Background to this training module
Ndola is one of the cities in which MDP-ESA as the regional RUAF centre for Eastern
and Southern Africa is implementing the Cities Farming for the Future Project. The
approach being used is the multi-actor policy making and action planning process.
Different actors come together from government, private sector, civil society, and
communities to work together.
At some point during the project implementation, the team observed numerous conflicts
developing amongst the stakeholders. A decision was made to hold a conflict
management workshop for the team. This material was developed to assist the different
actors understand the nature of conflict, appreciate that it was normal, and equip them
with skills of managing conflict so that they could still work together to achieve the
project objectives.
1.0 Defining Conflict
1.1 What is conflict?
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‘The situation which prevails at any given time between individuals and groups
who have or perceive to have competing or incompatible understanding or interest
relative to an issue, thing or situation…’
‘A process in which two elements exist at any one given time together and they
oppose each other or are incompatible…’
2.0 Understanding Conflict
2.1 Conflict is Normal
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Conflict is not only about the negative
Conflict can be an important force for positive change
Conflict can be managed to allow people to express their views fully and
peacefully
Underlying or latent conflicts should not be avoided
2.2 Typologies of conflict
There are different types of conflict. The complexity and diversity of conflicts also differ.
They are based on the following:
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Levels of interaction:
• Household level- what crops to grow
• Intra-Community level- land boundaries
• Inter-community level- Chipulukusu farmers vs Masala farmers
over access to land between the 2 communities
Time Based Typology
• Latent- A conflict can be said to be latent when it is operating
below the surface. The involved people may still be thinking what
to do about it.
• Emerging- This is a conflict that has just erupted but is not yet
systemic. It is still between immediate parties to the conflict and
does not yet involve others.
• Manifest- The disputes are now at an active stage
2.3 Causes and Sources of Conflict
Conflicts can be caused by several factors. The cause can help us understand and define a
conflict. The following are known and common causes of conflicts:
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Interest conflicts- These are actions and emotions by which people become to
gain or protect their needs
Examples of interest conflicts:
– Far away people taking up plots in other suburbs
– Thefts where plot owners live far away
Information conflicts- These are conflicts caused by lack of information or lack
of correct information. Unscrupulous people can fill the information gap by
planting wrong information.
Examples:
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Rumour that council wants to confisticate our goats
‘We hear that government land has only been given to Somalis’
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Relationship conflicts- These are conflicts due to differences of personality,
misconceptions, and prejudices.
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Structural conflicts- These are caused by differing ideas concerning process,
rules, power, distribution of resources
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Value conflicts- These are caused by different cultural, social, traditional values
3.0 Mechanisms to deal with conflict
Individuals and organizations react differently to conflicts.
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The following are examples of how some authorities and farmers have
reacted to conflicts:
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Mutare City authorities in Zimbabwe confisticated farmers’ hoes when
they were trying to stop farmers from cultivating on municipal land.
– Some farmers fight to assert their access to public land when the
ownership of the land is in dispute-access research
– Others use supernatural powers
• Visit the prophet
• Visit traditional doctors
• Some pray about it
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4.0 Real examples of conflicts in urban agriculture
4.1 Beautiful Bulawayo vs The Poor Farmers
Due to the current economic challenges and fuel, the rich complain about grass not being
cut in one rich suburb. Residents argued that cultivation adjacent to their properties
reduce their property values. Council has tended to support the ratepayers (the rich) In the
year 2005, residents chased away poor farmers and uprooted their crops.
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Garden allotment owners vs Super Thieves in Bulawayo
Farmers in a garden allotment are experiencing thefts from people that are known to
them. It is however feared that the thieves have supernatural powers therefore they have
not been confronted. The farmers have innovated and now avoid crops that can be
completely harvested such as cabbages for continuously re-vegetating crops such as
choumollier
5.0 Analyzing the conflicts
In analyzing conflicts, there is need to go deeper into the conflict to understand it. That
process entails asking a series of questions such as the following:
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What is the cause of the conflict?
What is the type of conflict?
What is the best way of getting a positive or least destructive outcome?
What could be done to manage or resolve the conflicts better?
6.0 Managing Conflicts
People have used different approaches to manage conflicts. The following are examples
people have used to manage conflicts.
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Avoidance of cause of conflict: If the conflict is based on access to land, one of
the parties leaves hence avoiding the reason for the conflict.
Elimination of source of conflict: If one of the parties to the conflict is stronger,
they can make sure the person bothering them is removed from the scene.
Suppression of minority/weaker side: This is dictatorship of a kind whereby the
weaker party is simply told you lose.
Agreement (collaboration): This refers to the conflicting parties agreeing to
working together and mutually benefiting.
Building of alliance: This is similar to agreement where the parties construct a
common vehicle for working together as opposed to against each other.
Finding a compromise: One or both parties lets go of something in order for
them to come to an agreement. This requires both moving to the middle rather
than remaining fixed in their original positions.
Integration (consensus): This is an inclusive arrangement where the parties
debate and agree within themselves.
Which of these mechanisms work in Ndola?
7.0 Myths about participation and conflict
It must be explained to the participants that participatory approaches do not eliminate
certain common group dynamics. The following are common myths that are associated
with participation:
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Shared decision making means eliminating conflict among stakeholders
– In fact with more ideas, there can be more conflict
– However this generally produces better results
Collaboration means end of competition amongst stakeholders
– Competition should continue but should be coordinated to remain
focused on goals
Collaboration means we can make decisions on behalf of council or other
authorities
– Council remains the local authority, the difference is council is now
better placed to consider other views and can be expected to make
better decisions
8.0 Stakeholder assessment in conflicts
It is important to minimize conflicts by carefully choosing stakeholder and matching this
to the tasks at hand. A too that can be used to do that is a matrix that considers both the
tasks and the players. Consideration at each stage is value-addition and relevance. If a
player will add value and is relevant, then they must be included. Including irrelevant
players increases conflict. The following matrix uses the example of development of an
urban agriculture project and the players at each stage:
Stakeholder assessment in conflicts
Potential
stakeholders
NCC
Farmers
NGOs Residents Govt
Activity
Land ID
Mapping
Coordination
Funding
9.0 Conclusion
9.1 Dealing with UA Conflicts in Ndola
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Conflicts should not be ignored-resolve them as soon as they are observed
Set up institutional mechanisms to deal with conflicts because conflicts will
always be there
Genuine engagement and respect amongst stakeholders is critical to minimizing
and resolving conflicts
Fairness, transparency, and accountability are critical factors in avoiding and
managing conflicts
Information (correct) is critical to avoiding conflicts
Acknowledge differences but commit to achieving common goals