ENARO Spring Exchange 2013
(practitioners)
June 7th – 14th 2012
Topic: Conflict Management with special focus on following contexts:
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Return ( voluntary and forced)
Payment of allowance
Level of conflict during short-notice capacity building
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1. Introduction to ENARO
ENARO is an inter-institutional linkage between 19 European asylum reception organizations
coming together to exchange information; discuss current issues and trends within the field of
asylum. On the basis of discussion taken place at the Steering Committee meetings, themes for
two annual staff exchange programs are selected.
The aim of the programs is exchanging knowledge and "best practices" between staff of the
member states.
2. Introduction to toolkit
The knowledge and experience your colleagues in the host country have gained and the expertise that they have developed during their work with asylum seekers is often the most valuable
asset that an organization holds.
This toolkit is designed to assist ENARO-exchange candidates to dig in and identify this
knowledge in their field research in the exchange country. The goal is to collect relevant information and describe local conflict management initiatives and "best practice" within the highlighted contexts (Questions 7-8) by applying same parameters for each context. Also, the toolkit
should contain general information regarding the level of conflict management preparedness of
the host organization (Question 10).
Along with describing conflict in a given context, its source and the way the conflict is dealt with,
it is recommendable to keep eyes open and spot specific challenges, as these will be worked
with during the closing conference.
A number of reception organizations might not be operating within the three contexts or operating only within one or two of them. In such case it is advisable to look into alternative contexts
according to the program prepared by the host and apply same approach with the 6 parameters.
Alternative contexts will be elaborated upon during the briefing.
Besides abovementioned goals focusing on the host organization, the Toolkit is designed to (1)
raise awareness about finding a specific best practice that can be developed in the home country, on the one hand, and inspire the host organization with good practices from one's home organization, on the other hand; (2) keep the focus on knowledge-sharing in one's own home organization; (3) contribute to the Closing Conference in November 2013.
How to use the toolkit
 Please note that the questions are designed to function as a starting point. In answering
them, you are expected to elaborate on each topic rather than provide simple ‘yes’ or
‘no’ answers
 You may use interviewing, observation or a combination of both as methods to obtain
answers to the questions
 Spending time and collecting data is a unique feature of the field research, so do not hesitate to adjust your approach to discoveries and developments in the field, you may encounter, if these are necessary and relevant
 Use the Toolkit as a reporting format, when you are asked to submit it to the ENARO
Secretariat ( more information to follow)
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3. Program details
Participant Data
Name(s)
Organization
Country
Host country
Contact person
Host country & email
Anna Lesiewicz
Office for Foreigners
Poland
Italy
maria.maugeri@yahoo.it
Italy
Itinerary (Please insert list of places and people visited - see program)
Centre for
Foreigners in
melicucca
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4. Introduction to theme:
Each ENARO exchange is centered on a specific theme, which all exchange candidates are to explore more in depth during their visit to their host organization.
The theme for spring exchange 2013 is "Conflict Management".
Conflict management is defined as practice of recognition and dealing with disputes in a
rational, balanced and effective way, and it is made up of components such us effective
communication, problem-solving abilities, good negotiation skills to restore the focus to the organization's overall goals etc. While these mainly are competences on an individual level that
an organization can support and develop through training etc., successful conflict management
on an organizational level is provided by commitment ( f.eks. conflict management policy, recognizing conflict management as core competence etc.), support structures (time, money, people to deal with conflicts), procedures and options (written and unwritten rules that determine
how conflict is processed, interest and rights based options) training courses etc.
The process of resolving a conflict is influenced to a great extent by the situation in which the
conflict occurs, for example within the context of the organization. Three types of possible conflict in an organization are intrapersonal (an experience that takes place within the individual);
interpersonal (conflict between individuals in the same organization; in the reception organization it can be a conflict between employees and asylum seekers); intergroup (conflict between
groups within the context of the organization).
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In their field research the candidates should concentrate on interpersonal and intergroup conflicts.
5. Host Country
1. Stakeholder / Operator
Maria Maugeri
2. Main task:
social assistance and medical care for foreigners
3. Number of asylum seekers between Jan – May 2013 :
4. Average duration of stay:
6 months
Context 1
6. Return ( voluntary and forced)
1. Describe briefly procedure, practice, players involved:
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2. Conflicts: Describe situations / activities harboring conflicts. Why are they occurring?
Who is involved?
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3.
Culture: Describe the way conflict is dealt with in a given context. How are things
done? What are attitudes, norms, practices and values of the organization?
-
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4. Expectations: Describe the roles and responsibilities of stakeholders. How are expectations linked to the Vision, Mission and Values of the organization in general?
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5. Specific challenges in dealing with conflict within the context of Return. If you
have encountered specific challenges within this context, please describe. It can imply
dealing with specific minority groups and behavioral patterns (e.g. minors, mentally ill
persons, aggressive behavior, drug abusers etc.)
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6.
Good practices: Have you seen specific activities you would recommend as good
practices? Describe and explain why.
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Context 2
7. Payment of allowance:
1. Describe briefly procedure, practice, players involved:
allowance paid every week-1, 50 euros per day per person. Paid once a week.
Food allowance 2 euros a week per person. Pocket money to buy clothes 50 euros per person
for three months.
2. Conflicts: Describe situations / activities harboring conflicts. Why are they occurring?
Who is involved?
pocket money is too small. Involving foreigners and Staff at the center.
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3.
Culture: Describe the way to deal with conflict in a given context. How are things
done? What are attitudes, norms, practices and values of the organization?
Center works with mentors intercultural. These individuals are responsible for resolving conflicts. Not expected to penalties. Looking for a solution to the conflict, together with a foreigner.
4. Expectations: Describe the roles and responsibilities of stakeholders. How are expectations linked to the Vision, Mission and Values of the organization in general?
objective of the organization is: teaching foreigners in Italian, teaching foreigners live independently, find them a job
5. Specific challenges in dealing with conflict within the context of "Payment og
allowance". If you have encountered specific challenges within this context, please
describe. It can imply dealing with specific minority groups and behavioral patterns
(e.g. minors, mentally ill persons, aggressive behavior, drug abusers etc.)
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6.
Good practices: Have you seen specific activities you would recommend as good
practices? Describe and explain why.
intercultural mentor. Employees mentor allows you to mitigate conflicts. Mentor knows the
culture of foreigners and understand their conduct
Context 3
8. Conflicts during short-notice capacity building:
1. Describe briefly procedure, practice, players involved:
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Conflicts are resolved by a mentor intercultural. Mentor knows the culture of foreigners and
understand their conduct
2. Conflicts: Describe situations / activities harboring conflicts. Why are they occurring?
Who is involved?
Foreigners have different culture. This is the problem. Foreigners do not understand each
other.
3.
Culture: Describe the way to deal with conflict in a given context. How are things
done? What are attitudes, norms, practices and values of the organization?
Conflicts are resolved by a mentor intercultural. Mentor knows the culture of foreigners and
understand their conduct
4. Expectations: Describe the roles and responsibilities of stakeholders. How are expectations linked to the Vision, Mission and Values of the organization in general?
teaching foreigners openness to others. Reducing aggression. Indication of the value system.
5. Specific challenges in dealing with conflict within the context of "Conflicts
during short-notice capacity building: If you have encountered specific challenges
within this context, please describe. It can imply dealing with specific minority groups
and behavioral patterns (e.g. minors, mentally ill persons, aggressive behavior, drug
abusers etc.)
-
6.
Good practices: Have you seen specific activities you would recommend as good
practices? Describe and explain why.
intercultural mentor. Employees mentor allows you to mitigate conflicts. Mentor knows the
culture of foreigners and understand their conduct
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Context 4 – Alternative ( in case contexts 1-3 are not available or sufficient)
9. Context...
1. Describe briefly procedure, practice, players involved:
-
2. Conflicts: Describe situations / activities harboring conflicts. Why are they occurring?
Who is involved?
-
3.
Culture: Describe the way conflict is dealt with in a given context. How are things
done? What are attitudes, norms, practices and values of the organization?
4. Expectations: Describe the roles and responsibilities of stakeholders. How are expectations linked to the Vision, Mission and Values of the organization in general?
-
5. Specific challenges in dealing with conflict within the context of Return. If you
have encountered specific challenges within this context, please describe. It can imply
dealing with specific minority groups and behavioral patterns (e.g. minors, mentally ill
persons, aggressive behavior, drug abusers etc.)
-
6.
Good practices: Have you seen specific activities you would recommend as good
practices? Describe and explain why.
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10. General information about the level of conflict management preparedness of the host organization.
1. Skills & Knowledge: Is conflict management a core competency in the organization?
Do people know what procedures are available and how to use them? Are there training courses in conflict management? Keep in mind core competences such as communication skills, negotiation, decision-making, problem-solving etc.
level of knowledge about conflict management is high. Workers know what procedures are
available and how to use them. Courses are conducted in the framework of nongovernmental organizations.
2. Support Structures: Are there people available to provide help to disputants, give
advice, represent, and serve as mediators? Does the organization have resources
(time, money, and people) to deal with conflict? Is there a conflict management oversight team? Is there a person to talk to in confidence?
staff are ready to assist, give advice. A mediator is intercultural mentor. The organization
has the money and the time to resolution of conflicts.
3. Rewards and Consequences: Can disputants air their "case" without consequences? Are employees involved in decision-making and shaping dispute resolution outcomes? Do people get feedback and information they need?
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4. Procedures & Options: Are there written and unwritten rules determining how conflict is processed? Are they followed? Are interest-based (e.g. mediation, supervision
etc.) and right-based (e.g. Investigation, arbitration etc.) options available?
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5. Training courses for the personnel:
Are there training courses or similar activi-
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ties / initiatives available in the host organization? If yes, describe these.
intercultural mentor participates in trainings that are organized by the organization for intercultural mentors
11.Conclusion and follow-up:
Personal remarks: How was the overall impression of the organization?
organization makes a good impression. Cooperation between the Foreigners and the resort
staff relations based on friendly relationship. Employees spend a lot of time with foreigners
(Centre for Foreigners is designed for 16 people)
Which best practices have you seen that you would like to develop in your own organization (please also note if you have become familiar with practices not necessarily pertaining to one of the contexts)?
Employees looking for work for foreigners, intensive Italian language courses (24 hours per
week)
Are there any best practices from your organization you could see implemented in
your host organization?
close cooperation with the local authorities, workers looking for a job for foreigners (organization pays for six months costs incurred by the employer to the employee eg salaries, insurance, etc.).
How do you plan to share your knowledge gained from your visit at the host organization in your own organization upon return?
Please set 3 goals for knowledge sharing.
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Do you have suggestions for future exchange programs?
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Please think of some of the most outstanding practices you encountered that you
would like to contribute with and present at the Closing Conference in November of
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2013.
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