CONF300 Week 1 Notes
Kraybill: Assumptions of Conflict
- Conflict transformation: can end/prevent something bad and also bring about positive
change
- Humans and communities have the ability to change for the better
- Under looked parties must be represented
- The heart of conflict mediation is a respect for human beings and supporting each
others growth
o Mediators help people reach their full potential as human beings
(EMPOWERMENT)
o Mediators help to expand the parties capacity to recognize and accept the value
and dignity of others (RECOGNITION)
o Active commitment to both is necessary
- Role of peacebuilders:
o Change/transformation mst happen on both the outside and the inside
o Coercion separates and polarizes
o Change must be fair and internalized
o Peace is built over time and tackle a multitude of other issues like relationships
human development and basic conflict issues
o Conflict as a fire that can bring change to even those who are the source of the
heat
o NOT JUST TO END CONFLICT!! This caused situations to errups
o Parties must address the source of the conflict
o Everyone sjould be able to voice their concerns leads to individuals being more
tactful and productive with what they say
- Resources for peacebuilders
o Spiritual and moral resources
 Reconciliation with justice
 Empowerment and liberation
- Normality of conflict
o Every community has its own standards of dealing with conflict
o Culture and customs play a role in it as well
o The way this manual addresses conflict is through a western lens in facilitating
direct face-to-face discussions
Mayer: Dynamics of Conflict Chapter 1
- Conflict as three dimensions (helps us understand the complexities of conflict):
o Perception: a belief that ones opinions plans interests wants or values are
incompatible with someone else’s
 Subjective and objective parts to this mental dimension
o Feeling: emotional reaction to a situation or interaction that signals a
disagreement of some kind
-
-
 Fear sadness bitterness betrayal anger hopelessness etc
 THE FEELING/DISCOMFORT OF CONFLICT
 At conflict because you feel like you are
o Action: conflict as an action we take in response to the feelings inside us
 To get our needs met in order to interfere with someone else’s feelings
being met
 Conflict and actions can take place outside of the other parties awareness
The dimensions aren’t static
Until conflict starts in one dimension Mayer believes it hasn’t started yet it’s a potential
conflict
Systems in conflict
By considering conflict along the cognitive, emotional, and behavioral dimensions we
can begin to see that it does not proceed along one simple linear path.
What causes conflict
o At the center of all conflicts are human needs. People engage in conflict either
because they have needs that are met by the conflict process itself or because
they have (or believe they have) needs that are inconsistent with those of others.
FIVE BASIC FORCES/SOURCES OF CONFLICT
o Communication
 May cause conflict and make it harder to solve
 Many factors confibute to communication errors/styles
 Culture gender age class environment
 Source of difficulty and hope
o Emotions
 THE ENERGY THAT FUELS THE CONFLICT
 Create opportunities to vent emotions and feel heard
 Also the key to deescalating conflict
 Empathy sadness affirmation & acceptance
o Values
 Values are the beliefs we have about what is important what
distinguishes right from wrong and good from evil and what principles
should govern how we lead our lives
 Values can be a source of conflict but also a means of restraining conflict
 SHARED VALUES ARE KEY
o Structure
 The structure the external framework in which an interaction takes place
or an issue develops is another source of conflict.
 The elements of a structure may include available resources decisionmaking procedures time constraints communication procedures and
physical settings.
o History
 Historical context plays a large role in conflict
 History provides the momentum for the development of conflict.
o ALL THE SOURCES OF CONFLICT INTERACT WITH EACH OTHER
-
Additionally there are three dynamics that the wheel of conflict model does not include
because they cut across all the sources and are often best analyzed in terms of those
sources.
o Culture
o Power
o Data
-
Mayer focuses on identity needs as opposed to survival needs
o Interests are the needs that motivate the bulk of people's actions and they can
be viewed simply and superficially or in great depth. A
 Focus on interests is necessary through the lens of them being midrange
human needs
 In the realm of interests that most problems can be solved
 If people can present their concerns to each other in a constructive way
and are receptive to understanding each other's interests they are most
likely to make progress in working their way through a conflict.
 Many kinds of interests
 Short-term and long term
 Individual and group
 Outcome-based and process
 Conscious and unconscious
-
o Identity-based needs
 Peoples need to preserve a sense of who they are and what their place in
the world is
 FOUR NEEDS
 Meaning: drives in a life existence acions struggles
 Community: the need to feel a part of a group support
 Intimacy: wanting to be special unique and important to others
 Autonomy: freedom and individuality
Coser’s two components of conflict
o Realistic (outcome oriented) and unrealistic (need for emotional/energy release)
Toolbox: Dual Concern Modal
Well-intentioned peacemakers may focus on issues between a group that are easily and
quickly solvable. However deeper systemic issues between groups or individuals may be left to
fester. Conflict resolution experts or peacemakers sometimes act as a band-aid solution for a
conflict between individuals or groups. Mayer described this as staying in a zone of comfort. If
peacemakers or conflict experts are to assist in long-term changes they need to as Mayer
stated stay with conflict. Avoidance and short-term solutions will have a dwindling impact on
those involved in a conflict. By diving into the history emotions and values of involved parties
we can start to gain new perspectives and develop a long-lasting plan for resolution. In some
cases resolution is not feasible but by staying with conflict parties can address their
differences face-to-face in a respectful and controlled fashion.