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Book Details
Abstract
The pace of change for many rural communities across the developing world is exponential. New technology, economic globalization, finite natural resources, political realities and cultural erosion can together represent change of such magnitude and shock that it overwhelms the capacity of civil society, government and business to adapt, leading to dysfunctional institutions, disputes and inter-personal conflict. This book suggests strategies, principles and tools to reduce development-induced disputes and inter-personal conflict as obstacles to achieving sustainable rural livelihoods. Consensual win-win negotiation is promoted as the preferred strategy, but set firmly within the context of the alternatives. The importance of conflict management processes that fit with local customary and legal approaches is stressed. The book provides a way to systematize the complexity of conflict situations in rural environments, offering a guide to designing practical conflict mitigation and prevention strategies. The key principles and tools of consensual negotiation are described, illustrated with examples from around the developing world. To enhance its utility for practitioners, over 20 group and individual exercises have been included, enabling the book to be used for training purposes. This book should attract anyone from civil society, government, business or the donor community interested in learning something of the art of brokering negotiated solutions to the conflicts and complexities of rural environments. Case studies used in the book include a South Pacific project (coastal zone management planning, and coral farming); a conflict management consultancy in Bolivia (disputes between two NGOs, involving a road block); recent FAO Community Forestry Unit case-studies on natural resource conflict (Latin America, India); conflict analysis work in rural Zambia (wildlife vs community conflicts); natural resources management and community forestry in India.
Table of Contents
| Section Title | Page | Action | Price |
|---|---|---|---|
| Complex Problems, Negotiated Solutions | 1 | ||
| Contents | 3 | ||
| Acknowledgements | 10 | ||
| 1 Introduction | 11 | ||
| Who is this book for? | 11 | ||
| Participation and sustainable livelihoods | 11 | ||
| Preventing, coping with and recovering from violent conflict | 18 | ||
| Project cycle management | 19 | ||
| The structure of the book | 22 | ||
| How to use this book | 23 | ||
| 2 Conflict management | 24 | ||
| What is conflict? | 24 | ||
| Conflict and rural livelihood projects | 25 | ||
| Types of conflict | 26 | ||
| Conflict escalation | 31 | ||
| Conflict management strategies | 31 | ||
| Choosing the most practicable strategy | 40 | ||
| 3 What is consensus building? | 42 | ||
| Relevance to livelihood projects | 42 | ||
| Relevance to peace building | 42 | ||
| Goal of consensus building | 43 | ||
| Effectiveness of consensus building | 44 | ||
| Best alternative to a negotiated agreement | 45 | ||
| Consensus building back in context | 46 | ||
| 4 Principles of consensus building | 47 | ||
| Accommodate cultural differences | 47 | ||
| Acknowledge perceptions | 50 | ||
| Ensure good communications | 50 | ||
| Create a level playing field | 51 | ||
| Build and maintain rapport | 53 | ||
| Focus on satisfying underlying motivations | 53 | ||
| Widen the options | 54 | ||
| Clarify underlying motivations and options | 57 | ||
| Achieve mutual gains | 60 | ||
| Test the agreement for feasibility | 61 | ||
| 5 Process of consensus building | 62 | ||
| 6 Office-based conflict analysis | 64 | ||
| Initial conflict mapping | 65 | ||
| Spatial conflict mapping | 67 | ||
| Prioritization of conflicts | 68 | ||
| Stakeholder identification | 70 | ||
| Underlying motivations | 72 | ||
| 7 Provisional conflict-management plan | 78 | ||
| Elements of the plan | 78 | ||
| Example 1: Tourist guesthouse in Papua New Guinea | 80 | ||
| Example 2: Agroforestry project in Bolivia | 80 | ||
| 8 Participatory conflict analysis | 83 | ||
| Leaving the situation alone | 83 | ||
| Initial participatory conflict analysis | 83 | ||
| Clarification | 84 | ||
| Building on customary, institutional and legal mechanisms | 88 | ||
| Revised conflict-management plan | 93 | ||
| 9 The conflict analysis framework | 95 | ||
| Goal of the conflict analysis framework | 95 | ||
| Community action proposals | 100 | ||
| The Zambian context | 101 | ||
| Lessons | 101 | ||
| 10 Capacity building | 103 | ||
| 11 Consensual negotiation | 105 | ||
| Direct negotiations | 105 | ||
| Facilitated negotiations | 106 | ||
| Process of consensual negotiation | 107 | ||
| 12 Facilitation | 111 | ||
| Functions of a facilitator | 111 | ||
| Ethics of facilitation | 112 | ||
| 13 Workshop design and methods | 114 | ||
| Basics of workshop design | 114 | ||
| Workshop methods | 116 | ||
| 14 Managing difficult people | 118 | ||
| A strategy for managing difficult people | 118 | ||
| 15 Consensual negotiation tools | 121 | ||
| Tools for building trust | 121 | ||
| Tools for revealing underlying motivations and interests | 123 | ||
| Tools for widening and prioritizing options | 124 | ||
| Tools for reaching agreement | 130 | ||
| Appendices | 135 | ||
| Appendix 1 Briefing notes for Training Exercise 4.6 (Orange negotiations) | 135 | ||
| Appendix 2 Briefing notes for Training Exercise 4.7 (Mining and wildlife reserve) | 138 | ||
| Appendix 3 Briefing notes for Training Exercise 11.1 (Coralbay Coastal Resource Management Project) | 140 | ||
| Appendix 4 Briefing notes for Training Exercise 11.1 (Tukubu Conservation Area) | 149 | ||
| References | 157 | ||
| Figures | 6 | ||
| Fig 1.1 Sustainable livelihoods framework | 12 | ||
| Figure 2.1. Contribution of demographic change, developmental pressures and structural conflicts to resource degradation | 30 | ||
| Figure 2.2. Characteristics of conflict escalation | 32 | ||
| Figure 2.3. Conflict management options | 33 | ||
| Figure 2.4. Conflict management strategies | 34 | ||
| Figure 2.5. Compromise vs. consensus approach to conflict management | 37 | ||
| Figure 2.6 Options for a most practicable strategy for managing conflict | 41 | ||
| Figure 3.1. Role of consensus building in managing violent conflict | 43 | ||
| Figure 3.2. Effectiveness of consensus-building approaches for different types of conflict | 44 | ||
| Figure 4.1. Principles of consensus building | 48 | ||
| Figure 4.2. Satisfying underlying motivations | 54 | ||
| Figure 4.3. Concept of achieving mutual gains | 61 | ||
| Figure 5.1. Building blocks of consensus building | 62 | ||
| Figure 6.1. Example of initial conflict mapping (integrated conservation and develop-ment project, upland Papua New Guinea) | 66 | ||
| Figure 6.2. Example of spatial conflict mapping (community ecoforestry project, Fiji Islands) | 67 | ||
| Figure 6.3. Form for compiling the results of stakeholder identification | 71 | ||
| Figure 6.4. Mapping of stakeholders (Pilon Lajas agroforestry project, Bolivia) | 72 | ||
| Figure 6.5. Needs and fears analysis for a conflict over coastal fish stocks (Fiji Islands) | 73 | ||
| Figure 6.6. Needs and fears analysis for a conflict between oil palm and conservation objectives (Papua New Guinea) | 75 | ||
| Figure 8.1. Example of clarification using a composite map | 86 | ||
| Figure 8.2. Example of clarification using a seasonal calendar | 87 | ||
| Figure 8.3. Consideration of existing mechanisms in managing overwhelming conflicts | 90 | ||
| Figure 14.1. Managing difficult people by providing workshop roles | 120 | ||
| Figure 15.1. Example of initial stage of means–ends analysis. | 129 | ||
| Figure 15.2. Example of middle stage of means–ends analysis | 129 | ||
| Figure 15.3. Example of final stage of means–ends analysis | 129 | ||
| Figure 15.4. Analysis of uncertainty | 131 | ||
| Figure 15.5. Form for commitment package | 134 | ||
| Tables | 7 | ||
| Table 1.1. Role of consensus building in strengthening the social and human capital component of livelihoods: examples from Fiji and Papua New Guinea | 14 | ||
| Table 1.2. Use of consensus building in renegotiating the role of external institutions in rural livelihoods: examples from Fiji and Papua New Guinea | 16 | ||
| Table 1.3. The role of conflict management and consensus building in reducing livelihood vulnerability and exploiting opportu | 20 | ||
| Table 2.1. Types of structural conflicts relevant to natural resources | 30 | ||
| Table 3.1. Adaptation of consensus building to different underlying causes of conflict | 45 | ||
| Table 6.1. Example of a conflict prioritization exercise (integrated conservation and development project, Papua New Guinea) | 69 | ||
| Table 6.2. Underlying motivations plotted against immediate positions (agroforestry project, Bolivia) | 76 | ||
| Table 8.1. Example of clarification using a conflict analysis framework | 87 | ||
| Table 8.2. Alternative customary conflict-management mechanisms | 92 | ||
| Table 8.3. Example of modelling existing conflict-management mechanisms (boundary dispute, Fiji) | 94 | ||
| Table 9.1. Extract from summary matrix | 97 | ||
| Table 9.2. Supporting documentation for bottom row of Table 9.1 | 98 | ||
| Table 9.3. Example of a community action proposal | 100 | ||
| Table 15.1. Question strategies for revealing underlying motivations and interests | 125 | ||
| Table 15.2. Matrix for SWOT analysis | 127 | ||
| Table 15.3. Example of common grounding matrix | 132 | ||
| Boxes | 8 | ||
| Box 1.1. Managing a conflict over a tourist guesthouse (Papua New Guinea) | 17 | ||
| Box 2.1. Conflicts in society | 25 | ||
| Box 2.2. Common conflicts and disputes affecting livelihood projects | 27 | ||
| Box 2.3. Example of exploring underlying needs | 38 | ||
| Box 2.4. Factors in choosing the most practicable strategy | 40 | ||
| Box 4.1. Common conflict-related cultural differences | 49 | ||
| Box 7.1. Provisional conflict-management plan for tourist guesthouse (Papua New Guinea) | 81 | ||
| Box 7.2. Underlying causes of conflict (Pilon Lajas, Bolivia) | 82 | ||
| Box 8.1. Basic steps in participatory conflict analysis | 84 | ||
| Box 10.1. Strengthening existing conflict-management mechanisms | 103 | ||
| Box 10.2 Building an independent mechanism for managing conflict | 104 | ||
| Box 11.1. Common processes of consensual negotiation | 106 | ||
| Training exercises | 9 | ||
| TRAINING EXERCISE 2.1. LEVELS OF CONFLICT | 25 | ||
| TRAINING EXERCISE 2.2. CONFLICT ESCALATION | 31 | ||
| TRAINING EXERCISE 4.1. CULTURAL DIFFERENCES | 48 | ||
| TRAINING EXERCISE 4.2. LISTENING SKILLS | 51 | ||
| TRAINING EXERCISE 4.3. BUILDING TRUST | 52 | ||
| TRAINING EXERCISE 4.4. CONVENTIONAL PATTERNS | 56 | ||
| TRAINING EXERCISE 4.5. LATERAL THINKING | 58 | ||
| TRAINING EXERCISE 4.6. CLARIFICATION I (ORANGE NEGOTIATIONS) | 59 | ||
| TRAINING EXERCISE 4.7. CLARIFICATION II (MINING AND WILDLIFE RESERVE) | 59 | ||
| TRAINING EXERCISE 6.1. INITIAL CONFLICT MAPPING | 65 | ||
| TRAINING EXERCISE 6.2. SPATIAL CONFLICT MAPPING | 68 | ||
| TRAINING EXERCISE 6.3. PRIORITIZING CONFLICTS | 71 | ||
| TRAINING EXERCISE 6.4. STAKEHOLDER IDENTIFICATION | 73 | ||
| TRAINING EXERCISE 6.5. NEEDS AND FEARS | 74 | ||
| TRAINING EXERCISE 7.1. PROVISIONAL CONFLICT-MANAGEMENT PLAN | 79 | ||
| TRAINING EXERCISE 8.1. CLARIFICATION III | 85 | ||
| TRAINING EXERCISE 8.2. CLARIFICATION IV | 88 | ||
| TRAINING EXERCISE 8.3. MODELLING EXISTING MECHANISMS | 91 | ||
| TRAINING EXERCISE 11.1. FACILITATED CONSENSUAL NEGOTIATION: TWO-DAY SIMULATION EXERCISE | 107 | ||
| TRAINING EXERCISE 14.1. MANAGING DIFFICULT PEOPLE | 119 |