Raya Kadyrova, President, NGO Foundation for Tolerance International, Kyrgyzstan DIALOGUE AND...
-
Upload
caren-cameron -
Category
Documents
-
view
217 -
download
0
Transcript of Raya Kadyrova, President, NGO Foundation for Tolerance International, Kyrgyzstan DIALOGUE AND...
Raya Kadyrova, President, NGO Foundation for Raya Kadyrova, President, NGO Foundation for Tolerance International, KyrgyzstanTolerance International, Kyrgyzstan
DIALOGUE AND MEDIATION AS DIALOGUE AND MEDIATION AS TOOLS TO PROMOTE CONFLICT TOOLS TO PROMOTE CONFLICT
PREVENTION AND RESOLUTION – PREVENTION AND RESOLUTION – INTEREST-BASED APPROACH AND INTEREST-BASED APPROACH AND
SKILLS BUILDING SKILLS BUILDING
Definitions of Peace Definitions of Peace Negative peaceNegative peace refers to the absence of refers to the absence of
violence but might include latent conflictsviolence but might include latent conflicts
Positive peacePositive peace is the restoration of is the restoration of relationships, establishment of justice, and the relationships, establishment of justice, and the creation of just social systems that serve the creation of just social systems that serve the needs of the whole populationneeds of the whole population
PeacePeace, therefore,, therefore, is the framework within is the framework within which conflicts unfold non-violently and which conflicts unfold non-violently and creatively into positive changecreatively into positive change
Johan Galtung, Peace by Peaceful Means, 1996.
ConflictsConflicts
Conflict arise when individuals Conflict arise when individuals or groups pursue real or or groups pursue real or
perceived incompatible goals perceived incompatible goals in their drive to meet their in their drive to meet their
needs and interestsneeds and interests
ConflictsConflictsHave been natural part of Have been natural part of
human experience and human experience and relationships. relationships.
Can, therefore not only be a Can, therefore not only be a negative threat, but also an negative threat, but also an opportunity to increases our opportunity to increases our understanding of ourselves and understanding of ourselves and othersothers
Information Relationships
StructuresInterests or positions
Values &Cultural attitudes
NEGOTIABLE
DIFFICULT TO NEGOTIATE
Conflict Roots
Terms and Terms and DefinitionsDefinitions
Conflict ResolutionConflict Resolution seeks to seeks to resolveresolve conflict conflict by addressing root causesby addressing root causes
Conflict TransformationConflict Transformation Efforts to provide insight into Efforts to provide insight into
underlying causes that create and foster that create and foster violent expressions of conflict, while violent expressions of conflict, while promoting promoting non violent mechanisms and non violent mechanisms and processesprocesses that reduce adversarial that reduce adversarial interaction, minimize violence and tend to interaction, minimize violence and tend to solve conflicts. solve conflicts.
Fosters change of structures to meet basic Fosters change of structures to meet basic human needs (human needs (substantive justice) and ) and promote people's participation in decisions promote people's participation in decisions that affect them (that affect them (procedural justice).).
Ana Cabria Mellace- [email protected]
To use different lenses to understand conflict and to plan
the path to peace
CHALLENGE
Con base en John Paul Lederach
Three lenses and a framework
To see the
inmediate problem
To see the
desired future
To see the story of the relationships
The framework to see the hole
picture
Islamic Conflict Resolution Islamic Conflict Resolution
Spontaneous and emotional acts Spontaneous and emotional acts characterizer processes of CR. characterizer processes of CR.
Conflict resolution and mediation are Conflict resolution and mediation are mainly based on hierarchical mainly based on hierarchical authoritarian procedures and authoritarian procedures and structure. (Elders, authorities, structure. (Elders, authorities, powerful officials)powerful officials)
SSource: An Islamic Model of Conflict Resolution. Mohammed Abu ource: An Islamic Model of Conflict Resolution. Mohammed Abu NimerNimer
MediationMediation
Third party assisted the negotiation processThird party assisted the negotiation process
Third party impartial to help parties communicate
Voluntary Confidential Informal with some structure and rules Parties explore their best options for solutions Parties are decision makers when reach
agreement Relationship is important Implementation is on responsibility of parties
FacilitationFacilitation
Third party assisted communication of Third party assisted communication of large groups of people trying to achieve large groups of people trying to achieve
common goals.common goals.
Third party has a process role Solutions came from the group Voluntary Direct communication Collaborative Informal Consensus building Implementation by group
Dialogue Dialogue
Inclusive – Participatory processInclusive – Participatory process Facilitated by mediator or facilitators Facilitated by mediator or facilitators Not necessary with decision making goalNot necessary with decision making goal Fosters mutual understanding,Fosters mutual understanding, Promotes more information of all Promotes more information of all
perspectivesperspectives Seeks to build consensus in addressing Seeks to build consensus in addressing
and solving common problemsand solving common problems
Third parties facilitate communication “or” Third parties facilitate communication “or” negotiation of multiple groups or individuals negotiation of multiple groups or individuals
What is MediationWhat is Mediation??
MediationMediation refers to a process refers to a process through which a through which a third partythird party
provides provides procedural assistanceprocedural assistance to to help individuals or groups in help individuals or groups in
order order to resolve their problemsto resolve their problems
Steps for collaborative
negotiation 1. Focus on interests, not positions.
2. Generate a variety of options before deciding what to do.
3. Use legitimate “objective criteria” to persuade
4. Evaluate Alternatives in case parties won´t reach agreements
5. Use constructive communication “Getting To Yes” - Fisher - Ury
Moving from parties positions to Moving from parties positions to their underlying interests and their underlying interests and
needs: needs: Understand why a position is taken by a partyUnderstand why a position is taken by a party Separate people from the problemSeparate people from the problem Look for win-win solutionsLook for win-win solutions Agree on general principles to guide decision-Agree on general principles to guide decision-
making (e.g., solutions must be fair to all) making (e.g., solutions must be fair to all) Use outside experts or mediators to break Use outside experts or mediators to break
deadlocks during the negotiation processdeadlocks during the negotiation process
Adapted from Fisher and Ury, Getting to Yes, 1981
PRINCIPLES-PRINCIPLES-
VoluntarinessVoluntariness EqualityEquality
Impartiality and independence
Impartiality and independence
Inadmissibility of interference
Inadmissibility of interference
ConfidentialityConfidentiality
General Principles of MediationGeneral Principles of Mediation
The parties must consent to mediation and the choice The parties must consent to mediation and the choice of mediatorof mediator
Parties own the settlementParties own the settlement The mediator offers The mediator offers proceduralprocedural rather than rather than substantivesubstantive assistance assistance
The mediator remain impartialThe mediator remain impartial Mediation is not fostering punitive measuresMediation is not fostering punitive measures Mediation fosters agreement of mutual satisfactionMediation fosters agreement of mutual satisfaction Mediation become a specialised activity when Mediation become a specialised activity when
mediators build capacities and process skillsmediators build capacities and process skills
Laurie Nathan, 1999
Stages of the Stages of the Mediation ProcessMediation Process
IntroductionIntroduction Conflict descriptionConflict description Problem-solvingProblem-solving AgreementAgreement
What is Dialogue?What is Dialogue?
Primary goal of dialogue is to bring a space for genuine interaction through which human beings listen to each other deeply enough to be able to be transformed by what they learn.
Each makes a serious effort to take others’ concerns into her or his own picture even when disagreement persists.
No participant gives up her or his identity, but each recognizes enough of the other’s valid human claims that he or she will act differently toward the other.
What is Dialogue?What is Dialogue?
Also Dialogue could be used as a “process” with the final goal of building consensus or reaching agreements on concrete issues to solve a problem
In this case Dialogue become a decision making process where a third party mediator or impartial facilitators help parties in constructive communication to solve their problem
A step-by-step Process
1. Conflict Analysis and Needs assessment
2. Designing the process -Strategy and Plan
3. Conducting the process - Facilitation to build consensus
4. Carrying out agreements. Monitoring
© FCD – Partners for DemocraticChange Argentina
FACILITATOR’S ROLEFACILITATOR’S ROLE Guides the flow of discussion
Helps to clarify interests and needs
Helps participants to get a consensual agenda and to establish realistic schedules
Encourages members to participate
Studies and assimilates extended or technical information
Makes a report of the meeting.
© FCD – Partners for DemocraticChange Argentina
FACILITATOR ROLEFACILITATOR ROLE
Drive the energy of the group to a Drive the energy of the group to a common taskcommon task
Is an impartial servant of the groupIs an impartial servant of the group Does not evaluate or contribute Does not evaluate or contribute
with ideaswith ideas Suggests options on the “process”Suggests options on the “process” Never decides on behalf of the Never decides on behalf of the
group.group.
© FCD – Partners for DemocraticChange Argentina
POSITIVE ATTITUDESPOSITIVE ATTITUDES
Each person has something valuable to sayEach person has something valuable to say
Trust in groups capacity to solve its Trust in groups capacity to solve its problemsproblems
Respect for diversity of interests and needsRespect for diversity of interests and needs
Being convinced of the importance of a Being convinced of the importance of a good process.good process.
© FCD – Partners for DemocraticChange Argentina
TO AVOID… TO AVOID…
Criticizing group members or discussing their Criticizing group members or discussing their points of viewpoints of view
Taking non consulted decisions on behalf of the Taking non consulted decisions on behalf of the groupgroup
Talking too muchTalking too much
Judging and pressing the people to make a decisionJudging and pressing the people to make a decision
Forcing the processForcing the process
© FCD – Partners for DemocraticChange Argentina
ASSESMENT ASSESMENT
Conflict analysis and need assesment Conflict analysis and need assesment Process strategyProcess strategy Engage participants in converstation Engage participants in converstation (pre talks)(pre talks)
Identify conditions for engagementIdentify conditions for engagement Identify scope of issues, Identify scope of issues,
expectations expectations Identify potential spoilers and Identify potential spoilers and
strategic connectorsstrategic connectors
PROCESS DESIGN PROCESS DESIGN
Process Goal
Identifying Participants and other Roles
Process rules, strategy with media
Location and logistics
Resource mobilization
Meetings structure
CONVENING CONVENING
Defining Conveners and Mediators
Public or private meetings
Defining Participants, Observers, supporters
Ways to invite
Develop strategies for bringing reluctant
Develop strategies to address spoilers
CONDUCTING THE PROCESSCONDUCTING THE PROCESS
Starting with procedural agreements on goals and rules of interaction
Using Facilitation techniques
Building consensus on substantive agreements
Working with media
1.- PERCEPTION
2.- EMOTION
3.-COMMUNICATION
HOW DO WE COMMUNICATE?HOW DO WE COMMUNICATE?
1.- PERCEPTION1.- PERCEPTIONFalse assumptions about False assumptions about
perceptionperception I perceive the world objectively. I perceive the world objectively. Reasonable people perceives the Reasonable people perceives the
world as I do world as I do People who do not perceive the world People who do not perceive the world
as I do is fool, missinformed or have as I do is fool, missinformed or have bad intentions.bad intentions.
How do we create How do we create
perceptionsperceptions??they are based on: they are based on:
Culture and educationCulture and educationPersonal experiencePersonal experienceInformation from outsideInformation from outsideSelective interpretation Selective interpretation
of facts.of facts.
2.- Emotions
If we take notice of our emotions and can identify others’ emotion, we are taking the first step towards mutual understanding.
• Every action, word, gesture or thought emitted or received has an effect on our emotions.• We are tempted to qualify, judge or ignore other’s emotions.• We are tempted to justify, deny or ignore our own emotions.
Positive Emotions Negative Emotions
Emotions define actions
What do we do when we are angry?
Anger acts as an alarm signal: when something is unfair, threatening.
Anger acts as protection when we feel hurt, ashamed, threatened or attacked.
We act impulsively, responding other’s “game”. This gives us a sense of relief but we are not able to think about the consequences of our reaction regarding our interests.
Anger does not allow us to clearly understand what is happening.
3.- COMMUNICATION3.- COMMUNICATION
AXIOMSAXIOMS CHANNELSCHANNELS SKILLSSKILLS
AXIOMSAXIOMS
I. It is impossible NOT to communicate.I. It is impossible NOT to communicate.
II. In all communication are involve two level II. In all communication are involve two level of messages: on the content and on the of messages: on the content and on the relation.relation.
III. Human Beings communicate through III. Human Beings communicate through verbal and nonverbal channels simultaneouslyverbal and nonverbal channels simultaneously
IV. “Receptor” is the one who gives meaning IV. “Receptor” is the one who gives meaning to the messageto the message
Verball
Language. Words are the priviledge channel to trasmit
what we want
Non VerbalBody language and Voice Tones
They give meaning to what is sadid through verbal channels. .
ConteContextual
ContextSame word or sentence have different
“meanings” from one context than another
Channels of Communication
COMMUNICATION PROCESSCOMMUNICATION PROCESS
WORDS WORDS 7%7%
EXPRESSIONS EXPRESSIONS 38%38%
ACTIONS ACTIONS 55%55%
Source: Pearson Peacekeeping Center
COMMUNICATION PROCESSCOMMUNICATION PROCESS
Speak to be UnderstoodSpeak to be Understood
Listen to UnderstandListen to Understand
Source: Pearson Peacekeeping Center
SkillsSkills Verbal Communication skills Verbal Communication skills
SpeakingSpeaking
ListeningListeningActive ListeningActive Listening
SummarizingSummarizing
ReframingReframing
QuestioningQuestioning
Source: Pearson Peacekeeping Center
Active ListeningActive Listening
TasksTasks Focus on the speakerFocus on the speaker Understand, respect and test the meaning you are giving to the speakerUnderstand, respect and test the meaning you are giving to the speaker
Goals Understand the speaker’s viewpoint Build trust
Source: Pearson Peacekeeping Center
Active Listening TechniquesActive Listening Techniques
EncouragingEncouraging AcknowledgingAcknowledging Reflecting & RestatingReflecting & Restating ClarifyingClarifying SummarizingSummarizing
Source: Pearson Peacekeeping Center
Active Listening TipsActive Listening Tips
Give the speaker your full attentionGive the speaker your full attention
Listen to learn, not to defendListen to learn, not to defend
Do not practice a response while the other person is Do not practice a response while the other person is
speakingspeaking
Separate the substance from the emotionSeparate the substance from the emotion
Confirm your understandingConfirm your understanding
Do not interruptDo not interrupt
Put yourself in the speaker’s shoesPut yourself in the speaker’s shoes Keep an open mindKeep an open mind
SUMMARIZING SUMMARIZING
ReRestating what have been heard by the speakerstating what have been heard by the speaker
Helps simplify complex narratives and issuesHelps simplify complex narratives and issues
Helps confirm the message sent was properly Helps confirm the message sent was properly understoodunderstood
Source: Pearson Peacekeeping Center
REFRAMINGREFRAMING
The process of changing how a The process of changing how a situation, issue or problem is viewed.situation, issue or problem is viewed.
used to restate a negative expression used to restate a negative expression of a problem into a positive of a problem into a positive statementstatement
identifies unmet interests as a needidentifies unmet interests as a need
Source: Pearson Peacekeeping Center
Examples of ReframingExamples of Reframing
““There’s no way I’m letting those murderers and There’s no way I’m letting those murderers and thieves deliver wood. They will cut the telephone thieves deliver wood. They will cut the telephone lines and poison our water.”lines and poison our water.”
Implied Need - safe delivery of woodImplied Need - safe delivery of wood
Reframe: Reframe: “You would like to arrange a plan for “You would like to arrange a plan for delivering the wood that is safe and that uses delivering the wood that is safe and that uses people you trust.”people you trust.”
Source: Pearson Peacekeeping Center
QuestioningQuestioning
PurposesPurposes
Ensure understandingEnsure understandingGather missing informationGather missing informationExamine assumptions, expectations, valuesExamine assumptions, expectations, valuesExplore the issuesExplore the issues
Source: Pearson Peacekeeping Center
Types of QuestionsTypes of Questions
Closed questionsClosed questions
Open questionsOpen questions
Clarifying questionsClarifying questions
Hypothetical questionsHypothetical questions
Source: Pearson Peacekeeping Center
Closed QuestionsClosed Questions
Response is limited to “yes” “no” and Response is limited to “yes” “no” and “maybe”“maybe”
Focus on specific informationFocus on specific information Restrict the discussionRestrict the discussion
Examples:“Do you want to meet?”“Will you supply the water?”
Open QuestionsOpen Questions
Requires an answer other than “yes”, “no” or “maybe”Requires an answer other than “yes”, “no” or “maybe” Allows freedom to answer in many waysAllows freedom to answer in many ways Encourages person answering to explore their thoughts Encourages person answering to explore their thoughts
and feelingsand feelings Keeps people talking and bringing more informationKeeps people talking and bringing more information Usually use what, how, why, when, whereUsually use what, how, why, when, where
Examples:“What do you think about establishing a schedule?”“How could you help in bringing objective criteria to valuate this land?”
Clarifying QuestionsClarifying Questions
Explore what has been said to gain more informationExplore what has been said to gain more information Promote a clearer understandingPromote a clearer understanding
Examples:“What specifically do you mean when you say it’s your duty to block the road?”“Why does my proposal to meet with your mayor make you angry?”
Hypothetical QuestionsHypothetical Questions
Focus the speaker on potential situation, Focus the speaker on potential situation, scenarios or outcomesscenarios or outcomes
Introduce the speaker to what might Introduce the speaker to what might happen in a particular proposal on the happen in a particular proposal on the tabletable
Help the speaker explore the Help the speaker explore the consequences of proposalsconsequences of proposals
Examples:“What if the mayor cannot attend the meeting?”“What will you do if there is not enough firewood for everyone in the village?”
Source: Pearson Peacekeeping Center
THANK YOU FOR YOUR ATTENTIONTHANK YOU FOR YOUR ATTENTION!!
Regional Initiator and Coordinator Regional Initiator and Coordinator in Central Asia for in Central Asia for Global Partnership for the Global Partnership for the Prevention of Armed Conflict:Prevention of Armed Conflict:
Raya Kadyrova, PresidentRaya Kadyrova, PresidentTel: (+996 312) 91 07 57Tel: (+996 312) 91 07 57FaxFax: (+996 312) : (+996 312) 91 08 5791 08 57E-mail: E-mail: [email protected]