conflict, how specific events occurred and, possibly, which actions by which stakeholders caused these events.

In a process directed at collaborative natural resource management, an analysis of stakeholders will determine who should be involved in management of the conflict.Lesson Practicing Conflict Analysis rationale This activity gives students the opportunity to practice analyzing conflicts using a more in depth process than in Lesson Analyzing conflicts enables us to manage Part 1 and one for Part 2.

If possible, save paper by making double-sided copies of the worksheet.). 1 Symbolic Interaction, Functional Analysis, and Conflict Theory of Elie Wiesels’s Night Introduction 2 Symbolic Interaction, Functional Analysis, and Conflict Theory of Elie Wiesels’s “Night” Elie Wiesel’s Night begins in Sighet, .

The tools in Table are described in detail in the field guide to conflict analysis in Annex 2. Tools 1 to 5 are core tools, which are a fundamental part of detailed conflict 6 is a complementary tool, which is helpful, but does not necessarily have to be used in each conflict analysis.

Conflict issues and root cause analysis. Part 1 – Conflict in concepts In this part of the chapter, we will look at analysing conflicts and breaking them Analysis The term “conflict assessment” is also often used for the process of gaining a deeper understanding and broad overview of the conflict.

In this T-Kit we will use the term “conflict analysis” to mean. At The School for Conflict Analysis and Resolution (S-CAR), faculty and students are committed to the development of theory, research, and practice that inte.

Conflict Analysis Part 1 Conflict Analysis Part 2 Conflict Analysis Part 1 1a.

Conflict - GSDRC

Who was involved in the conflict? What was the relationship between the participants prior to the conflict?

Did it appear as if the relationship between the participants had any impact on how either person responded to the conflict?

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