BASICS OF CONFLICT RESOLUTION:
RESOURCES AND STRATEGIES
ACKNOWLEDGMENTS
This paper was prepared by RESOLVE, Inc., with Christine Pendzich as lead
author. It was part of a program of activities on conflict resolution strategies for
participatory management, task managed by Betsy McGean under the overall
supervision of Deepa Narayan. Valuable guidance was provided by the Conflict
Resolution Advisory Group consisting of Shelton Davis, Steve Holtzman, Miranda
Munro, Warren van Wicklin, Charles di Leva, Voltaire Andres, Gordon Appleby,
David Cassells, Valentina Okaru, Nat Colletta, Kreszentia M. Duer, Alcyone
Saliba, Ellen Schaengold, Eugen Finkel and Ayse Kudat.
A special thanks to all those who provided RESOLVE with feedback on the
resource book, Shelton Davis, Betsy McGean, Miranda Munro and Deepa
Narayan. Thanks to Katrinka Ebbe and Anders Rudqvist for the final review and
editing of the paper and to Cristina Tumale for the formatting.
Introduction
Development interventions often change the power relationships
between different groups in society. They may also change these groups'
relationship to the environment. Some groups stand to lose while others gain
from such interventions and as a result conflicts may emerge. Conflicts or
disputes are a normal part of social interaction, but when they become
dysfunctional they have a negative impact on all who are involved. Participatory
development, involving different groups with different interests in common
project undertakings, may also entail disputes and conflicts as part of the
process. Effective mechanisms and techniques for conflict prevention,
management and resolution are thus necessary for resolving conflicts or keeping
them within acceptable limits.
The field of conflict or dispute resolution rests on a few critical ideas about the
nature of conflict and how it can be managed. These ideas also have important
practical implications. Among diverse individuals or groups it is normal for
differences to emerge. Nations, regions and villages differ widely by class,
ethnicity, religion and gender. Government agencies may hold opposing views or
represent different interests. Factual information about issues and projects may
differ across groups. Perceptions of conflicts as well as conflict resolution
procedures differ between cultures (e.g. majority vote in Western societies and
deliberation until consensus is reached in some traditional societies). Accepting
differences as normal, identifying latent and emerging conflicts and the
perspectives and interests that lay behind them, are requirements for
constructive and culturally appropriate conflict management.
Conflict management efforts need to involve all key stakeholders in the
process. Transparency and information-sharing from the start of a development
project can eliminate conflicts caused by incomplete or distorted knowledge.
Acceptance and ample space for criticism and non-violent expressions of
different interests or viewpoints can prevent the development of more
aggressive and destructive forms of conflict. In some cultures it may be difficult
to openly reveal existing conflicts and in such cases special sensitivity and
analysis of the situation of marginalized groups are needed.
Project work in developing countries raises many complex and sensitive
issues. To what extent and how should a task team member intervene to bring
poor and other marginalized groups actively into the design of a project? What
kind of resources should be provided to facilitate indigenous groups' participation
in a project negotiation? Can conflict resolution strategies be used to address
conflicts that include corruption or violence? None of these questions have
simple answers. They can only be addressed in the course of the particular
project in a particular cultural and political context. Familiarity with conflict
resolution strategies and techniques could facilitate appropriate responses.
Using the Document
The purpose of this document is to:
 provide World Bank Task Team staff with a practical introduction to the
tools and techniques of conflict resolution and;

give Task Team staff a reference guide (including names, descriptions
and contact numbers) to dispute resolution specialists in countries
around the world.
The first chapter of the document lays out the basic framework of conflict
resolution, provides an introduction to the premises, strategies and techniques
of this problem solving approach. It assumes little prior knowledge of conflict
resolution on the part of its readers. It also assumes that most document
readers do not plan to become specialists in conflict resolution themselves. They
may, however, wish to bring people who are highly skilled and knowledgeable in
the field into their project design and implementation teams. 1
The heart of the document is its listing of highly skilled dispute
resolution specialists and centers (Chapters 2-7). The listing covers a wide range
of specializations including training, facilitation, and mediation services. The
specialists listed also come from a wide variety of backgrounds including law,
planning, business, labor, natural resource management, social psychology and
political science. It should be added here, that at many of the World Bank
Resident Missions there are now skilled social scientists (NGO and Civil Society
specialists) who can give advice on appropriate conflict resolution experts and
organizations existing in the respective countries.
Design of appropriate and successful dispute resolution processes requires
close familiarity with the laws, social structure, cultural norms and politics of the
country in which the dispute has arisen. Therefore, the listings are grouped by
region and where possible, by country.
The centers and individuals included in the document are divided into
two sets:
1
2

The first set is made up of those whose work is known to the document
editors. These centers and individuals offer a wide a range of expertise
from the training of NGOs and indigenous communities to the design of
broad consultative approaches to structural conflicts such as water and
land disputes and the resolution of public policy issues. All have
demonstrated experience in working with diverse groups, including
private sector representatives and government officials as well as
NGOs and community leaders. Many have had experience working
with multilateral development organizations. To the extent possible,
the sectoral expertise of the center’s staff has been noted. 2

The second set of shorter listings presented at the end of each regional
listing are those whose work is less familiar to the editors and those
who may not be as oriented to the regions in which the Bank works.
Many of them have years of experience in the field, however, and can
offer a range of expertise which may be useful in certain situations.
Many of the dispute resolution specialists and centers listed in the Annex also provide training, for readers interested
in strengthening their individual dispute resolution skills.
All of the individuals and organizations listed in this set reviewed and commented on a draft version of this document.
They were asked to provide the description of their organizational capabilities or individual experience, within a general
framework. The descriptions provided therefore reflect their own sense of their abilities and capacity, rather than a
judgement on the part of the review authors.

In addition, we have included a limited number of resource groups
whose offices are located in Canada, the United States or western
Europe, but who have broad experience in developing countries and
should also be considered as significant resources for helping Bank
Task Teams.

For those who wish to learn more about the use of conflict resolution
strategies in the context of developing nations, we have included a
short bibliography of recent publications in this area.

Finally, we have included a listing of websites on the Internet.
What are the Premises of Conflict Resolution?
The field of conflict resolution rests on a few critical ideas about the nature
of conflict and how it can be managed. These basic ideas in turn have important
practical implications. Let us look at the major basic ideas and what each one
implies.
The first premise on which work in the field rests is that, in open discussions
among diverse individuals or groups, it is normal for differences to emerge. Very
few (if any) large, complex societies have high degrees of social homogeneity. In
virtually every country -- and indeed, even within single
#1:
villages -- people differ widely by class, tribal identity, caste,
DIFFERENCES
religion, ethnic group, gender and age. Within any single
ARE NORMAL
country’s government, different agencies hold sometime
opposing views and often represent competing interests.
 Do not avoid
Differing groups also may hold widely varying sets of factual
it.
information about a particular social issue for which a project
 Plan for it.
is being considered or designed. Viewing differences about
 Allow time to
projects as normal and acceptable opens the possibility of
get through
seeing conflict as an important force for positive change when
it.
handled constructively. Underlying conflicts should not be
avoided, because without understanding and accepting their differences people
can't jointly solve problems in more than a superficial way. Worse still, avoiding
conflicts may mean that parties who are key to the project’s implementation may
not feel their needs are met by it and may not contribute to carrying it out or may
actively block it. Instead, it is wise to fully expect that some conflicts will occur,
plan for them and learn how to manage them in a culturally appropriate manner.
Accepting conflict as normal gives all groups, including frequently
marginalized ones such as lower castes and women, what one Colombian specialist
has called the “right to conflict.”3 This basically means that all groups have the
right to peacefully (albeit sometimes strongly!) express their views about what
they see wrong or would like to change in a project, without being called
troublemakers or being labeled as the problem itself. As anyone working in
development knows, general acceptance of just this much in a development
setting can mark a radical departure from prior norms. The practical consequence
for Bank Task Team members is that it may mean they need to involve a wider
range of groups in already complex situations. This can be a challenge, but worth
the additional effort in the long run.
Of course not all expressions of differences are constructive or desirable.
How people express their differing interests and opinions is critical. Dispute
resolution frameworks recognize violent conflict or open aggression as one of the
strategies that people often use to get what they want. These strategies, however,
often carry a very high price. One of the benefits of being open to expressions of
non-violent conflict in project design and implementation is that if strong but nonviolent expression is allowed, the parties involved may not feel that they need to
resort to violence or open aggression. As mentioned earlier, prevention is one of
the most effective forms of conflict management.
3
Mr. Gustavo Wilches, a Colombia educator and development administrator, has organized a series of conferences and
talks around the ideas of the “right to conflict.”
In some cultures, of course, it can be very difficult to bring conflicts to the
fore. This may be especially although not only true in Asian societies, which place
a very high value on cohesion and team work. In many regions, lower status
groups may be reluctant to even say that they hold an opinion different from the
views of the more powerful groups to whom they are linked through a project.
Even if a safe situation is provided, they may have internalized a value of not
confronting differences and may therefore still not say anything.
In such
situations, the Task Team may wish to hold separate meetings with the less
powerful groups to elicit their views. If even separate meetings do not encourage
the groups to voice their opinions, the Task Team members can consider asking
appropriate authorities to give the silent groups permission to speak up. In any
case, the Task Team must be sensitive to the marginalized groups need for not
upsetting social order and needs to be prepared to not be able to move ahead as
far or as quickly as s/he might at first like.
A second idea basic to conflict resolution
is that it relies on the participation of all #2:
legitimate stakeholders in a dispute. No conflict ALL PARTIES NEED TO BE
can be considered resolved if any group whose INVOLVED FROM THE
interests are affected by a dispute have been BEGINNING
left out of the process of deciding how to resolve
the problem. This consideration arises, on the  get many points of view
one hand, from an ethical commitment to giving
people the chance to take part in making  consult with stakeholders
early on about how a
decisions that will affect their lives. It also
project design process
derives
from
a
practical
consideration:
should be organized
experience has shown that when important
groups are excluded from a conflict resolution or decision-making process, any
decision taken is much harder to carry out.
It is also important for key actors to be involved in all aspects of a conflict
resolution process. A striking example from Peru brings this point home:
Dispute Resolution in a Forest-Dependent Community in Peru
A community in northern Peru is located near a forest, on which they relied for wood
and other products that supplemented their diet and incomes. The forest is extensive and
contains a number of commercially valuable species. The community does not have clear legal
title to it.
In the late 1980's, a lumber company based in Lima, the Peruvian capital, began to
survey the forest for commercial exploitation. Company representatives claimed that the firm
had purchased rights to cut in the forest. Lacking written title, the community found it
difficult to defend its rights to the forest. This was all the more difficult given that the son of
a general, a minister and a wealthy businessman were all on the company's board.
Despite its concerns, the community began to organize to defend its traditional rights
to use the forest. They organized protests and blocked the entry of company equipment into
the forest. All too quickly, the protest escalated. Company representatives accused
community leaders of being "subversives" -- a very serious charge, punishable by jail, in Peru
of the 1980's. The protests led to a violent encounter, at which one of the company's
representatives was hurt. The company blamed a community leader and had him arrested.
In response, and with the support of local Church authorities, the community organized
protests of the arrest.
With the situation growing ever more serious, the national government in Lima
decided to name a commission of environmental experts to examine the situation and
recommend a solution. The responsible ministry selected a group of environmental lawyers,
biologists and other experts to travel to the region and prepare a report. The commission
traveled to the community and met with a variety of groups. Shortly after their return to
Lima, they issued a report recommending that a management plan be developed for the
forest -- and that the community take part in both the preparation of the report and its
execution. In sum, the recommendation was quite favorable to the community's interests.
Just the same, the community immediately repudiated the commission's findings.
Their main reason for rejecting it was that they had not been involved in the process of
developing the report. They alleged that the Commission had been blocked from meeting
with them, so community views were not adequately reflected in the final product. In short,
they wanted a voice in all stages of the decision-making process that would affect a resource
on which they relied.
Third, in order to achieve the promise of a successfully implemented
resolution to a conflict, conflict resolution
#3:
processes
rely
on accurate
and ample
SOLUTIONS ARE EASIER TO
information. That is, they depend not only on
FIND WITH ACCURATE AND
improved communication between parties but
AMPLE INFORMATION AND
also on good analysis of technical, scientific,
TRAINING
social/cultural, legal and economic information.
Resolving a dispute also may involve providing
 ask parties what
parties with information about innovative new
information they feel
options for solving the problem or about the
should be considered
technical feasibility of options being discussed. It
can and should involve providing settings in
 identify sources of factual
which the local knowledge of resources that
agreement, disagreement
many different groups hold can be brought out,
and uncertainty
considered and taken into account. Above all
else, it needs to be information that is not only
 consider joint fact-finding
analytically correct, but that motivates changes
in behavior on the part of the project participants, if such changes are needed for
the project to succeed.
In general, conflict resolution strategies are processes -- and the details of
how they are organized are important, because the structure of a process affects
people’s real interests and therefore their willingness to freely participate in it.
If they are to be willing to work to carry out change, they need to decide to take
part in a conflict resolution process because they believe it is the best way to
satisfy the greatest number of their interests. The process has the greatest
chance of satisfying their interests if the parties are involved in the process
design from the start.
Training can play a crucial role in setting the stage for appropriate, informed
and therefore more successful use of conflict resolution strategies. Often enough,
the stakeholders in a project design may have a basic commitment to using
participatory, non-adversarial means to chose project priorities, resolve their
differences and decide on a plan of action to implement reform. However, they
may not be very familiar with the full range of concepts or with some specific skills
that could help them design a process that will work and overcome impasses.
Training can help the parties gain confidence, knowledge and stronger skills that
will make them all the more willing and able to work together well.
Training can also be a more specifically targeted strategy for helping
opposed parties establish a more effective dialogue (see box below on training
for negotiation). Many of the specialists and centers listed in Chapters 2-7 of this
document have had experience in using training workshops to bring together
representatives of key stakeholder groups involved a conflict.
Training
workshops used for this purpose should be explicitly designed to not address the
conflict that the participants are involved in. Instead, it should be organized as
a series of exercises, small group discussions and role plays on conflicts that
participants may be familiar with but are not involved in directly. Participants
afterwards return to their discussions with more common language for
discussing the problem they face. The training also gives them a chance to work
with each other in a neutral setting and thereby build better working relations
As the above discussion makes clear, conflict resolution shares many of
the premises of other participatory methodologies. The commitment to broad
participation of stakeholders, open expression of differences and the focus on
process is common to all participatory methodologies.
Conflict resolution
enhances these methodologies by providing ideas and tools for how to manage
the differences that almost inevitably emerge during an open discussion among
diverse groups about problematic issues. Conflict resolution strategies also have
a specific commitment to consensus building -- i.e., bringing participatory
decision-making to closure or agreement in a way that all sides can live with.
THE PIPELINE AT BAHIA MALAGA:
An Example of Training Altering the Dynamics of a Negotiation
To address a projected shortage of electric power and fuel in the Cali region,
Colombia’s state oil company, ECOPETROL, announced plans in the early 1990’s to build a
multi-purpose natural gas and oil pipeline running from the central Pacific coast inland to
industrial centers near Cali. The pipeline terminal was to be located in the Bay of Malaga, just
north of the main Pacific port of Buenaventura. The land part of the pipeline would run over a
hundred kilometers inland, and was projected to pass through black and indigenous territories.
ECOPETROL soon met strong opposition to their proposal from several quarters.
Environmental groups from both the Cali region and from the capital in Bogota protested that
constructing the terminal in the Bay of Malaga would disrupt a place of rare endemism and
biodiversity which supports an annual breeding ground for whales. Black and indigenous
communities, on the other hand, united in protesting that they had not been consulted about
the proposal to run the pipeline through their territories, despite negotiations under way in
Bogota to clarify black and indigenous groups’ rights to special territories.
In an effort to address the difference regarding project design in a participatory way,
ECOPETROL convened a public meeting of its community liaison staff, the mayor and City
Council of Buenaventura, environmental group members and leaders of the black and
indigenous communities. Many people attending the meeting expected that the black and
indigenous leaders would come to the meeting with a list of local improvements -- a new
health center, a football field, a road grading project -- that they would want ECOPETROL to
fulfill in order for the communities to agree to the pipeline.
Just three days before the public meeting, however, several of the black and indigenous
community leaders attended a dispute resolution training. One of the focal topics of the
training was the importance of analyzing the “rules of the game” or process aspects of any
meeting or negotiation. Discussions emphasized assessing issues such as who attends
meetings and who does not; whether the proposed agenda addresses each side’s concerns and
how decisions will be made. After the training, key leaders from the black and indigenous
communities met to plan how the dispute resolution ideas could be applied at the upcoming
meeting with ECOPETROL.
The community leaders arrived at the meeting site with a very different agenda from
the one expected. Rather than reading a “laundry list” of requests for small improvements in
their towns and villages, they launched the meeting asking that ECOPETROL and the city
representatives clarify with them the following issues:




what groups each person present represented;
what authority each of the officials present had to make decisions about the
pipeline;
whether the meeting would be facilitated by a neutral person and, if so, who that
would be;
what the agenda would be.
The community leaders refused to discuss the pipeline until these issues had been
negotiated. Much of the morning was spent addressing these issues -- sometimes in a very
animated fashion -- before the group turned to talking about the pipeline construction itself.
And although no decision was in fact made about the pipeline, it was clear that the training had
changed the expected dynamics of the meeting and had given the black and community
leaders a set of useful, practical tools for changing the nature of their negotiation with a
government agency.
As conflict resolution models developed in the West have been applied to
other regions of the world during the last ten years, increasing attention is being
given to exploring local or traditional conflict resolution and problem-solving
strategies. This is an important starting
#4
point for designing processes to
CONFLICT RESOLUTION MECHANISMS
address public policy disputes (see box
SHOULD BUILD ON TRADITIONAL
on "Key Characteristics of Public Policy
FOUNDATIONS
Disputes").
 local mechanisms often enjoy
legitimacy
Building on local foundations is
important for at least two major
 use of traditional processes
reasons. First, local ways to resolve
demonstrates respect for local culture
conflicts often have more moral
and helps preserve it
legitimacy for the communities or
social sectors that use them than
 but traditional mechanisms should not
“modern,” national or international
be accepted uncritically
conflict resolution processes. This is
often true, for example, for indigenous
or tribal peoples who have very unique ways of making decisions. A process
that respects their decision-making traditions or incorporates elements of it can
therefore also enjoy greater legitimacy than a less culturally-sensitive process
might. Among Palestinian villagers, for example, writing up an agreement
reached between neighbors may discredit the accord. The villagers place
greater trust in a spoken agreement or “word of honor” than in written
documents, which are viewed as an intrusion of modern legal forms, which are
distrusted.4 Secondly, use of local processes demonstrates respects for the
culture of the groups involved and helps them preserve it.
4
Communication with Prof. Mohammed Abu-Nimer, Coordinator of the Peace and Conflict Program, Guilford College.
THE PEACE CONFERENCE AT AKOBO:
Adapting Traditional Forms to Current-Day Issues
A recent example from the Sudan illustrates how successful mechanisms can build on
local foundations. 5 Between September and October of 1994, representatives of two branches
of the Nuer tribe in South Sudan came together in a conference to discuss conflicts over rights
to fishing grounds, access to water and rights to grazing land. Disputes over these issues had
lead to over one thousand deaths, widespread slaughter of cattle and burning of houses in the
months before. Worn out by the conflict, women from both sides of the dispute worked to
organize a reconciliation conference. The conference took place Akobo, South Sudan, with the
presence of 18 delegations of mediators from all stakeholder parties. The delegations came
together before a traditional Nuer court. A widely respected elder, with 44 years of experience
as a tribal leader, was selected as the judge. Over the course of several weeks, the
delegations used a very traditional style of dialogue to present, argue and defend their cases
before the judge. At the end, an agreement was reached and signed by all those present.
The women present at the conference played several unique roles that combined their
traditional roles in the tribe with very pragmatic new roles. First, they prepared food for all the
delegates. This was to fulfill their traditional role of food prepares -- but it also served to make
sure that none of the delegates had lack of food as an excuse to leave the conference. In
addition, the women sat through every session of the court to listen to each presentation and
challenge any delegate that they felt was not representing the truth accurately. Their
presence served as a chorus that provided a check on misrepresentations.
But traditional means of addressing conflicts cannot be accepted uncritically.
A traditional council of elders for a region may be made up exclusively of older
men from the wealthier or higher caste or class groups in the region. Their
decision-making process may be quite closed, involving little or no consultation
with minority groups or women. As a result, the decisions made by these groups
may -- precisely because of tradition -- favor the men or the elites. In other
situations, such as the case of the rondas campesinas in Peru, local communities
form independent law enforcement committees that at times may ignore issues of
due process or fair punishment. These groups are formed in areas where the
formal legal system of the country is completely absent or ineffective -- but the
justice meted out by the groups has at times been strongly questioned. Local
forms of settling disputes thus need to be taken into account but also evaluated
critically in the light of the basic social values that a development project is seeking
to promote.
What is Conflict Resolution?
Conflict resolution approaches focus on problem-solving through
improving communication among the parties involved in a conflict so that they
can handle their differences in a constructive way. Conflict resolution specialists
seek to help parties identify their key concerns, articulate these in a way that
encourages joint problem-solving among all sides, and then work together to
design creative solutions that all parties can live with. More broadly, conflict
resolution and peace research is a multidisciplinary field of action and research
that draws on insights from applied mathematics (game theory), psychology,
communication studies, ethics, planning, law and political science to focus on a
5
Wal Duany, “Report on the Processes of the Jikany-Lou Nuer Reconciliation Conference held in Akobo, South Sudan,
between July and October, 1994,” Workshop in Political Theory and Policy Analysis, Indiana University:
Bloomington, Indiana. November, 1994.
central question:
How can groups of people be organized and motivated to work together to develop
enduring solutions
to the problems that they joint face?
Conflict and dispute resolution theory and practice offer strategies and
techniques that:



help to identify the concerns and interests that will motivate people to
work together;
suggest specifics steps for organizing productive meetings and
decision-making processes among groups that have differences; and
ensure greater commitment on the part of all stakeholders to carrying
out any agreements reached.
Conflict resolution strategies have now been tested in many different
cultural settings, with many different levels of social groups, in situations of
varying intensity of conflict (eg., at times when differences first emerge as well
as when issues are highly polarized) and in ways that are directly applicable to
World Bank-funded project settings.
A number of other terms, such as conflict management, dispute
settlement, conflict intervention and consensus-building, are used to refer to the
ideas that are described and discussed in this document. Many people working
in the field point out important terminological distinctions. How, they ask, can
you really resolve a broad social conflict? Isn’t it more accurate to say that you
are working on conflict management or intervention, without promising to settle
it? Critics rebut by pointing out that conflict management may strike people as
inappropriate because it can suggest that a conflict is being addressed in a
superficial or manipulative way -- i.e., that talks are being held about it without
any commitment to effectively changing the underlying conditions that give rise
to the conflict.
We recognize that these differences can point to important philosophical
perspectives and crucial practical implications. However, for the purposes of this
introduction, we will use the term conflict resolution because we want to keep
before the reader the relation between these strategies and decision-making. In
addition, we believe that the “resolution” of conflicts, done in an open and
participatory manner, does provide the opportunity for those involved to bring
about real, meaningful change.
What are the Basic Strategies Used in Conflict Resolution?
The generic types of conflict resolution methods suggested by the principles
discussed above include facilitation, conciliation, negotiation, mediation, and
arbitration. These can be explained as
follows: 6
6
All diagrams and definitions are drawn from RESOLVE training materials. Copyright RESOLVE, 1996. All rights

Facilitation involves the help of a
neutral person in designing and
conducting a meeting.
•
Conciliation consists of the attempt by
a neutral third party to communicate
separately with disputing parties for the
purpose of reducing tensions and agreeing
on a process for resolving a dispute.
•
Negotiation is a voluntary process in
which parties meet face to face to reach a
mutually acceptable resolution of the
issues.
•
Mediation involves the assistance of a
neutral third party to a negotiation
process. However, a mediator, unlike a
judge, has no power to direct the parties.
Instead, the mediator helps parties reach
their own agreement.
reserved.
•
In an arbitration, the parties
voluntarily submit their case to a neutral
for decision, often negotiating a tailored
set of rules of procedure which they agree
to follow.
It is important to keep in mind that the processes described above are the
generic dispute resolution strategies. No single method or " script" will be effective
in all situations. Each one needs to be tailored and combined according to the
history, parties, needs, cultural norms and resources of the situation.
Each of these processes occur informally in many settings in many countries
and will be familiar to a wide range of project stakeholders. Many government,
industry and community leaders all over the world have extensive experience in
negotiating and mediating disputes within their agency, company or community.
The resource specialists and groups listed in Chapters 2-7 of this document can
help Task Team members understand how each process can best be structured in
their country.
Some form of negotiation is probably the most common dispute resolution
strategy used. Negotiations run into difficulties, however, especially when they
involve policy and cultural issues such as regional development plans, which are
both politically and technically complex. The large number of parties,
disagreements about the facts, and other complicating factors often cause the
negotiators to give up or reach impasse. Mediators have increasingly been called
upon to help parties convene negotiations, to prevent impasse during the
negotiations, or to assist parties to continue negotiating when their discussions
have broken down.
In mediated negotiations, the mediator does not make a decision about who
is right or wrong or what the best settlement for a conflict should be. Instead, a
mediator helps the negotiating parties to hold constructive discussions by calling
meetings, establishing a framework for the negotiation within which all parties
agree to participate, and facilitating communication in meetings and between
meetings. Mediators often assist the parties in identifying where they may be able
to agree or ways in which they can address their disagreements, for example,
through joint fact-finding. They also assist by drafting, facilitating discussion of,
and refining agreement language that is then reviewed by all parties to make sure
that everyone agrees it can be carried out. Professional mediators hold as a
matter of ethics the view that mediators should have no direct interest in the
outcome of the dispute, i.e. that they should be neutral. Frequently, however, a
party with a stake in achieving a solution or with power or resources to assist the
parties, who is not a central protagonist, may take on mediation functions.
Mediation and negotiation are processes in which the parties have significant
control over the end result of the negotiation. Decision-making power stays in the
parties' hands, and is not passed on to a judge or arbitrator. If parties find
themselves unable to work together to reach settlement, they may voluntarily
decide to ask an arbitrator that all sides trust to review their case and make the
decision for them. All sides normally also agree in this case to abide by the
arbitrator’s decision once it has been made.
The Key Role of Stakeholder Analysis in Conflict Prevention and
Management
Carrying out a careful stakeholder analysis, focusing on actual and
potential conflicts, during early stages of project identification, is one of the most
useful steps that can be taken to avoid and manage project-related conflicts.
Usually stakeholder analyses are conducted by social scientists. However, if there
is a potential for serious conflict one should consider the involvement of a conflict
resolution specialist. During the analyses he or she should interview a broad range
of actors -- including community leaders, NGOs, women’s groups, researchers,
representatives of the private sector as well as government officials at the
national, regional and local levels -- who may be directly involved or who are
simply in a position to influence a project. The specialist’s task is to elicit at the
least the following information:

What are the main concerns or interests that each group would like the
project to address?

What groups does each interviewee feel need to be consulted about or
involved in project design and implementation?

What should the scope of the project be? What specific tasks should fall
within the scope and which ones outside the scope?

What issues need to be addressed in project identification and
formulation? These may include competing interests between groups
involved in or affected by a potential project, constraints on public
participation in project identification or issues regarding project
management, monitoring and evaluation.

Does each party feel that the proposed project is a priority for
themselves or their community? If not, what other projects have higher
priority?
The end result of the stakeholder analysis should be a report that, first
and foremost, contains a recommendation about whether or not the project should
go forward. If very strong conflicts or competing interests threaten to impede
project implementation, the report should say so and, if possible, recommend
ways to address these differences. If most stakeholders do support the project,
then the report should summarize what most groups would support or feel to be
effective in terms of project design.
A key element of the stakeholder analysis involving potential conflict is that
the interviewer be a neutral party vis-à-vis the various groups interviewed. If the
interviewers are seen as too closely allied to any single perspective, their
willingness to accept and recommend actions that may run counter to their ally’s
interests may be doubted. In addition, it is important that he or she have a
mandate to recommend for or against further efforts on the project based on the
results of their interviews. In other words, the analysis will be most useful if it is
carried out before the Bank has committed to project design or implementation.
Conflict resolution specialists from the lists provided in this document can often
assist in effective stakeholder conflict analyses.
When and How Should Bank Task Team members use Conflict
Resolution Strategies?
Dispute resolution strategies can be applied in a very wide range of ways
at virtually all stages of the project cycle. The table below provides indicative
examples of how facilitation, mediation, negotiated policy dialogues and training
can be used at the project identification, formulation and monitoring stages. As
Bank Task Team staff become more familiar with these processes and how they
can be used, they undoubtedly will develop many additional uses of each tool -and of creative combinations of tools.
How and Where is Conflict Resolution Used?
Conflict resolution is widely used to address interpersonal (eg., family,
divorce), commercial and public policy disputes. However, this introduction will
focus only on the use of ADR to resolve public policy disputes. Several
characteristics of these types of disputes are important for the design of an ADR
process that will work:
KEY CHARACTERISTICS OF PUBLIC POLICY DISPUTES

Public policy disputes are multi-party disputes. This means that managing them
-- making sure that all sides receive the same information, pulling together
meetings at mutually acceptable times and places -- is more complex than in a
two-party commercial transaction;

The parties involved in public policy disputes are organizations or even broad
social groups rather than individuals; therefore, time must be allowed in the
conflict resolution process to allow the organizations or social groups to make
internal decisions about what they will accept.

Public policy disputes are often iterative rather than one-time disputes; the
government officials, NGO representatives and community leaders involved can
expect to have to deal with each other repeatedly over long periods of time.
Managing relations to improve parties’ ability to work with each other becomes
an important objective of the conflict management process.

The issues discussed are of public interest. The press and many outside
entities, such as political groups, can be expected to have an interest in these
types of disputes. The solution reached may also set important public policy
precedents.
Public policy disputes also often include a high degree of technical, scientific and
policy complexity or uncertainty. The siltation consequences of a proposed
hydropower dam may not be fully explored. The effects of agricultural development
in one area on the ecology of a neighboring area may not be well understood.
Teachers’ likely response to an innovative education reform may be unpredictable.
Dispute resolution processes designed to address issues involving uncertainty need
to help the parties to work together to develop the information they need in form
that all of them trust.
Conflict resolution strategies have also been widely used by civil and human
rights movements, environmental movements and to address conflict among
competing ethnic groups. Such strategies have also been applied to develop
management plans for protected areas and community forests. Conflict
resolution programs at the school level give children more ideas on how to settle
conflicts without resorting to violence, All of these uses of conflict resolution and
more are being used in many countries of the world today.
BIBLIOGRAPHY ON DISPUTE RESOLUTION
Aclaud, Andrew Robinson. Cómo Utilizar la Mediación para Resolver Conflictos en
las
Organizaciones (How to Use Mediation to Resolve Conflicts within
Organizations) Ediciones Pardós, Buenos Aires, Mexico. 1993
Almeida, Mauro Barbosa de. La Creación de la Reserva Extractiva del Alto Jurúa:
Conflictos y Alternativas para la Conservación (Creation of the Alto Jurua
Extractive Reserve: Conflicts and Alternatives for conservation). In Working
Paper on “The Role of Alternative Conflict Management in Community
Forestry.” United Nations Food and Agriculture Organization/Forest, Trees
and People Program. Rome, 1993.
Bingham, Gail. Resolving Environmental Disputes: Decade of Experience. The
Conservation Foundation, 1986.
Bingham, Gail, Wolf, Aaron and Wohlgenant, Timothy. Resolving Water Disputes:
Conflict and Cooperation in the United States, the Near East and Asia.
United States Agency for International Development, Irrigation Support
Project for Asia and the Near East. Washington, D.C. 1994.
Carpenter, Susan L. and Kennedy, W.J.D. Managing Public Disputes: A Practical
Guide to Handling Conflict and Reaching Agreements.
Jossey-Bass
Publishers, San Francisco. 1988.
Chapela, Gonzalo. La Transferencia de los Activos de la Empresa Productos
Forestales
Mexicanos (PROFORMEX) a la Unión de Ejidos y Comunidades Forestales
General Emiliano Zapata de Durango, Mexico (Transformation of the
Mexican Forestry Products Company [PROFORMEX] into the Union of Ejidos
and Forestry Communities General Emiliano Zapata). In Working Paper on
“The Role of Alternative Conflict Management in Community Forestry.”
United Nations Food and Agriculture Organization/Forest, Trees and People
Program. Rome, 1993.
Facultad de Administracion, Universidad de los Andes. Las Negociaciones de
Secuestros:
Testimonios en Colombia (Negotiations over Kidnapping: Testimonies from
Colombia).
Monograph No. 38. University of the Andes. Bogota, 1994.
Fisher, Robert y Ury, William. Getting to Yes. Penguin Books. Second Edition,
1991.
Jandt, Fred, ed. Constructive Conflict Management: Asia-Pacific Cases.
Publications. Thousand Oaks, CA., 1995.
Sage
Lehm, Maria Zulema. El Bosque de Chimanes: Un Escenario de Conflictos
Sociales (The Chimanes Forest: A Scene of Social Conflicts). In Working
Paper on “The Role of Alternative Conflict Management in Community
Forestry.” United Nations Food and Agriculture Organization/Forest, Trees
and People Program. Rome, 1993.
McKenzie, Colin and Sandler, Marideth, editors. Cultural Survival Quarterly. Fall
1995, vol. 19,
Issue 3. Special edition on “Culture, Resources and Conflict: Challenging
Assumptions.”
Moore, Christopher W. The Mediation Process: Practical Strategies for Resolving
Conflict. Jossey-Bass Publishers, 1987.
Ogliastri, Enrique. El Sistema Japonés de Negociación (The Japanese System of
Negotiation). Ediciones Anuales. Santafé de Bogotá, 1992.
Ogliastri, Enrique, Ph.D. La Cultura de Negociacion en Venezuela y Colombia.
Dos Estudios. (The Culture of Negotiation in Venezuela and Colombia. Two
Studies.) manuscript. Bogota, 1994.
Plaminek, Jiri. Reseni Konflictu a Umeni Rozhodovat. Argo Publishers. Prague,
1994.
Raiffa, Howard. The Art and Science of Negotiation. Harvard University Press.
Cambridge, Mass., 1982.
Susskind, Lawrence and Cruikshank, Jeffrey. Breaking the Impasse: Consensual
Approaches to
Resolving Public Disputes. Basic Books, Inc., Publishers. New York, 1987.
Villarreal, Carlos. La Creación del Territorio Awá en Ecuador (Creation of the Awa
Territory in Ecuador). In Working Paper on “The Role of Alternative Conflict
Management in Community Forestry.” United Nations Food and Agriculture
Organization/Forest, Trees and People Program. Rome, 1993.
CONFLICT RESOLUTION WEBSITES AND LINK
War to Peace Transition
(http://afr.worldbank.org/aft2/warpeace/warpeace.htm) is a World Bank, Africa
Region website focused on low-intensity warfare, insurgency, and post-conflict
social and economic reconstruction in the Africa Region. Conflicts, in this
context, are viewed as an inherent part of political, social and economic change
processes, and war-torn societies are no longer seen as exceptional cases in
development cooperation. The underlying causes of conflicts range from
widespread poverty and inequality combined with struggles over natural
resources, e.g. access to land, water or valuable minerals, to ethnic, religious
and political power clashes. The prevention and management of such conflicts
represents an increasingly important challenge to development assistance. This
website provides information on innovative World Bank operations, knowledge
sources at the World Bank, the Post-Conflict Reconstruction Network, key
documents, innovative operations and knowledge sources outside the Bank,
related websites, and Bank events (training, brown-bags, seminars, conferences
and workshops). Coordinator: Nat Colletta, J2-167, ext. 34163, Email:
ncolleta@worldbank.org
Dimo
Yagcioglu
Conflict
Resolution
Page
(http://www.geocities.com/Athens/8945/) provides links to conflict resolution
and ethnic studies websites, search engines and tools for conflict researchers
and social scientists, as well as a selection of papers and articles on various
aspects
of
conflicts
between
governments
and
ethnic
minorities.
Email:dyagciog@gmu.edu
The World-Wide Web Virtual Library: IANWeb Resources, Peace and Conflict
Resolution (http://www.pitt.edu/~ian/resource/conflict.htm) maintains links to
a wide variety of peace and conflict resolution resources annotated with
information drawn from the providers.
ConflictNet (http://www.igc.org/igc/conflictnet/index.html) promotes dialogue
and sharing of information to encourage appropriate dispute resolution,
highlights the work of practitioners and organizations, and is a proving ground
for ideas and proposals across disciplines within the conflict resolution field.
ConflictNet offers current information on conflict resolution, including facilitated
topical discussions on critical issues in the field, current legislation, and
conference and training activity. For a sample of resources available via
ConflictNet,
visit
the
ConflictNet
Gopher
(gopher://gopher.igc.apc.org/11/conflict).
The Initiative on Conflict Resolution and Ethnicity, INCORE
(http://www.incore.ulst.ac.uk/), is a joint initiative of the University of Ulster
and the United Nations University. The INCORE Internet Service is a central
resource on the Internet for those in the area of conflict resolution and ethnic
conflict. It is intended to serve not only academic researchers but also policymakers and practitioners in mediation. The INCORE Internet Service has strong
links with CAIN, (Conflict Archive on the Internet), which provides information
about conflict in Northern Ireland. The website contains: Information about
INCORE , recent additions to the INCORE Internet Service, the INCORE Internet
service by keyword, INCORE's database of researchers, INCORE country guides
(http://www.incore.ulst.ac.uk/new/index.html), the Ethnic Studies Network
which comprises almost 500 academics, trainers and practitioners in the field of
conflict resolution and ethnicity, most of them working in societies where ethnic
conflicts are taking place. Address: Aberfoyle House, Northland Road,
Londonderry BT48 7JA, Northern Ireland, Tel: 44-1504-375500, Fax: 44-1504375510.
InfoManage International (http://infomanage.com/conflictresolution/)
provides a comprehensive list of links to organizations and databases related to
human rights, international and ethnic conflicts and their resolution ( NGOs,
IGOs, Government, UN, Relief, Military). This site also maintains a country list of
potential or current civil strife and/or ethnic warfare (number and percentage of
population at risk, characterization of major problems) and a list of conflictrelated “Current Groups in the News ... In their own Words”.
The Transnational Foundation (http://www.transnational.org/) is an NGO
working on applied peace research, conflict resolution, and global networking. Its
site includes a comprehensive links page. Address: TFF, Transnationella
Stiftelsen för Freds- och Framtidsforskning, Vegagatan 25, S-224 57 Lund,
Sweden.
Tel:
46-46-145909,
Fax:
46-46-144512,
Email:
Internet
oberg@transnational.org
The Carter Center, (http://www.emory.edu/CARTER_CENTER/homepage.htm)
in Atlanta, Ga., is a nonprofit, nonpartisan public policy institute founded by
former President Jimmy Carter and his wife, Rosalynn, in 1982. The Center is
dedicated to fighting disease, hunger, poverty, conflict, and oppression through
collaborative initiatives in the areas of democratization and development, global
health, and urban revitalization. It operates 13 core programs and initiatives
active in more than 30 countries. Address: The Carter Center, One Copenhill,
453 Freedom Parkway, Atlanta, GA 30307, Tel: 404-331-3900, Email:
carterweb@emory.edu
Colorado Conflict Research Consortium
(http://www.colorado.edu/conflict/index.html) is a program of research,
education, and application on all four of the University of Colorado's campuses.
The program unites researchers, educators, and practitioners from many fields
for the purposes of conflict resolution theory-building, testing, and application.
The Consortium is currently focusing on four substantive areas: environmental
and public policy dispute resolution, international conflicts, evaluation of dispute
resolution practices, and application of computers to conflict resolution. Their
archive houses newsletters, working papers, brochures, and program
information. The Consortium's Information Exchange on Peace Research and
Conflict Resolution is now available. Contact address: Guy Burgess or Heidi
Burgess, Co-Directors, Conflict Research Consortium, University of Colorado,
Campus Box 327, Boulder, Colorado, 80309-0327, Tel: 303-492-1635, Fax:
303-492-2154, Email: burgess@colorado.edu
Conflict Prevention Web, (http://206.65.201.2/ghai/) is dedicated to building
a knowledge base on conflict prevention tools and strategies. The heart of this
website is the Practitioner's Guide to Conflict Prevention and Mitigation, which
was developed by Creative Associates International, Inc. for the Greater Horn of
Africa Initiative, administered by the US Agency for International Development.
The Guide is intended for policy-makers and practitioners at all levels, and
represents a recently-assembled body of knowledge on the origins and life cycle
of conflicts, an array of tools for conflict prevention and mitigation, and a set of
strategies for applying those tools effectively. The site also provides an
oganizational resources database. Address: Creative Associates International,
5301 Wisconsin Avenue, NW, Suite 700, Washington, DC 20015,
Tel: 202-966-5804, Fax: 202-363-4771, Email: creative@caii-dc.com
Conflict Management Group, CMG, ( http://cmgonline.org/) is an
international non-profit group based in Cambridge, Massachusetts, dedicated to
improving the methods of negotiation, conflict resolution, and cooperative
decision-making as applied to issues of public concern. CMG is engaged in
negotiation training, consulting, process design, facilitation, consensus-building,
and mediation. CMG is non-profit, non-partisan,and takes no stand on the
substantive issues of a dispute. A newsletter and annual reports are available
full-text. Address: Conflict Management Group, 20 University Road, Cambridge,
MA
02138,
USA,
Tel:
617-354-5444,
Fax:
617-354-8467,
Email:
info@cmgonline.org
Program on Negotiation at Harvard Law School
(http://www.law.harvard.edu/Programs/PON/) is a consortium of Harvard, MIT,
and Tufts University committed to improving the theory and practice of
negotiation and dispute resolution. Its home page provides scholars,
practitioners, and students of negotiation and dispute resolution with information
about the resources available through the Program on Negotiation. This site
contains information about each of the many activities at the Program,
including: research projects sponsored by, and affiliated with, the Program;
training and educational opportunities in negotiation and conflict resolution;
teaching materials and publications available on order through the
Clearinghouse; and journals and newsletters published by the Program on
Negotiation and its affiliated projects. Address: Harvard Law School, Cambridge,
MA 02138, Fax: 617-495-3100. Email: foster2@law.harvard.edu
The Harvard Program on Nonviolent Sanctions and Cultural Survival
(http://data.fas.harvard.edu/cfia/pnscs/) is a research program within the
University's Center
for International Affairs. The research looks at situations of acute conflict in
order to better understand the capabilities of nonviolent struggle in support of
the human rights and civil liberties of all peoples and their cultures. Case studies
complement the computer-assisted monitoring of emerging conflicts, with an
emphasis on identifying conflicts before they erupt into violence. The program
also hosts a series of seminars. Synopses of the presentations are available on
line. This site also includes information on research, events, publications, and
application procedures. Address: Center for International Affairs, Harvard
University, 1737 Cambridge Street, Cambridge MA 02138, Tel: 617-495-5580,
Fax: 617-496-8562, Email: pns@cfia.harvard.edu
Institute for Multi-Track Diplomacy, IMTD (http://www.igc.org/imtd/) in
Washington D.C., promotes a systems approach to peacebuilding and to
facilitate the transformation of deep-rooted social conflict. IMTD works as a
catalyst, bringing tools of training, consulting, and convening to situations where
its activities will spark peacebuilding or conflict transformation processes,
engaging and activating local populations and resources. IMTD has been
involved in projects and activities in Cyprus, India, Pakistan, Tanzania, Kenya,
Liberia, and in facilitating dialogues for Ethiopians, Cubans, and Somalis. This
site includes information about IMTD's programs as well as publication lists.
Address: Institute for Multi-Track Diplomacy, 1819 H Street, NW, Suite 1200,
Washington, DC 20006, USA, Tel: 202-466-4605, Fax: 202-466-4607, Email:
imtd@igc.apc.org
ADR Resources ( http://adrr.com/) is a lawyer-oriented web-site that contains
informative essays on alternative dispute resolution and mediation.
L'Arbitrage et La Médiation
(http://juripole.u-nancy.fr:80/braudo/arbmed/base/liste.html#TOP)
is
a
webpage that contains articles and essays in French on alternative dispute
resolution, arbitration, mediation, conciliation, etc., as well as bibliographies in
German, English, French and Portuguese. The page is part of the University of
Nancy Law School website. Email: sbraudo@mygale.org
Mediacion.com.
(http://www.mediacion.com/index.html)
Buenos
Aires,
Argentina is a website in Spanish, providing introductory but comprehensive
information on mediation. Address: Sarmiento 1586, 2º "A", (1042), Buenos
Aires, Argentina, Tel: 54-1-382-2832,
Fax: 54-1-383-7308, Email: marfany@mediacion.com
Minorities at Risk Project (http://www.bsos.umd.edu/cidcm/mar/) is an
independent, university-based research project that monitors and analyzes the
status and conflicts of politically active communal groups in the larger countries
of the world. The project is designed to provide information in standardized form
that will contribute to the understanding and peaceful accommodation of
conflicts involving communal groups. Selected project materials on 268 groups
are available for the information of researchers, students, public officials,
journalists, activists, and other interested individuals. The information is made
available by the Center for International Development and Conflict Management
(CIDCM), a unit of the Department of Government and Politics at the University
of Maryland, College Park, and by International Alert, London. Information
gathering has been supported by the National Science Foundation, the United
States Institute of Peace, and the Korea Foundation, with institutional support
from the University of Maryland. Address: Minorities at Risk Project, CIDCM,
Tydings Hall, University of Maryland, College Park, MD 20742-7231, USA, Tel:
301-314-7706, Fax: 301-314-9256, Email: minpro@bss1.umd.edu.
Cultural Survival (http://www.cs.org/index.html) is a non-profit organization
founded in 1972 to defend the human rights and cultural autonomy of
indigenous peoples and oppressed ethnic minorities. Through research and
publications it focuses attention on violations of those rights and advocates
alternative policies that avoid genocide, ethnic conflict and the destruction of
other peoples' ways of life. Cultural Survival develops educational materials that
promote tolerance and understanding of other cultures, and respect for
indigenous peoples, the world's original stewards of the environment. The site
comprises: general information, Cultural Survival Quarterly, publications and
videos, events, membership education and outreach, internship program, special
projects, links to related sites. Address: 96 Mount Auburn Street Cambridge, MA
02138, Tel: 617-441-5400, Fax: 617-441-5417, Email: csinc@cs.org
z Address: International Centre for Ethnic Studies, 554/1, Peradeniya Road,
Kandy, Sri Lanka, Tel: 94-8-234892, Fax: 94-8-234892, Email: ices@slt.lk, or,
International Centre for Ethnic Studies, 2, Kynsey Terrace, Colombo 8, Sri
Lanka, Tel: 94-1-698048/685085,
Fax: 94-1-696618.
Project on Ethnic Relations, PER (http://pw1.netcom.com/~ethnic/per.html))
was founded in 1991 in anticipation of the serious interethnic conflicts that were
to erupt following the collapse of communism in Central and Eastern Europe and
the former Soviet Union. PER conducts programs of high-level intervention and
dialogue and serves as a neutral mediator in several major disputes in the
region. PER also conducts programs of training, education, and research at
international, national, and community levels. The following institutions are
participating in the project: Princeton, USA: Allen H. Kassof, President, Livia B.
Plaks, Executive Director, Aleksey N. Grigor'ev, Program Officer, Warren R.
Haffar, Program Officer, Patrice Smalley, Administrative Associate, Robert A.
Feldmesser, Senior Editor; Sofia, Bulgaria: Ivan Ilchev; Budapest, Hungary:
Ferenc Melykuti; Cracow, Poland: Andrzej Mirga; Bucharest, Romania: Dan
Pavel, Elena Cruceru; Tirgu Mures, Romania: Maria Koreck; Moscow, Russia:
Boris Makarenko; Bratislava, Slovakia: Samuel Abraham, Peter Priadka; Senior
Consultant, Larry Watts. Address: Project on Ethnic Relations, One Palmer
Square, Suite 435, Princeton, NJ 08542, USA, Tel: 609-683-5666, Fax: 609683-5888, Email:ethnic@compuserve.com
The Council for Ethnic Accord was organized by PER to advise it on
policiesand programs. The council's members are statesmen and experts who
share theconviction that there are peaceful alternatives to ethnic conflict; they
serve in their individual capacities and do not represent their countries or
institutions. The inaugural meeting of the council was held in Budapest in
December 1992. A committee of the council met at Kona, Hawaii, in November
1993 to deliberate on means of preventing and resolving ethnic conflict. The
discussion resulted in the formulation of a set of general principles by which
governments may deal with ethnic conflict. A summary of this discussion has
been published by PER as The Kona Statement: Managing Ethnic Conflict. In
December 1995, members of the council, together with PER's Princeton and
overseas staffs, met in Switzerland, to evaluate PER's first five years and to plan
its future work. The members of the council are: Harry Barnes, The Carter
Center of Emory University, Martin Butora, Milan Simecka Foundation, Slovakia
Nicolae Gheorghe, Romanian Academy and Roma Federation of Romania, Dinu
Giurescu, Bucharest University, Bronislaw Geremek, Foreign Relations
Committee, the Sejm, Poland, Donald Horowitz, Duke University, School of Law,
Allen H. Kassof, Project on Ethnic Relations, Daniel Patrick Moynihan, United
States Senate.
Institute of Ethnology and Anthropology, Russian Academy of Sciences
(http://eawarn.tower.ras.ru/main_english.html) is an established research
institution with a wide range of fundamental and applied research in the field of
social, cultural and physical
anthropology, sociology, demography, gender and conflict studies. The Institute
leads extensive field research and sociological surveys on the territory of the
former Soviet Union and other parts of the World. It publishes about 30-40
books a year and has its own periodicals: “Etnographicheskoie obozrenie"
Ethnographic Review), "Ethnopolis" (jointly with the Federal Assembly of Russian
Federation), "Races and Peoples", and others. Since 1992 it started serial
publications of working papers "Studies in Urgent and Applied Ethnology", a
documentary series on ethnic and civic movements in Russia and other
successor states, and "Biblioteka Rossiyskogo Etnografa" (Library of Russian
Ethnography). IEA main research directions: human evolution and origins of
cultures; ethnic ecology, demography and mapping; social structures and folk
culture; ethnicity, nationalism and conflicts; religion and gender studies; ethnosociology and psychology; migrations and refugees research; physical
anthropology. IEA major regional and group priorities: Indigenous peoples of
Siberia and the North; Caucasus and Central Asia; peoples of the Volga area;
Russian and other East Slavic cultures; minorities groups of the former Soviet
Union; Asian and African ethnic studies (China, Japan, India, Vietnam, Ethiopia,
etc.); American ethnic studies (Canada, USA, Mexico, Cuba, etc.); European
ethnic studies; Central and Southern Europe); Russia's old and new diasporas.
Activities include: Annual Seminar of the Network on Ethnological and Early
Warning , Management of Ethnic Conflicts in the post-Soviet States, Network on
Ethnological and Early Warning Forced Migrations, Identity, Nationalism, and
Conflict Comparative Research as well as Monitoring of Ethnicity and Conflicts in
Post-Soviet States. Address: Institute of Ethnology and Anthropology, Leninsky
prospect, 32 A, Moscow 117334, Russia , Tel: 7-095-938-1747, 938-0019,
Fax: 7-095-938-0600, Email: anthpub@iea.msk.su
ADDITIONAL LISTINGS7
CONFLICT RESOLUTION CENTERS AND PROGRAMS IN
WESTERN EUROPE
7
The listings below were provided by World Bank staff. The work of the organizations listed below is not well known to
the document authors.
International Alert, INTA
1 Glyn Street
London, United Kingdon - SE11
5HT
Phone: (44-171) 793-8383
Fax: (44-171) 793-7975
GE0: Intl-Alert
Profile
AIMS: To provide a non-governmental
initiative in conflict resolution. To
identify the root causes of internal and
other violent group conflict and
endeavor to facilitate remedies. To
alert public opinion to conflicts which
may escalate to mass killings or
genocide. To stimulate dialogue and
other contacts between all parties. To
identify and promote measures for the
protection of minorities and respect
human rights and humanitarian law.
Development Education Activities:
Civil and political rights in the
Philippines; Human Rights in relation
to other topics in Southern Africa,
Kenya, the Philippines, Sri Lanka,
Tibet, China and Western Europe.
Target Groups include refugees,
displaced persons, asylum seekers,
immigrants, indigenous peoples,
victims of war, torture victims,
minority groups.
Women for Mutual Security (WMS)
1. Romilias Street
Kastri, Greece - 146771
Phone: (301) 88-43-202
Fax: (301) 80-12-850
Profile
Founded in 1985, the organization is
an international organization of
women’s groups and individuals,
which works to oppose the arms race,
seeks an end to structures of violence
and supports the development of new
institutions for conflict resolution.
International Academy of the
Environment
Environmental Negotiation and
Mediation
Chemin de Conches 4
Geneva, Switzerland
Tel: 44-22-789-1311
Fax: 41-22-789-2538
email: martin@sc2a.unige.ch
Contact: Gillian Martin, Sub-Program
Director
Profile
Environmental conflict management,
research and training, environmental
communications, Bank project in
Turkey on solid waste management
ADDITIONAL LISTINGS8
CONFLICT RESOLUTION CENTERS AND PROGRAMS IN
LATIN AMERICA
Centro de Derecho Ambiental y de
los Recursos Naturales,
CEDARENA
Apartado Postal 134
San Pedro, San Jose
Costa Rica - 2050
Phone: (506) 224-8239, 2251019, 253-7239
Fax: (506) 225-5111
cedarena@sol.racsa.cr
Profile
The Environmental and Natural
Resources Law Center is a non-profit,
non-political association of attorneys,
law students, interns, and volunteers
based in San Jose, Costa Rica.
CEDARENA was formally founded in
September of 1989 in response to
growing concern about environmental
problems in the country and the need
for legal action. CEDARENA has
established a permanent center for
environmental law research,
information exchange and education,
and has initiated projects for action
and advocacy leading to improved
environmental law and policy in Costa
Rica and Central America.
OBJECTIVES & MISSION: CEDARENA’s
objective is to help Costa Rica reach a
8
degree of social development through
the sustainable use of the
environment and natural resources;
its mission being to introduce, develop
and consolidate the ecological variable
as a fundamental element within the
legislative and judicial order.
PROGRAMS: In order to implement
these ideals, CEDARENA has
established the following programs: Development of a center for the
collection and distribution of
information about environmental and
natural resource law; -Initiation of
projects of environmental education,
research, and legal assistance; Formation of a center for extrajudicial
conflict resolution; -Drafting a model
environmental legislation, regulations
and contracts; -Development of a
project to promote integrated land use
planning and tenure reform; Participation in an Inter-American
environmental law and policy network.
More concretely, CEDARENA has
developed specific projects on the
local, national and regional levels
which address natural resource
management and environmental
quality.
The listings below were provided by World Bank staff. The work of the organizations listed below is not well known to
the document authors.
ADDITIONAL LISTINGS9
CONFLICT RESOLUTION CENTERS AND PROGRAMS
IN ASIA
UNNAYAN
36/1 A Garcha Road
Calcutta, West Bengal
India - 700 019
Phone: (033) 758541, 750162
Profile
UNNAYAN began operations in 1978.
Its purpose is to work for the rights
and development of the labouring
poor and to support and strengthen
people’s movements for a humane
society.
MAIN PROGRAMMES: Providing a
variety of non-material services to
dwellers in unrecognized settlements
in Calcutta; Organizing them to
achieve basic human rights; Public
Education, Campaigning; advocacy
and research initiatives. UNNAYAN is
currently working in eight sites in and
around Calcutta. Contact is
maintained through community
volunteers and field staff visits which
occur daily. Target population are the
9
urban poor and refugees. Beneficiary
needs are identified through
participatory programme planning at
grassroot level. Beneficiary
participation is encouraged through
awareness building, local conflict
resolution and problem resolution
through a collective process.
International Centre for Peace
Initiatives
S-123 Panchshila Park,
New Delhi 110-017, India
Tel/Fax: 91-11-646-3573
Contact: Sundeep Waslekan,
Director
Profile
Political capacity-building for peacemaking initiative for S. Asia, two-track
diplomacy, research and applications
of conflict resolution to public policy,
project experience in Kashmiri conflict.
The listings below were provided by World Bank staff. The work of the organizations listed below is not well known to
the document authors.
ADDITIONAL LISTINGS10
CONFLICT RESOLUTION CENTERS AND PROGRAMS
IN CENTRAL EUROPE
Czechoslovak Charter 77
Foundation - Bratislava (CS
Charter 77)
Staromestska, Bratislava
Czech Republic - 811 03
Phone: (9-427) 316-448, 7-334018, 7-315-586
Fax: (9-427) 316-341
Profile
Founded in 1978 the foundation works
on human rights, civic rights,
minorities, conflict resolution, freedom
of expression, regional cooperation,
creation of an open, plural and
tolerant society.
10
Helsinki Citizens´Assembly of
Moldova
4, Teilor
Kishinev, Moldova 277043
Tel: (373-2) 49-0676
Fax: (373-2) 47-1415
Main contact: Kavaljit Singh
Profile
Development of democratic processes
in the society, conflict resolution
problems of the region, problems of
multi-ethnic societies in posttotalitarian countries and the role of
NGOS. in 1993, the Assembly
organized an international seminar for
peaceful resolution of conflict in
Moldova. In autumn, 1994, it
organized a seminar for decision
makers of Moldova, Tansdniestria and
Gagauzia on problems of
decentralization, federalism and self
administration, both with support from
the CSCE Mission to Moldova and
other international institutions.
The listings below were provided by World Bank staff. The work of the organizations listed below is not well known
to the document authors.
ADDITIONAL LISTINGS11
CONFLICT RESOLUTION CENTERS AND PROGRAMS
IN NORTH AMERICA
11
The listings below were provided by World Bank staff.
National Institute for Dispute Resolution
(NIDR)
1726 M Street, N.W.
Suite 500
Washington, D.C. 20036
Tel: (202) 466-4764
Fax: (202) 466-4769
Main Contact: Margorie Baker, President
Profile
The Institute was started in the early 1980’s by several key U.S. foundations to
advance the filed of alternative dispute resolution. In the past decade, this work
has broadened significantly. NIDR’s mission is promote the development of fair,
effective and efficient conflict resolution processes and program, foster the use of
such processes and programs in new arenas locally, nationally and internationally;
and stimulate innovative approaches to the productive resolution of future conflict.
In all that it does, the Institute focuses special attention on lessening the conflictrelated problems of the poor and other disadvantaged members of society. While
respecting the value of litigation in appropriate circumstances, NIDR strives to
expand the availability and improve the use of other conflict resolution processes
with proven capacity to provide responsive, timely and affordable justice. We are
guided by the principle that tensions inherent in a conflict situation can, if dealt with
creatively, produce positive results.
National Peace Foundation
1835 K Street, N.W.
Suite 610
Washington, D.C. 20006
Tel: (202) 223-1770
Fax: (202) 223-1718
Main Contact: Stephen Strickland, President
Profile
The National Peace Foundation’s overall mission is to promote peacebuilding and
conflict resolution at every level from the community to the regional, national and
international. The Foundation does this through the activities of its members and
board, including supporting the growth and development of a viable U.S. Institute
of Peace, helping to forge networks and coalitions like the Alliance for Our Common
Future among peace organizations; sponsoring peace-building and conflict
resolution training internationally, and supporting national legislation that will
encourage the teaching and training of teachers in the techniques of conflict
resolution.
September 16, 1996 version
United States Institute of Peace
1550 M Street, N.W.
Suite 700
Washington, D.C. 20005
Tel: (202) 457-1700
Fax: (202) 429-6063
Main Contacts: Eileen Babbitt, Director
Lewis Rasmussen, Education and Training
Pamela Aall, Education and Training
Profile
USIP is a non-profit organization that works to promote non-violent resolution of
international disputes. Among other international projects, the USIP has worked in
Central and Eastern Europe providing grants to individuals and institutions to study
and exchange ideas, through seminars and conferences, on conflict resolution
techniques for the region. USIP also is compiling an extensive survey on U.S.
organizations’ involvement in CEE.
The Martin Luther King, Jr. Center
for Non-Violent Social Change
449 Auburn Avenue, NE
Atlanta, GA. 30312
Tel: (404) 526-8900
Fax: (404) 526-8901
Profile
Aspires to instill Dr. Martin Luther King’s philosophy through research, education
and training in non-violent ideology and strategy to bring about social change. The
King Center (TKC) conducts programs involving cultural affairs, law enforcement
and corrections, nonviolence training, scholars, internships and youth nonviolence.
The Cultural Affairs Program creates new expressions affirming and celebrating the
humanity that all people share. Law enforcement and corrections nonviolence
training is conducted annually in collaboration with the Annual Workshop on
Nonviolence. Participants at this workshop are accepted from all occupations and
interests to learn about Dr. King’s six-step process for creating change. The
Scholars Internship program assists graduate and undergraduate students in the
development of leadership skills for nonviolent social change. The youth
nonviolence program also promotes nonviolence through projects aimed at youth,
for example, Reading is Fundamental, which encourages youth to read. TKC is
involved in Haiti and South Africa. TKC is engaged in nonviolence training and
conflict resolution in Haiti. Personnel traveled to Haiti twice in 1992 for this
purpose. In South Africa, TKC embarked on a nonviolent, nonpartisan voter
September 16, 1996 version
education program to support the process of democracy in that country.
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Educators for Social Responsibility
23 Garden Street
Cambridge, MA. 02138
Tel: (617) 492-1764
Fax: (617) 864-5164
natlesr@ix.netcom.com
Main Contacts: Larry Dieringer, Executive Director
Jeremy Rehwaldt-Alexander, Development Associate
Profile
Educators for Social Responsibility, founded in 1982, is a national non-profit
organization dedicated to children’s ethical and social development. Our primary
mission is to help young people develop a commitment to the well-being of others
and to making a positive difference in the world. ESR works with educators and
parents, providing professional development resources an dsupport to make
teaching social responsibility a core practice in the schooling and upbringing of
children. ESR is recognized nationally for its leadership in the fields of conflict
resolution, violence prevention and diversity education. ESR has produced over
thirty curricula, videotapes and other resources and has been widely regarded as
one of the primary sources of innovative teaching materials and training that
address issues of peacemaking and conflict resolution. Among ESR’s publications
are Diane E. Levin’s “Teaching Young Children in Violent Times: Building a
Peaceable Classroom;” William J. Kreidler’s “Elementary Perspectives: Teaching
Concepts of Peace and Conflict” and “Conflict Resolution in the Middle School,” and
Carol Miller Lieber’s “Making Choices about Conflict, Security and Peacemaking.”
Annually, ESR reaches an estimated 10,000 educators through conference
presentations and workshops, and 7,000 educators through dissemination of ESR’s
developmentally-appropriate conflict resolution curricula for pre-school through
high school levels. ESR coordinates the Resolving Conflict Creatively Program
(RCCP), a comprehensive K-12 school-based conflict resolution and inter-group
relation program. RCCP is one of the largest and longest standing programs of its
kind in the country, now reaching more than 150,000 students in 325 schools
nationwide. RCCP’s unique program design incorporates professional development
for teachers, regular classroom instruction based on RCCP-developed curricula, peer
mediation programs, administrators’ training and parent training. By combining
these program components, RCCP affords schools a thorough and effectual model.
ESR helps schools nationwide to implement peaceable classrooms, where conflict
resolution is integrated into classroom life through skill instruction, classroom
management, curriculum infusion and community building. ESR assists schools in
initiating peer mediation programs, conducts parent training and works with
building level staff to create collaborative work environments.
The Fund for Peace
823 United Nations Plaza
Suite 717
New York, NY. 10017
Tel: (212) 661-5900
Fax: (212) 661-5904
September 16, 1996 version
ffp@igc.apc.org
Main Contact: Nina Solarz, Director
Profile
The Fund for Peace promotes greater knowledge and understanding of global
problems. Since its foundation, the Fund has worked on such issues as human
rights, arms control, positive conflict resolution and national security. The Fund has
granted scholarships and fellowship for American students to study these issues
and has worked to promote a factual, constructive basis for mutual appreciation
and understanding among all nations. The Fund for Peace works through five semiindependent projects and two smaller programs in the fields of international affairs,
civil liberties, human rights and national security and defense issues. These
projects are: ACCESS, an information service on international security, peace and
world affairs; the Center for national Security Studies, which works to protect civil
liberties from the incursions of the national security establishment; the National
Security Archives, a research institute on international affairs which collects most of
its documents through the Freedom of Information Act and publishes them for the
public, policymakers and researchers; The Institute for the Study of World Politics,
a fellowship program for doctoral students in the filed of international affairs; and
the Media and Security Project, which organizes briefings for members of the media
with government officials, scholars and public policy advocates. The Fund programs
are the Human Rights Program in the Horn of Africa and the Women’s Rights
Program in Africa, which train human rights activists and women activists on the
ground in the countries of the Horn of Africa (Ethiopia, Eritrea, Somalia and the
Sudan).
World Game Institute
3215 Race Street
Philadelphia, PA. 19104
Tel: (215) 387-0220
Fax: (215) 387-3009
Main contact: Medard Gabel, Executive Director
Profile
WORLD GAME events help participants learn in a fun way about current global
issues such as economics, environment, hunger, energy, population, education,
resources and technology, as well as about geography, political interconnections,
history and cultures, peace studies, current events and alternative futures.
Workshops can be focus in on one area -- such as the global food or oil situation -or serve as a broad introduction to our planet, peace-war issues, global problems
and prospects for the future. Organizers or teachers from host institutions are
encouraged to help structure as well as participate in the overall program thereby
assuring maximum relevance to current issues and studies. Workshops and game
sessions stress learning through discovery, experience and participation; they turn
facts into tangible experience and raw numbers into knowledge. The presentations’
basic unit is designed around the world’s largest and most accurate map of the
whole Earth. This plus interactive simulations and audiovisuals allow the participant
to experience how the world works, its current status, and how the individual can
make a difference. World Game presentations are not lectures -- they are
September 16, 1996 version
experiences which incorporate slides, film, action and, above all, participation.
Research has shown that people remember 12-15% of what they hear in a lecture,
but 80-85% of what they experience, so the World Game is a much greater value
than a lecture.
Legacy International
1020 Legacy Drive
Bedford, VA. 24523
Tel: (540) 297-5982
Fax: (540) 297-1860
email: mail@legacyintl.org
Main Contacts: J.E. Rash, President
Dr. Ira Kaufman, Executive Director
Profile
Legacy International serves organizations, groups and individuals facing the need to
manage change. Programs, training and consulting services enable clients to apply
new management methods and program designs. Innovative approaches are used
to formulate and actualize objectives with sensitivity to the local culture and
environment. Legacy’s portfolio includes practical accomplishments in management
capacity building, sustainable development, conflict resolution, leadership training
and curriculum design. Programs have been successfully completed in Central Asia,
Europe, the Middle East, North Africa and North America in cooperation with local
partners. Founded in 1979, Legacy is a non-profit private voluntary organization
(PVO). It is affiliated with the United Nations Department of Public Information as a
non-governmental organization (NGO). Legacy conducts annual international
summer training programs in Bedford, Virginia, for youths (ages 9-18) to develop
global perspectives through hands-on projects. The aim is to help youth leaders
from all over the world unite across national boundaries and develop international
amity and understanding. Legacy International is a non-profit educational
organization. Legacy addresses global issues through programs focusing on
environment and development, cross-cultural relations and conflict resolution.
Legacy facilitates public and private sector initiatives for collaboration locally,
regionally and globally. One of its best-known projects is called Youths for
Environment and Service (YES), which is in support of UNEP. This project was
established in 1985 as an international confederation to address global
environmental issues through local community education and action projects.
Additional projects include work with a Business Women’s Association in Tashkent,
Uzbekistan, and with the Kujhand Sister City Society in Kujhand, Tadjikistan.
Keystone Center
P.O. Box 8606
Keystone, CO 80435-7998
Tel: (970) 468-5822
Fax: (970) 262-0152
Contact: Michael T. Lesnick, Senior V.P. for Science and Public Policy Program
September 16, 1996 version
Keystone Center
1001 G St., NW
Suite 430W
Washington, DC 20001
Tel: (202) 783-0248
Fax: (202) 783-0328
Contact: Abby Dilley, Public Policy Program
Profile
Main focus on ADR, public policy debate and dialogue, mostly domestic in areas of
environmental quality, plant genetics and biotechnology, food and agriculture,
health and energy. Site specific work on Superfund. International policy work on
sustainable forestry. Strategic planning.
September 16, 1996 version
George Mason University
Institute for Conflict Analysis and Resolution
Fairfax, VA 22030-4444
Tel: (703) 993-1300
Fax: (703) 993-1302
Contact: Wallace Warfield
Profile
Systematic analysis of nature, origins and types of social conflict, and
processes/conditions to cooperative resolution. Programs of graduate study,
research and publications, applied theory and practice, outreach.
Creighton and Creighton, Inc.
P.O. Box 1030
Los Gatos, CA 95031
Tel: (408) 354-8001
Fax: (408) 354-8012
email: candcinc@aol.com
Contacts: Jim Creighton, President and Maggie Creighton, Vice Pres.
Profile
Public participation and dispute resolution design specialists and trainers, esp. in US
federal agencies, and more recently in Russia, Republic of Georgia.
The Collaborative for Development Action, Inc.
26 Walker Street
Cambridge, MA 02138
Tel: (617) 661-6310
Fax: (617) 661-3805
Contact: Mary B. Anderson, President
Profile
Research project on Local Capacities for Peace, focus on international humanitarian
assistance and relationships in post-conflict society (vulnerability, capacity, social
organization, attitudes).
September 16, 1996 version
Jams/Enddispute
1201 Connecticut Avenue, NW
Washington, DC 20036
Tel: (202) 429-8782
Fax: (202) 942-9186
Contact: Peter B. Martin, Marketing Director
Profile
Transnational business alternative dispute resolution (mediation, mini-trials, fasttrack arbitration), training. Focus on corporate and government clients. Offices in
nine cities in US.
The Carter Center
Conflict Resolution Program
One Copenhill
453 Freedom Parkway
Atlanta, Georgia 30307
Tel: (404) 331-3900
Fax: (404) 420-5196
Contact: Harry Barnes, Director, Conflict Resolution Program
Profile
Conflict resolution and peace initiatives through 21-member International
Negotiation Network (N. Korea, Bosnia, Baltics, Sudan). International Guide to
NGO Activities in Conflict Prevention and Resolution (Dec. 1995).
TLI Systems (Technical, Legal Information)
4340 East-West Highway, Suite 1120
Bethesda, MD 20814
Tel: (301) 718-2270
Fax: (301) 718-2277
Contact: Phil Braswell, President
Profile
North America experience in ADR with multi-party environmental and development
issues, including legal aspects (EPA Superfund, resort development).
September 16, 1996 version
Center for Strategic and International Studies (CSIS)
Conflict Resolution Project
1800 K St., NW Suite 400
Washington, DC 20006
Tel: 202-887-0200
Fax: 202-775-3199
Contact: Joseph Montville, Director, Conflict Resolution Project
Profile
Action research on deep-rooted, enduring ethnic and sectarian conflicts, with focus
on psychological aspects, policy-making for preventive "track two" (or informal)
diplomacy. Initiatives in Turkey, Romania and Hungary, N. Ireland, Russia, Baltic
countries and Yugoslavia.
September 16, 1996 version
Partners-Lithuania
Lithuanian Conflict Prevention Center
and Association
Sevcenkos str. 31, Room 216
2009 Vilnius
Lithuania
phone/fax: (370-2) 633-577
Pu@lkpc.vno.osf.lt
Organizational Overview
The primary mission of Partners
Lithuania is development of culture of
peaceful conflict resolution,
democratic decision-making, problemsolving in the emerging democracy
and market economy.
Lithuanian Conflict Prevention Center
provides training services to national
government ministries, local
government officials, banks,
elementary and secondary schools,
ethnic/minority groups, NGO activists,
and private enterprise. Center’s
programs include: conflict
management skills training, including
communication, facilitation, mediation,
team building, negotiation, facilitation
of meetings, university and academic
programs.
Main Areas of Dispute Resolution
Expertise
Training, lecturing, facilitation
Main Areas of Thematic Expertise
Labor disputes, education,
commercial, NGO activities
Multilateral Projects
 East-to-East Program was devoted
to promote professional
competency, training standards, to
develop Lithuanian Center
capacity. Partners-Lithuania has
exchanged trainers with PartnersSlovakia, Partners-Poland. The
Program was supported by USIS
and Open Society Fund Lithuania.
September 16, 1996 version



Building Civil Society on Local
Level. The Project was carried out
in cooperation with PartnersSlovakia, Czech, Poland and
supported by Phare Democracy
Program.
Designing and implementing
training program for Baltic human
rights activists. Trainers from
Lithuania, Slovakia, Poland and
Russia worked together. The
project was supported by OSCEODIHR Human Dimension.
Promoting the Skill and Capacities
of NGO. The Project is to develop
practical skills that will allow NGO
in Lithuania to achieve long term
sustainability, to facilitate
cooperation within NGO sector.
The Project is supported by USAIDDemocracy Network Program.
Illustrative List of Client
Organizations
 Partners-Czech
 Partners-Slovakia
 Partners-Poland
 NGO Information and Support
Center, established by United
Nations Democracy Program
 Open Society Fund Lithuania
 Lithuanian Labour Exchange
 Pax Christi International
 Lithuanian State and Commercial
banks:
 The State Commercial Bank of
Lithuania
 The Lithuanian Join-Stock
Innovation Bank
 Lithuanian Saving Bank
Sample Project
Lithuanian Conflict Prevention Center.
Partners-Lithuania has an agreement
on long term cooperation with
Lithuanian Savings Bank. The Center
trainers conduct a sat of trainings for
bank officers on team - building and
cooperation within local bank offices,
on professional communication and
cooperation with clients, on conflict
resolution and negotiation.
September 16, 1996 version
Partners Hungary Foundation
H-1137 Budapest, Szent Istvan
krt.lo.II.2
phone/fax: (36-1) 362 28 74
partners@partners.ind.eunet.hu
Organizational Overview
The Partners Hungary Foundation was
established in 1994 by Partners for
Democratic Change, an American nonprofit organization. The staffmembers of the Hungarian center are
psychologists, sociologists, teachers
and political scientists-experts in
conflict-resolution. Most of them have
been working in this field for years.
Mission of Partners Hungary:
The transition in the Eastern/Central
European region means not just a
change of the
 political system and the
 economic system, but
 change of attitudes, human
behaviors as well.
After the period of totalitarian regime
characterized by hierarchical
relationships and authoritarian
decisions, corporate leaders,
government officers and the
representatives of the civil society has
to learn democratic decision making,
has to learn to democratic decision
making, has to learn to express their
interest, and to negotiate it. The
mission of Partners Hungary is to
develop collaborative planning,
problem solving and dispute resolution
skills essential to the success of a
democratic society and to economic
and political restructuring.
Main Areas of Dispute Resolution
Expertise
 training in effective
communication, conflict
management and interest based
September 16, 1996 version


negotiation
facilitation of decision making
meetings and conferences
mediation in ethnic disputes and in
disputes of civil organizations
Main Areas of Thematic Expertise
 ethnic disputes and intercultural
communication in local
communities
 team building and conflict
management for corporate leaders
and managers
 facilitation of cooperative planning
sessions for local government
representatives, corporate leaders
and NGO-leaders
 PR training and media
communication for trade union
leaders
Multilateral Projects
 team building and conflict
management training for the top
management of the Ericsson
Telecom Company (a Swedish
company with more international
including a Hungarian - plant)
 project management for the
European Union’s PHARE and Tacis
LIEN program
 co-facilitation of an international
conference (closing and reporting
conference of the USAID-supported
projects of Eastern/Central
European voluntary organizations)
 facilitation in the European Festival
in Szombathely (festival of the
regional civil organizations, ethnic
minorities and trade unions)
Illustrative List of Client
Organizations
 ERICSSON Telecom Company
 Ombudsman’s Office
 SOROS Foundation
 Foundation for Self-Reliance
(Alternative Nobel Prize winner)
 Foundation for Environmental
Partnership

Association of Autonomous Trade
Unions
 National Association of Hungarian
Trade Unions (MSZOSZ)
 Eotvos Lorand University, Social
Policy Department
 School of Politics “SZAZDVEG”
 The Prime Minister’s Office for the
National and Ethnic Minorities
 National Minority Government of
the Gypsy Minority
Regional Social Resource Centers
(Bekes, Budapest, Debrecen, Gyor,
Nyiregyhaza, Sarbogard, Szolnok,
Szombathely, Zalaegerszeg)
 Chamber of Non-profit Service
Providers
 Center for Welfare Training in
Salgotarjan
 County of Assembly of Nograd
County
 County of Police of Nograd County
 County Assembly of Szolnok
County
 County Police of Szolnok County
 County Assembly, Baranya County
Sample Project
The Ericsson Telecom Company asked
us to lead a team building training for
the management. The Company has
a Western corporate philosophy,
emphasizing the importance of the
mutual information sharing and
network-cooperation to use effectively
the expertise of the managers. This
philosophy meet with obstacles
related to the traditional Hungarian
“surviving strategy” not to share
information in order to keep a better
position, more control and influence.
We built up a training with exercises
showing the result of restricted
information flow and lack of trust and
cooperation, and facilitated a dialogue
about the experiences applied to the
situation of the participants.
September 16, 1996 version
ICIMOD, International Centre for
Integrated Mountain Development
GPO Box 3226
Kathmandu, Nepal
phone: 00-977-1-525313
fax: 00-977-1-524509
icimod@mos.com.np
Primary contact: Dr. Anupam Bhatia
Organizational Overview
The centre’s primary mandate is to
help promote the development of an
economically and environmentally
sound mountain ecosystem and to
improve the living standards of
mountain populations with particular
emphasis on the Hindu Kush
Himalayan Region. The Hindu Kush
Himalayan Region is comprised of the
mountain areas of: Afghanistan,
Bangladesh, Bhutan, China, India,
Myanmar, Nepal and Pakistan.
In pursuing its mandate, ICIMOD
works mainly at the interface between
research and development and acts as
a facilitator for generating new
mountain-specific knowledge relevant
to mountain development. At the
same time, ICIMOD attempts to
ensure that new knowledge is shared
among all relevant institutions,
organizations, and individuals in the
region. As such ICIMOD functions as
a. a multi-disciplinary
documentation and
information centre on
integrated mountain
development;
b. a focal point for the
mobilization, conduct, and
coordination of applied
problem-solving research
activities;
c. a focal point for training
on integrated mountain
September 16, 1996 version
development with special
emphasis on the
development of materials for
the training of trainers; and
d. a consultative centre to
provide expert services
on mountain development
and resource management
to the HKH countries.
Main Areas of Dispute Resolution
Expertise
Since ICIMOD’s main mandate is to
facilitate interaction and exchange of
new knowledge and techniques in the
mountain areas of eight countries we
can offer professional advisory
services in project design, process
design and facilitation. ICIMOD can
also be a resource institution, provide
institutional linkages with appropriate
institutions in the Hindu Kush
Himalayas.
Main Areas of Thematic Expertise
During the last two years the main
thematic area in which information
and skills have been developed are in
natural resources management
focusing on common property
resources. Sectorally these would
include forest and water resources.
Multilateral Projects
As an institution we have linkages
with a host of multi- and bilateral
institutions. In addition we also have
collaborative arrangements with
international centers of excellence.
Our intellectual relationships provide
opportunities for exchange of ideas,
building and strengthening networks
and new technologies and approaches
specific to sustainable mountain
development.
CDR Associates
100 Arapahoe Avenue, Suite 12
Boulder, CO 80302
phone: (303)442-7367, in US 1-800MEDIATE
fax: (303)442-7442
cdr@netcom.com
Primary contacts: Christopher Moore,
Bernard Meyer, Mary Margaret Golten,
Susan Wildau (Partners)



Organizational Overview
Founded in 1978, CDR Associates is
an innovative group of cooperative
decision making and conflict
management professionals dedicated
to developing excellent solutions and
mutual-gain outcomes to problems
and disputes in every facet of
personal, organizational and social
life. Organized as a not-for-profit
corporation, CDR provides state-ofthe-art decision making and voluntary
dispute resolution assistance to a
diverse audience on a global basis.
CDR also conducts internationally
recognized training programs and
consultations on cooperative decision
making and conflict management
procedures.
A special focus of CDR’s staff is
individual and organizational capacity
building to improve cooperative
decision making and dispute
resolution. CDR has assisted
organizations in the public and private
sectors in over twenty countries in
North America, Europe, the AsiaPacific region, and Africa.
Main Areas of Dispute Resolution
Expertise
 Multi-party mediation of complex
public policy, economic
development, and environmental
issues
 Mediation of disputes within and
between international
September 16, 1996 version

organizations and their component
parts, and publics with whom they
interact
Facilitation of internal
organizational planning, problem
solving, and strategy design
meetings
Facilitation of external public
involvement meetings to build
consensus among concerned
stakeholders
Decision making and dispute
systems design for the resolution
of complex public or internal
organizational issues
Customized training seminars in
the areas of: intercultural
negotiations, multi-party
negotiations, multi-party mediation
(public policy, environmental,
regulatory, internal organizational),
meeting facilitation, decision
making and dispute systems
design, and high involvement
public participation procedures.
Main Areas of Thematic Expertise
 Environmental and public policy
dispute resolution - policy,
regulatory, planning, and site
specific. Specialization in water,
air quality, landuse and wildlife
conservation management issues.
 Joint labor management strategic
planning and dispute resolution pre-collective bargaining
preparation for cooperative
negotiations, workshops to
establish and build respect and
trust, joint labor management
negotiation skills training,
facilitated cooperative problem
solving workshops for non contract
issues, partnering procedures,
grievance and equal employment
opportunity mediation.
 Inter and intra-organizational
facilitation and mediation partnering, strategic planning,
resolving inter-organizational and
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inter-agency disputes, resolving
intra-agency conflicts.
Financial and commercial - training
in debtor/creditor and
lender/recipient negotiations,
mediation of commercial disputes,
establishing partnering and
strategic alliance arrangements.
Education - Development of
cooperative decision making,
strategic planning, and dispute
resolution programs for universities
and institutions of secondary
education to address labor
management issues and conflicts
with public.
Public participation - Procedures for
the involvement and inclusion of
large numbers of multiple
stakeholders in the resolution of
diverse issues (environment, public
health, land use, water project
development, etc.).
Promoting multi-cultural
cooperation and ethnic dispute
resolution
Multilateral Projects
 World Bank/City Government of St.
Petersburg, Russia - Development
of a historic preservation and
economic development plan.
 World Bank/Ministry of the
Environment of
Turkey/GTZ/International Academy
of the Environment (Switz.) Development and conduct of a
week-long seminar on Water and
Infrastructure Negotiations and
Mediation.
 Ministry of the Environment of
Indonesia and GTZ - Dispute
systems design initiative and
capacity building training to
develop and prepare governmental
personnel and NGO’s in
cooperative procedures to resolve
water pollution disputes.
 Sri Lankan Ministry of Justice and
the Asia Foundation - project to
September 16, 1996 version
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design and implement a nationwide civil dispute resolution
system. Currently over 200
mediation boards are functioning in
the nation.
United Nations Development
Program - Training on negotiations
for the Palestinian negotiation
team involved in resolving water
and environmental issues in the
Middle East peace talks.
Philippine Government,
Department of Agrarian Reform,
and the Asia Foundation Development of a pilot project to
utilize mediation to resolve land
distribution and reform disputes.
The Governments of India and
Pakistan and the United Nations
Development Program Development and delivery of a
series of seminars on negotiating
international development loans.
Illustrative List of Client
Organizations
 The Asia Foundation
 GTZ (Germany)
 International Academy of the
Environment (Switz.)
 LEAD International
 Ministries (Environmental,
Developmental, Foreign Affairs,
Justice and Education in: Bulgaria,
Canada, Hungary, Japan,
Indonesia, Poland, the
Netherlands, Russia and Turkey)
 Non-Governmental Organizations
in: Australia, Germany, Hungary,
Indonesia, Kenya, New Zealand,
Philippines, Poland, Russia, South
Africa, Switzerland, and the West
Bank
 Organization on Security and
Cooperation in Europe
 Regional and local governments in
Bulgaria, Indonesia, Philippines,
Poland, Russia, Turkey
 Salzburg Seminar
 Soviet Academy of Sciences
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The World Bank
United Nations - various agencies
Universities: Australia, Poland,
Bulgaria, Lebanon
Agency for International
Development
Information Agency
Sample Project
The City of St. Petersburg, Russia
sought a loan from the World Bank to
promote economic development and
historic preservation. The Bank
encouraged the City to broaden the
number of stakeholders involved in
planning for and implementing the
development process, and through a
consultant provided, facilitation
services to the public and private
sectors to assist them to cooperated
and resolve differences over diverse
economic development strategies.
CDR Associates and partner Russian
dispute resolution firms provided
facilitation services for a two-day
meeting, in which over 125 high level
representatives from the public and
private sectors convened to negotiate
and reach consensus
recommendations for center city
development plans. The meetings
consisted of both large and small
group sessions, facilitated dialogues,
and the use of single-text-negotiating
documents. The meeting resulted in a
number of consensus based
recommendations that were presented
to the City government and the Bank,
acceptance of a broader participatory
process, and the establishment of
public-private links in the
development process.
September 16, 1996 version
PDC Consensus
ul. Tyniecka 35
02-621 Warsaw, Poland
phone: (48-22) 668-80-20
fax: (48-22) 668-7978
Primary contacts: Mr. Jacek Wozniak
and Ms. Iwona Odrowaz-Pieniazek,
Directors
Organizational Overview
PDC Consensus is a training and
consultancy organization devoted to
developing cooperative management
skills for building networks or
coalitions that support problem
solving. Its goal is to introduce and
strengthen the culture of
collaboration, and develop skills which
increase effective cooperation, among
representatives of Polish
organizations. PDC works towards its
goal by providing training in
collaborative strategies, such as
negotiations, mediation, creative
approaches to conflict; leadership and
task-team management;
communication and information flow,
decision making; management of
change; and other skills associated
with cooperation within work teams.
PDC Consensus focuses on introducing
these skills to diverse groups - the
business community (both local and
international), industry, NGOs, state
administration and local government within organizations, between groups
or in mixed problem solving teams.
About 50% of PDC Consensus’ training
activities are devoted to the dispute
resolution field (conflict, negotiations,
facilitation). We have designed 2-5
day courses, covering the following
topics:
 understanding and managing social
conflict
 analyzing and dealing with conflict
within organizations
 labor-management negotiations
September 16, 1996 version
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environmental negotiations
involving many actors
negotiations for the administration
sector
commercial/bank negotiations
consensus approaches to decision
making
developing interpersonal skills for
managing conflict
communication in conflict
meeting facilitation
The PDC Consensus training team
started in 1989 as a group of trainers
affiliated with the Center for
Negotiation and Conflict Resolution at
the Institute of Applied Social Sciences
of the University of Warsaw. Our staff
has strong backgrounds in social
psychology.
Main Areas of Dispute Resolution
Expertise
 training
 facilitation of decision making
processes
 mediation
Main Areas of Thematic Expertise
 environmental
 commercial/business/bank
 local government
Illustrative List of Client
Organizations and of Projects
Development of local government
management skills through training of
local government officials such as:
 conflict management and
negotiation trainings for the
Association of Municipalities of
Upper Silesia and Moravia (1992-3)
and the Environmental Partnership
for Central Europe (1996);
 decision making, leadership,
organizational communication,
negotiation trainings for Siedlee
and Wloclawek Voivodships (19934).
The development of skills in the state
administration sector through
management and conflict
management training conducted for
representatives of various ministries
and for regional (voivodship) officials,
including:
 negotiation trainings for the
Ministries of Labor and Social
Policy; Health; National Education;
Foreign Affairs; Trade and
Industry; Privatization; the Central
Planning Agency (since 1989);
 negotiations and conflict resolution
trainings for staff of The Ministry of
Environment, Natural Resources
and Forestry (since 1992)
NGO management and organizational
development skills building for
representatives of the non-profit
sector:
 ongoing trainings conducted in
cooperation with the Society of
Children’s Friends, trainings for
NGOs from the whole country in
leadership, management, work
with volunteers, negotiations,
communication, team building
(since 1993)
 organization building training
project for women’s’ NGOs in
cooperation with The Women’s
Center, Phare Social Dialogue
Program, and Westminster
Foundation for Democracy (conflict
management, leadership,
management of change) (1994/5)
Trainings for the Polish and foreign
business communities - in
communication, leadership,
negotiations, management skills,
conflict resolution, management of
change, team building, presentations,
meeting management, customer
focus. Selected projects include:
 negotiations and conflict
management training project for
employer organizations (such as
The Confederation of Employers)
and Solidarity Trade Unions (for
representatives of National
September 16, 1996 version
Commissions, ConsultationNegotiation Offices - for all job and
qualification levels) (1991);
 long term, management and
personnel development projects for
such international corporations as
ABB Poland, Lucchini/Huta
Warszawa, Makro Cash & Carry
Poland, Phillips Poland, Pepsico
Restaurants Poland (since 1992).
Since 1991 the PDC Consensus team
has been conducting environmental
conflict management trainings and has
engaged in expertise in this area,
applying a methodology where mixed
groups of participants from a given
area - NGOs, industry, local
government, central and regional
administration, academia - are all
present together at the training.
Projects include:
 environmental negotiations and
conflict resolution trainings for
different regions in Poland, eg. the
“Green Belt” area (north-eastern
lake and forest area), Upper
Silesian industrial and coal mining
area, Lower Silesian industrial and
tourist area - extensive training
projects funded by the National
Foundation for Environment
Protection (1992/3), the
Environmental Training Project, US
AID, (1993/4 and 1994/5); the
Environmental Partnership for
Central Europe (1996);
 conflict management training
project for National Park directors
(1993).
International activities - conflict
resolution trainings conducted for
mixed groups of NGOs,
administration, business schools and
academia in various Central and
Eastern European countries (Hungary,
Russia, Rumania).
The Metaplan Team
P.O. Box 30306
Takai, 7966, South Africa
8 The Moorings, Cambridge Road
Lakeside 7951 South Africa
phone: 27 21 788 7123
fax: 27 21 788 6218
sfowkes@ilink.nis.za
Primary contact: Ms. Sandra Fowkes,
Director
Organizational Overview
The Metaplan Team - a group of
consultants each with their own
particular areas of skills and
competence - is dedicated to helping
clients build relationships and
establish communication and decision
making practices that are healthy,
sound and sustainable. We also
believe that it is important to transfer
our own skills to our clients to enable
them to sustain these initiatives. The
Metaplan Team specializes in the
facilitation of participatory:
 communication
 planning
 decision making
 policy formulation and strategy
implementation
 delivery and implementation of
agreed action plans
Main area of dispute resolution
expertise
 facilitation
 partnering
 public involvement process design
 training
Main area of thematic expertise
 environmental
 construction industry
 rural community economic
empowerment
Illustrative List of Client
Organizations
Private sector
September 16, 1996 version
 Anglo American Bank, Botswana
 Barclays Bank of Botswana
 De Beers Farm Division
 Engen
 Ernst and Young
 First National Industrial Bank
 Illovo Sugar
 Shell South Africa
Public sector
 Cape Town City Council
 Eastern Cape Government, Nature
Conservation Division
 KwaZulu-Natal Government,
Department of Economic Affairs
Tourism
 South African Department of Water
Affairs and Forestry
 Southern Natal Joint Services
Board
 The Durban Metropolitan Council
Parastatals
 Council for Scientific and Industrial
Research
 Lesotho Highlands Development
Authority
 Human Sciences Research Council
 Eskom
Sample Project
Upgrading of Kalk Bay Harbour and
Environs
The project that the Metaplan Team
members were asked to facilitate was
not originally framed as a dispute or
conflict but as a public involvement
process. It rapidly became apparent
that there were significant tensions
and potential for conflict between a
number of the players. These
tensions were at least made worse, if
not created, by the idea of bringing
development to the area. The process
was initiated by the local authority,
Cape Town City Council, when they
received a donation from a charitable
Trust to upgrade the harbour and its
environs. This public involvement
process was the first experience of its
kind for the City Council. Initially six
community organizations participated
in the process, rapidly expanding to
fourteen.
The dispute resolution approach used
was a series of open facilitated
workshops, followed by working group
sessions. Only representatives of the
organizations could take part in the
working groups. However, observers
were welcome to attend. Provision
was made for caucusing if the need
arose for representatives and the
constituencies to hold discussions.
In the short term the project was
rated a success. The outcome of the
Public involvement exercise was a list
of priorities and constraints for
development on which the majority of
the community agreed.
In the long term the project was less
successful in the sense that a number
of elements of the promised upgrading
have not yet been delivered. Each
delay in delivery erodes the capital
sum of the donation through inflation.
Had the actions been prompt, many
more items could have been paid for.
September 16, 1996 version
CONSENSUS, Center for
Environmental and Social Mediation
1176 Bishop Street, room 300
Montreal, Quebec, Canada, H3G 2E3
phone: (514)393-8660
fax: (514)954-1868
l.roy.@lantern.net
Primary contacts: Ms. Louise Roy, Mr.
Andre Beauchamp, Ms. Jean Simard
Organizational Overview
CONSENSUS has developed expertise
in facilitation, conciliation, negotiation
and mediation. However CONSENSUS’
primary mission of to prevent future
conflict and, if need be, solve disputes
in collaboration with all parties
involved through customized action,
undertaken with a view to ensuring
greater social and economic efficiency
and benefit. Our approach is one of
building on local capacity as often as
possible, while managing or
preventing conflicts, through a
learning process that will ensure that
the know-how can be transferred.
We intervene with the aim of securing
a climate collaboration among all
players involved in an undertaking,
including potential opponents and help
them to define or positively negotiate
the conditions of acceptability that
could rally all stakeholders to a given
project.
Main Areas of Dispute Resolution
Expertise
Consensus can support and advise a
World Bank TM through each
prevention or management phase of a
real or apprehended conflict. We can
also directly act as facilitator,
mediator or as ADR process manager.
Our portfolio includes analysis of
various issues and social forces at
play, policy dialogue, design and
implementation of processes and
 Quebec city
September 16, 1996 version
mechanisms of consensus-building or
consent between stakeholders,
implementation of collaborative
processes and management of
mediation and negotiation processes.
Consensus also offers mediation,
problem solving and dispute resolution
training packages that support local
capacity development.
Main Areas of Thematic Expertise
Social and Environmental disputes in
the following fields:
 energy
 water utilization
 ecosystem management
 land-use
 domestic and nuclear waste
management
 urban planning and revitalization
 forests
 transportation
 environmental education
 strategic environmental
communication
Multilateral Projects
Mediterranean environmental technical
assistance program - World Bank, the
International Academy for the
Environment and the Deutsch
Gesellschaft fur Technische
Zusammenarbeit: design and conduct
of several capacity building and
training sessions on environmental
dispute resolution in Morocco, Tunisia
and Egypt for government
representatives, NGOs and industry
representatives design and conduct of
capacity building and training seminar
on strategic environmental
communication.
Illustrative List of Client
Organizations
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Environment Canada
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Montreal Urban Community
Canada Department of National
Defense
Hydro-Quebec
Canada Department of Indians
Affairs
Gaz Metro
Quebec Department of Natural
resources
Sample Project
Consensus was recently given the
mandate to act as a mediator to try to
resolve a conflict involving the city of
Montreal, twenty eight neighboring
cities, NGO's, public sector unions and
private sector associations, all of them
with a stake in the Montreal Urban
Community (MUC) ten-year Master
Plan for the management of domestic
wastes. The first goal was to get an
agreement on the importance of 3R
programs in the management of
domestic wastes. The process had to
be completed in three months and if
successful, the elimination part of the
plan could be addressed in a second
phase. The dispute was a policy
discussion rather than site specific
although the issue of siting of all
facilities-an incinerator, several
composting facilities, wastes sorting
centers was part of all discussions.
There were disagreements on the
percentage of domestic wastes
currently recycled and objectives to be
pursued on, the possibility of
mobilizing citizens around 3R
initiatives, on the market absorption's
capacity for recycled products, the
distribution of roles, responsibilities
and benefits between all the
stakeholders. When CONSENSUS
came in, the dispute has been going
on for three years and two Public
Hearing Boards had failed to reach
even the minimal consent required to
proceed with a Plan. We opted for a
September 16, 1996 version
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Quebec Board of Engineers
World Bank
UNESCO
International Academy for the
Environment (Switzerland)
 United Nations Development
Program
 Deutsche Gesellschaft fur
Technische Zusammenarbeit
collaborative process gathering all the
parties, including the elected
authorities, in an attempt at
cooperation.
The first step was to agree on the
process itself and the approach for
dealing with the overall controversy.
Then, instead of tackling each issue
separately, we proposed to build a
satisfying and realistic 3R option that
could become applicable at the MUC
level, using current initiatives as a
start. Each party was asked to
present its own 3R activities or
initiatives emphasizing on strengths,
difficulties, issues and perspective.
After discussion, the parties reached a
first consensus on the diagnosis.
The parties then worked together to
specify guidelines for measuring the
appropriateness and acceptability of
options to be developed. They
thereby built principles for developing
an acceptable proposal. The mediator
produced a first draft of a 3R "Stream"
based on identified strengths of
current programs.
Using the draft as a start, the group
succeeded in jointly elaborating a 3R
"Stream" and related programs
through a series of iterations and
interactions where negotiation was
given an important role. This 3R
strategy was then submitted to the
MUC elected authorities. Most of it is
progressively being implemented now.
However, the recommendations
regarding creation of a separate
Regional Board, responsible for the
management of all the wastes at the
level of the MUC, was put away.
Nevertheless, everybody's most
essential features were incorporated
into the agreed upon 3R Strategy and
this was probably the key of the
success.
September 16, 1996 version
FUNDACION AMBIENTE Y RECURSOS
NATURALES (FARN)
Monroe 2142
1428 Buenos Aires - Argentina
phone/fax: (54-1) 788-4266 or (541) 787-3820
farn-cds@wamani.apc.org
Primary contact: Mr. Daniel Sabsay,
Director
Organizational Overview
The Environment and Natural
Resources Foundation (FARN) was
founded in 1985. It is a nongovernmental, non-partisan and nonprofit organization whose goal is to
promote public and private ways of
organization capable of responding to
different environmental needs,
through politics, law, economics and
the institutional organizations. Its
target audiences are public and
private decision-makers.
Main Areas of Dispute Resolution
Expertise
 training
 facilitation
FARN plans to offer environmental
mediation services once its mediator
teams are well trained.
Main Areas of Thematic Expertise
 environmental
Multilateral Projects
Encuentro de los Andes (Gathering of
the Andes): held by FARN with
Fundacion Bariloche and the
Fundacion Mediterrano, as a LatinAmerican non-governmental
conference preparatory to UNCED 92.
Facilitated a joint Declaration among
different sectors (NGOs, indigenous,
business, etc.) to submit to the
UNCED process. Funded among
others by the Interamerican
Development Bank and the
September 16, 1996 version
Governments of Norway, Sweden,
Finland and The Netherlands.
FARN facilitated the approval of a
proposal "Protecting the Biodiversity
of the Americas. National Laws
Regulating Access to and
Compensation for Genetic Resources",
in conjunction with Association de
Abogados Ambientalistas [AAA]
(Paraguay), Canadian Institute for
Environmental Law and Policy [CIELP]
(Canada), Centro de Derecho
Ambiental y de los Recursos Naturales
[CEDARENA] (Costa Rica),
Environmental Law Institute [ELI]
(USA), Estructura y Administracion del
Estado [ESTADE] (Ecuador),
Fundacion para la Defense del Interes
Publico [FUNDEPUBLICO] (Colombia),
Sociedad Peruana de Derecho
Ambiental [SPDA] (Peru), IUCN
Environmental Law Centre [IUCN-ELC]
(Germany). Partially funded by
MacArthur Foundation and IDRC from
Canada.
Illustrative List of Client
Organizations
Argentine national governmental
organizations:
 Administracion de Parques
Nacionales
 Comision Nacional de Politica
Ambiental [CONAPA]
 Comision Tecnica Mixta de Salto
Grande
 Consejo Federal del Medio
Ambiente [COFEMA]
 Consejo para la Consolidacion de la
Democracia-Direccion de
FaunHonorable Congreso de la
Nacion-Instituto Federal de
Estudios Parlamentarios - H.
Senado de la Nacion
 Instituto Nacional de
Administracion Publica
 Secretaria de Energia
 Secretaria de Recursos Naturales y
Ambiente Humano
September 16, 1996 version
Governments of:
 Sweden
 United Kingdom
 Argentina
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Canada
Paraguay
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Panamerican Health Organizations
[PAHO]
United Nations Development
Programme [UNDP]
United Nations Environment
Programme [UNEP-ROLAC]
International Organizations
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Interamerican Development Bank
The World Bank
Comision Economica para America
Latina y el Caribe de las Naciones
Unidas [CEPAL]
European Union; Organizacion
Iberoamericana de Cooperacion
Intermunicipal [OICI]
Foreign NGOs:
 Foreign NGOs:Amigos de la
Preservacion Ambiental [APA]
(Uruguay)
 Asociacion Uruguaya de Derecho
Ambiental [AUDA]
 International Chamber of
Commerce
 Centro Agronomico Tropical de
Investigacion y Ensenanza [CATIE]
 IUCN Dutch Committee
 Comite Pro Defensa de la Flora y
Fauna [CODEFF] (Chile)
 Federacion Espanola de Municipios
y Provincias (Espana)
 Fundacion Futuro Latinoamericano
(Ecuador)
FARN also has worked with Argentine
provincial and municipal governments,
Argentine NGOs, national and foreign
universities, business companies, etc.
Sample Project
As FARN has only been involved in
training activities on environmental
mediation and facilitation, we are
unable to describe a specific project of
interest to the World Bank.
However, FARN’s environmental
consensus group is facilitating the
national consultation for the
Presidential Summit on Sustainable
September 16, 1996 version
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National Audubon Society
Fundacion Moises Bertoni
(Paraguay)
 Fundacion Natura (Ecuador)
 Instituto de Integracion para
America Latina [IDIAL] (Paraguay)
 RESOLVE (USA)
 Sociedad para la Defensa del
Pantanal [SODEPAN] (Brasil)
 Centro de Investigacion y
Promocion Franciscano y Ecologico
[CIPFE] (Uruguay)
 Instituto Gaia (Brasil)
 Fundacion Ecotropica (Brasil)
 Foro Siglo XXI (Paraguay)
 World Resources Institute [WRI]
(USA)
 World Conservation Union [IUCN]
 World Wildlife Fund [WWF]
Development, which will be taking
place is Santa Cruz, Bolivia, in
December, 1996. Once the
consultation has been completed, it
will provide important lessons for
consensus-building prospects in
Argentina.
Institut des Sciences de
l'Environnement (ISE)
Facult des Sciences et Techniques,
Universit Chiekh Anta DIOP
Dakar-Fann
Senegal
phone: (221)24.23.02
fax: (221)24.37.14
Primary contact: Mr. Henri Lo,
National Coordinator Program on Alternative Conflict
Management in Community Forestry
Organizational Overview
ISE is a graduate research and
teaching institute specialized in
environmental sciences which tries to
promote an interdisciplinary approach
for the study of environmental and
development issues. Its multidisciplinary team is composed of three
geographers, one rural sociologist,
one anthropologist, one economist,
two biologist, one soil scientist and,
one chemist.
The director of the team is a
geographer with a background in
natural resources management, land
tenure and participatory
methodologies, in charge of land
tenure issues, natural resources
management and conflicts,
participatory appraisal and planning.
Main Areas of Dispute Resolution
Expertise
 research
 training
Main Areas of Thematic Expertise
 environmental disputes
(particularly natural resources
disputes)
Multilateral Projects
I am currently the National
coordinator of the Program on
Alternative Conflict Management in
Community Forestry of the FAO/FTPP
September 16, 1996 version
and the Regional Focal Point of the
Global Electronic Conference on:
"Addressing Natural Resources
Conflicts through Community
Forestry" (FAO/FTPP)
Illustrative List of Client
Organizations
 United Nations Environment
Program
 United Nations Development
Program
 Food and Agricultural Organization
 World Health Organization
 UNESCO
 Land Tenure Center/MadisonWisconsin
Sample Project
Our program started with case studies
to try and understand what the main
stakes are natural and particularly
forest resource, what are latent and
actual conflicts, their causes, the
stakeholders and their respective
positions and claims. We tried also to
understand mechanisms for resolution
and institutions and the role of
particular institutions, modern as well
as customary ( Court, Rural Council,
Council of Elders, Religious
institutions...) and evaluate their
forces, weaknesses and needs to
better handle conflicts.
The first stage of this program aims at
acquiring a good overview of different
types of conflicts over natural
resources, their causes, their actors,
resolution mechanisms and of, the
need to better address these conflicts.
Data collected and analyzed will help
designing training material for conflict
resolution.
Consensus Building Institute, Inc.
(CBI)
131 Mount Auburn Street, Cambridge,
MA 02138
phone: (617) 492-1414
fax: (617) 492-1919
cconsensus@igc.apc.org
Primary contacts: Dr. Larry Susskind
Dr. Antonia Chayes
Organizational Overview
The Consensus Building Institute Inc.
(CBI) is committed to refining the art
and science of consensus building. A
nonprofit organization, CBI was
created by leading practitioners and
theory builders in the field of
consensus building.
CBI organizes its activities around
three guiding principles. First,
consensus building is an extremely
important societal resource. Indeed,
agreement (and the action it enables)
constitute a kind of social capital. We
must develop this resource in a
rigorous and systematic way. Second,
consensus building can and should be
applied to the broadest interests, in
countries around the world. Third,
effective training is an essential
building block in consensus building,
and people of widely varying
backgrounds and age groups can
benefit from appropriately designed
training.
CBI’s founders have been involved in
the design and implementation of
consensus building efforts at the local,
state, and national levels. We draw
on this extensive experience to help
government entities develop new
consensus building and dispute
resolution capabilities.
Consensus building approaches are
broadly applicable in all parts of the
world and to the full range of
September 16, 1996 version
international issues. While care must
be exercised to take account of
cultural differences, CBI has had
success in applying consensus building
techniques in almost every continent.
The international arena is fraught with
conflicts. It involves multiple parties - nations, private actors, and
nongovernment organizations -- all of
whom are demanding a voice. CBI is
involved in a variety of ways in
assessing the effectiveness of
numerous multilateral arrangements
as well as interventions aimed at
formulating multilateral environmental
treaties, the management of
sustainable development, achieving
compliance with international
agreements, and the facilitation of
informal policy dialogues involving the
highest level officials and nongovernmental actors.
CBI supports practical studies to
determine what works (and what
doesn’t) in the field of dispute
resolution and consensus building.
Are established techniques and
institutional arrangements effective?
Are innovations in the field achieving
what was intended? CBI has
undertaken numerous studies for a
range of public agencies, foundations,
and nonprofit organizations. Our
Board of Directors includes some of
the country’s best known researchers
in the consensus building field. We
are also linked to the MIT-Harvard
Public Disputes Program at Harvard
Law School and the Environmental
Policy Group at MIT.
CBI designs and sponsors a limited
number of training programs of its
own, intended to test new approaches
to the field. For example, through our
Program for Young Negotiators we are
offering courses and developing
materials to help middle school
teachers add negotiation in inner city
schools.
Main Areas of Dispute Resolution
Expertise
 training
 process design
 mediation
 facilitation
Main Areas of Thematic Expertise
Our established fields of specialization
include: formulating multi-lateral
environmental treaties, the citing of
controversial facilities, the
management of sustainable
development, regulatory negotiation,
and the facilitation of informal policy
 American Cancer Society
 American Oil Company (AMOCO)
 Canadian Medical Association
 Council on Foundations
 Delaware Department of Natural
Resources and Environmental
Control
 Dutch Ministry of Housing Spatial
Planning and Environment
 Fondazione Eni Enrico Mattei
 Guinness PLC
Sample Project
The Policy Dialogue on Trade and
Environment permits private
discussions among a carefully selected
set of international representatives
from both the trade and environment
policy communities on the issues
facing the newly formed World Trade
Organization Committee on Trade and
Environment (CTE). The Dialogue
provides a setting for parallel informal
negotiation, where joint problemsolving can go forward without the
usual constraints of formal diplomacy.
In March 1994, CBI facilitated a 1-1/2
day meeting of 30 senior trade
officials, environmental leader, and
scholars from around the world. The
meeting was successful in mapping
out significant areas of agreement. At
the end of the session, participants
September 16, 1996 version
dialogues involving the highest level
governmental and non-governmental
actors.
Multilateral Projects
 European Bank for Reconstruction
and Development
 Sustainability Challenge Foundation
 United Nations Development
Programme
 United Nations Commission on
Sustainable Development
 World Trade Organization
Illustrative List of Client
Organizations
·
 Massachusetts Department of
Environmental Protection
 Montana Consensus Council
 Northern Oxford County Coalition
 The Surdna Foundation
 US Army Corps of Engineers
 US Department of Defense
 US Department of Energy
 US Environmental Protection
Agency
recommended that the group
reconvene as an ongoing informal
dialogue alongside the formal
negotiation of CTE. Since then, the
group has convened for three
meetings at the Tufts University
Conference Center in Talloires, France.
The first meeting, held in September
1994, focused on the use of
environmental taxes and charges,
which was also the first topic to be
addressed by the CTE soon thereafter.
In the second meeting, held in April
1995, the group discussed unilateral
environmental regulations and market
access. At its third meeting, held in
September 1995, the group moved
towards concrete application of its
dialogue by addressing
recommendations from the CTE to the
Second WTO Ministerial Meeting with
respect to multilateral environmental
agreements, market access, and
transparency.
September 16, 1996 version
Jordan Institute for Public
Administration (JIPA)
Amman-Jordan
P.O. Box 960383
phone: 688 565/664 155
fax: 680 731
Mr. Zuhair AlKayed, Director General


Organizational Overview
Jordan Institute of Public
Administration was established in
1968 as an independent corporate
institution in accordance with the law
No. (2) of 1968. The Institute’s
headquarters is situated in Amman. It
has two branches; one was
established in 1982 at Yarmouk
University in Irbid to serve the
northern governates, and the other
was established in 1992 at Mu’ta
University in Karak Governate to serve
the southern governates.
JIPA’s objective is to promote
continuous administrative
development in Jordan to serve
economic and social plans by
conducting various training and
management development programs,
carrying out administrative
researches, and offering
administrative consultations for
government and private institutions.



Conducting training programs and
seminars for all administrative
levels and in the specializations
needed by government and private
institutions.
Conducting scientific research in
the various administrative fields for
the purpose of solving problems
faced by the government and
private institutions and developing
the management of these
institutions.
Offering administrative
consultations for the government
September 16, 1996 version
and the private institutions.
Preparing and issuing documents
and pamphlets related to
administration and exchanging
those publications with the
concerned parties in the kingdom
and in the Arab and friendly
countries.
Encouraging scientific researches in
administrative issues within the
kingdom and supporting them
financially and morally.
The main objective of the training
activity is to promote the functional
performance of the public and private
sector’s employees. This is achieved
through increasing their knowledge
and information in their field of
training and developing their skills,
and attitudes towards work and the
public - in a way that contributes to
upgrading their level of performance.
General programs: These are the
programs which are listed in the
Annual Training Activities Plan, and
are directed to employees in the
various government and private sector
institutions.
Special programs: These are the
programs that are specially tailored in
accordance with the specific needs of
one organization for its employees.
Main types of training programs held
by JIPA:
 Top management programs are
designed as a prerequisite for
promotion from category (2) jobs
to category (1) in accordance with
the Civil Service Regulations No.
(1) for the year 1988.
 Middle management programs
designed as a prerequisite for
promotion from category (3) jobs
to category (1) in accordance with
the Civil Service Regulations No.






(1) for the year 1988.
Seminars and Sectoral workshops
directed to the top management
employees
Specialized management programs
deal with certain functional areas
such as hospital administration,
seminars and conferences, project
management, etc.
Specialized programs in finance
and accounting.
Specialized programs in computer.
Special programs for participants
from Arab countries.
Special programs in cooperating
with Arab organizations.
Consultations are provided to various
government and private institutions
upon their request in the following
areas:
 organization and reorganization
 filing
 procedure simplification
 job description
 personnel systems
Research and Manuals
The Institute holds theoretical and
field researches to help academics in
their research as well as contribute in
solving administrative problems facing
the government institutions. Manuals
are also prepared and issued in
cooperation with the concerned
organizations aiming at helping the
citizens to get the service from these
organizations and helping the
organizations to perform their work in
an efficient way.
Administration
JIPA affairs are handled by a Board of
Directors consisting of chairman and
(10) members from various
departments including the General
Director who is considered the
executive president of the Institute
and is responsible for running its
affairs in a way that insures the
September 16, 1996 version
achievement of its goals and tasks in
the law and the regulations issues
according to it.
JIPA’s activities are divided among a
number of directorates and branches.
They are carried out by an employed
team of staff members and outside
experts.
RECOFTC -Regional Community Forestry Training
Center
Kasetsart University
P.O. Box 1111
Bangkok 10903, Thailand
phone: (662) 579-0108, 561-4881,
562-0960
fax: (662) 561-4880
ftcsss@nontri.ku.ac.th
Primary contact: Dr. Vitoon
Viriyasakultorn, Training Manager
Organizational Overview
RECOFTC was established in response
to the growing awareness that
community participation in resource
management could assist in forest
conservation, as well as further rural
development. With funding and
support from the Government of
Switzerland, the Asian Development
Bank (ADB), and Kasetsart University,
RECOFTC was founded in March 1987
to provide training to forestry and
natural resource professionals.
Throughout the Asia-Pacific Region,
RECOFTC is now seen as a leader in
community forestry training and
expertise. RECOFTC’s scope extends
to all those organizations and
individuals that are involved in
promoting the transfer of rights and
responsibilities of forest management
to local communities in order to
enhance the sustainability of forest
resources.
Main Areas of Dispute Resolution
Expertise
RECOFTC’s main purpose is to
organize and provide training in
community forestry. In support of
this mandate RECOFTC undertakes
and facilitates relevant research,
technical assistance, exchange of
information, workshops and seminars,
and linkages with appropriate
institutions and individuals.
September 16, 1996 version
Main Areas of Thematic Expertise
 Conflict Resolution in Forest
Resource Management
 Certificate Course in Community
Forestry
 Community Forestry Extension
 Participatory Management of
Protected Area
 Marketing of Non-Timber, Tree and
Forest Products
Multilateral Projects
RECOFTC has been working
extensively with the Forests, Trees
and People Programme of FAO on
various topics, and conflict resolution
is one of them. Under this
programme, RECOFTC has worked on
conflict resolution topic with the
following organizations:
 Sichuan Forestry Department,
China
 GTZ, Germany
 Centre for Environmental Law, New
Delhi, India
 Society for Promotion of Wasteland
Development, New Delhi, India
 Ford Foundation, India
 IBRAD, Calcutta, India
 Bina Swaday, Jakarta, Indonesia
 Community Forestry Unit, FAO,
Rome
 FAO, Kathmandu, Nepal
 ICIMOD, Kathmandu, Nepal
 Nepal-UK Forestry Research
Project, Kathmandu, Nepal
 Department of Forestry, Nepal
 Nepal-Australia Community
Forestry Project, Nepal
 WATCH, Kathmandu, Nepal
 WWF, Thailand, Pakistan
 SUNGI Development Foundation,
Islamabad, Pakistan
 College of Forestry, UPLB, Los
Banos, Philippines

Chulalongkorn University, Faculty
of Arts
September 16, 1996 version

Kasetsart University, Department
of Philosophy
International Dispute Resolution
Associates
1901 Pennsylvania Avenue, NW
Suite 500
Washington, DC 20006
phone: (202) 466-5120
fax: (202) 466-5669
idrassociates@igc.apc.org
Primary contacts: Alissa Stern, J.D,
Director
Organizational Overview
International Dispute Resolution
Associates (IDR) is a nonprofit
organization based in Washington, DC.
IDR’s principal focus is on developing
the capacity of corporations,
communities, and governments
throughout the world to prevent and
resolve conflicts. Many of our
programs focus on improving
communication between parties during
the policymaking or project design
stage. Where possible, IDR tries to
create tangible incentives for parties
to work cooperatively.
Main Areas of Dispute Resolution
Expertise
 Conflict Resolution Intervention:
IDR helps organizations develop
the skills to resolve conflicts and
create policies to prevent their
recurrence.
 Negotiation Training: Workshops
introduce participants to the core
elements of negotiation. Issues
covered include: analyzing
problems; anticipating obstacles;
preparing for and establishing the
structure of negotiations;
managing difficult or stubborn
adversaries; being persuasive
without harming relationships; and
ensuring compliance with
negotiated agreements. The
workshops provide an opportunity
for participants to practice in an
applied setting and to work on
September 16, 1996 version


actual cases. Workshops employ a
combination of interactive
exercises, instruction, videotaping,
case studies, and simulations.
Public Participation Design and
Implementation: IDR helps
communities and governments
design and implement public
participation systems to improve
public policies. IDR then works
with parties to institutionalize
public participation systems.
Conflict Resolution CapacityBuilding and Systems Design: IDR
helps organizations design
sustainable dispute resolution
systems that prevent and minimize
conflicts. The systems are rooted
in the culture of the organizations
and incorporated into the
organization’s operating
procedures.
Main Areas of Thematic Expertise
 environmental disputes
 ethnic and cultural disputes
 economic development issues
 organizational conflicts
Multilateral Projects
 Facilitation of national NGOs
meeting in advance of the Summit
of Americas Heads of State
mooting in Santa Cruz, (InterAmerican Development Bank)
 Designed and developed the skills
of a local organization to facilitate
a public participation system for
Bolivia’s proposed forestry law,
(Inter-American Development
Bank)
 Resolution of an environmental
dispute which threatened Ecuador’s
shrimp and banana industries,
(United Nations Development
Program)
 Environmental negotiation training
for ministries of environment from
13 countries along the Danube
River, (United Nations


Development Program)
Professional Development Program
for Diplomats, (United Nations)
Workshop in creative thinking,
(International Finance Corporation
World Bank)
Illustrative List of Client
Organizations
PVOs/NGOs
 National Institute for Dispute
Resolution
 Center for Environmental Policy
 Center for Law and Society
 Fundacion Futuro Latinamericano
 Institute for Public-Private
Partnerships
 Institute of World Affairs
Universities
 American University
 St. John’s University
 Cornell University
 University of Virginia
Government
 United States Information Agency
 United States Institute of Peace
 United States Office of Personnel
Management
Corporations/Associations
 Caltex Corporation
 National Council on Compensation
Insurance
Sample Project
In Ecuador, the spread of a rate
disease which fatally affects the larval
stage of shrimp and other crustaceans
was detected in 1992 in the Guayaquil
Gulf. As a result of this phenomenon
(named the “Taura Syndrome” after
the region in which it originated”,
shrimp exports dropped by 45 million
dollars from the previous year, a 14%
loss in production. Extensive research
The result of the dialogue was a final
declaration stating that the
September 16, 1996 version
on the subject indicated that the
disease could be caused by the
ingestion of a combination of two
fungicides, Tilt and Calixin, found in
the waters of the Gulf. It was
discovered that banana plantations in
Ecuador extensively use Tilt and
Calixin to prevent Black Sigatoka and
other diseases. A conflict quickly
developed between shrimp farmers
and banana growers that threatened
both industries, which together
account for nearly 30% of Ecuador’s
GNP. To make matters worse, shrimp
farmers were clearing sensitive
mangroves to steer clear of the
banana areas.
We assisted Fundacion Futuro
Latinamericano (FFLA), a Latin
American dispute resolution
organization, to design a dialogue
process to bring the parties together
to resolve the conflict. We trained
several leaders in facilitation skills and
then provided them with technical
assistance as they facilitate the
dialogue. (Note: in addition to
resolving the conflict at hand, we were
interested in developing the facilitation
capacity of FFL). The Ecuadorian
Minister of Agriculture and the Minister
of Industry, Commerce, Integration
and Fishing were chosen to jointly
convene the meeting. The meeting
was blessed by the President of
Ecuador’s Environmental Advisory
Committee and had the sponsorship of
the United Nations Development
Program. Participants to the dialogue
included governors from the Guayas
and El Oro provinces; local Chambers
of Commerce, Industry, and Small
Business; representatives from the
shrimp, banana, rice, paper, and
mining industries; academics; and
NGOs.
contamination of the Guayaquil Gulf is
a national priority to be regulated and
managed by a national program based
on an Action Plan determined by the
participants. The President of Ecuador
formalized the program by creating -and providing funding for -- a Program
for Sustainable Development in the
Gulf of Guayaquil. In a remarkable
move, both the shrimp and banana
sectors volunteered to contribute
additional funding to help implement
their Action Plan. In addition to these
tangible results, the dialogue initiated
a constructive relationship between
the parties which is permitting them
to cooperatively work out the details
of their conflict.
September 16, 1996 version
Conflict Management Group (CMG)
20 University Road
Cambridge, MA 02138
phone: (617) 354-5444
fax: (617) 354-8467
cmg@igc.apc.org
Primary contacts: Robert Ricigliano,
Director
Mr. Colin McKenzie -- International
Programs
Organizational Overview
Conflict Management Group (CMG) is
an international non-profit
organization dedicated to improving
the methods of negotiation, conflict
resolution, and cooperative decisionmaking as applied to issues of public
concern. CMG believes that good
negotiation, joint problem-solving,
facilitation, and dispute management
skills can help those with differing
interests, values, and cultures cope
more effectively with their differences.
A well-managed negotiation or
mediation process can help reconcile
interests while creating working
relationships that catalyze economic
growth and stimulate social change.
CMG’s practice builds on years of
research at Harvard University and
practical experience around the world
in a variety of arenas such as bilateral
and multilateral diplomacy, business,
labor-management, the environment,
and internal and ethnic conflict.
Main Areas of Dispute Resolution
Expertise
CMG is engaged in the training of
negotiators, consultation, diagnostic
research, process design, conflict
analysis, facilitation, consensusbuilding, and mediation. CMG also
facilitates the building of institutions,
in various parts of the world, for the
prevention and ongoing management
of conflicts.
September 16, 1996 version
Main Areas of Thematic Expertise
CMG’s thematic expertise covers a
wide spectrum of program areas. In
addition to long-term projects in the
Former Soviet Union (including the
monitoring of ethnic conflict in the
former republics and an evaluation of
the performance of international
organizations in the prevention of
ethnic conflicts in Eastern Central
Europe and the FSU) and Cyprus
(community reconciliation), CMG’s
main focus areas include preventive
diplomacy efforts worldwide,
diplomatic training, commercial,
environmental, and ethno-national
conflicts in Latin America, natural
resource conflicts involving indigenous
peoples, and race relations.
Multilateral Projects
Many of the projects in which CMG is
engaged are conducted in conjunction
with or sponsored by an international
agency. A selected list of those
projects is included below.
The Organization of American States
(OAS) recently asked CMG to
participate in a long term training and
facilitation project to assist the peace
process in Guatemala. This project
has a two track focus: establishing
and working with local conciliation
commissions to deal with local
conflicts, primarily over the transfer of
land back to the refugees; and
secondly, to work with government
officials and OAS advisors to assist
them in defining the vision and
objectives for the overall peace
initiative.
CMG’s work in Africa illustrates a
commitment to enhancing the
institutional capacity of governments
worldwide. CMG conducted a
workshop in Harare, with the support
of the United Nations, for government
officials from Zimbabwe and Namibia.
Under the sponsorship of the UNDP,
CMG has conducted a negotiation
skills workshop for Kenyan
government officials in the Ministry of
Finance, the Attorney General’s
Chambers, and the Institute for
Diplomacy and International Studies.
Illustrative List of Client
Organizations
CMG has had the opportunity to
collaborate with a large number of
organizations. A selected list of those
organizations is offered here.
 The Canadian Centre for
Management Development negotiation training and
consultation
 The Institute for Multi-Track
Diplomacy - community
reconciliation work in Cyprus
 the Peruvian Association of
Negotiation, Arbitration, and
Conciliation - capacity building in
ADR in Peru
 the Center for the Integration and
Application of New Behavioral
Sciences (Uruguay) - training of
health ministers
 the Centre for Conflict Resolution
(South Africa) - community
reconciliation and
institutionalization of conflict
resolution capabilities
 the Korea Institute for
International Economic Policy diplomatic training
 the Foundation on Inter-Ethnic
Relations (Europe) - consultation to
the High Commissioner on National
Minorities
 the Russian Academy of Sciences
Institute of Ethnology and
Anthropology - monitoring ethnonational conflict in the FSU
CMG clients represent a large crosssection of domestic and international
organizations and interests. CMG has
provided negotiation and diplomatic
September 16, 1996 version
training for:
 Broken Hill Proprietary Company
Limited (BHP)
 the Federal Republic of Germany
 the Finnish Foreign Ministry
 the Greek Foreign Ministry
 the US State Department
In addition, CMG has provided
consultation, facilitation, and process
design advice to clients such as:
 Boston Public Schools
 CTV
 the Ontario Human Rights Review
Task Force
 the Organization for Security and
Cooperation in Europe
 the Soviet Foreign Ministry/Soviet
Diplomatic Academy
 the United Nations (Colombia,
Dominican Republic)
Sample Project
In July 1995, Conflict Management
Group organized and conducted the
Journees de Reflexion sous la Khaima
between key officials in the
Mauritanian government and civil
sectors and members of the World
Bank’s Africa 5 Department. The
facilitated dialogue provided
participants with an opportunity for
reflection -- encouraging them to look
back on and learn from past
achievements while helping them to
lay the groundwork for future
collaboration between the World Bank
and Mauritania.
The project occurred in two distinct
stages, a diagnostic phase followed by
the three-day meeting in Mauritania.
During the diagnostic phase, the CMG
team interviewed both Mauritanian
and World Bank officials. The team
focused on bringing to the surface the
objectives of all parties, and further,
on determining the types of processes
that might be most effective in
meeting those objectives. The
challenge faced by the CMG team was
to deign a process that provided the
participants with enough structure to
make them feel comfortable, which at
the same time granted them the
flexibility to address a large number of
issues in a relatively short period of
time. It was agreed that the
Mauritanian Planning Committee, in
charge of organizing the Journees,
would facilitate the working groups
and the plenary sessions, thus
ensuring the visibility of the
Mauritanian officials.
September 16, 1996 version
The Journees provided participants
with the opportunity and the
environment in which to discuss the
challenges facing Mauritania today,
and stimulated a rich dialogue
between parties about how those
challenges might be addressed in the
future. As a follow-up to the
Journees, CMG has been asked to
consider facilitating other “Days of
Reflections” in Africa and is currently
preparing a proposal to do further
facilitation training in Mauritania with
the members of the Planning
Committee.
Partners International
823 Ulloa Street
San Francisco, CA 94127
phone: (415) 665-0652
fax: (415) 665-2732
pdc@igc.apc.org
Primary contacts:
Mr. Raymond Shonholtz, President
Jim Isenberg, Vice President
Regional Directors (see below)
Organizational Overview
Partners for Democratic Change
(Partners), established in 1989, is a
non-profit organization committed to
advancing the democratic
management of conflict and the
building of civil society in Central and
Eastern Europe and the former Soviet
Union. A regional organization of
National Centers in Bulgaria, the
Czech Republic, Hungary, Lithuania,
Poland, Russia and Slovakia, Partners
provides conflict resolution training
and services for government, business
and non-government sectors.
Partners’ work is based on the concept
that conflict need not be divisive, but
can be utilized for positive change and
the peaceful expression of diverse
ideas leading to the development of
civil society.
Partners built upon the understanding
that the most effective, responsive,
long-lasting and culturally appropriate
means for managing conflict is
achieved by developing an indigenous
capacity able to address in-country
conflicts and challenges. Through
combining US resources and expertise
with indigenous talent and knowledge
of the social, economic and political
climate of the region, Partners’
Centers design and implement conflict
resolution programs and projects
relevant to the specific needs of each
country.
September 16, 1996 version
Main Areas of Dispute Resolution
Expertise
Partners provides training services to
national government ministries, local
government officials, environmental
groups, elementary and secondary
schools, ethnic/minority groups, NGO
activities, and private enterprise.
Partners programs include:
 Conflict Management Skills Training
 Facilitation of Meetings
 Ethnic Conciliation Commissions
 University and Academic Programs
 East-to-East Training-for-Trainers
Program
Main Areas of Thematic Expertise
Facilitating meetings of a US AIDfunded Environmental Law Task Force
that is bringing together US EPA
experts and their Russian counterparts
to develop air and water quality
standards in two Russian cities.
Drafting and introducing legislations
promoting citizen participation in
environmental problem-solving in
Hungary and the Czech Republic.
Developing the first PHARE-funded
economic restructuring plan based on
a consensus agreement between
political leaders in Stachorowice,
Poland. Creating national
legislation mandating negotiation and
mediation in labor and management
disputes in Poland and Hungary.
Sample Project
For nearly 50 years, the border
between Slovenske Nove Mesto,
Slovakia and Satoralijaujhely, Hungary
was closed. The atmosphere of
mutual distrust between these
communities was fueled by allegations
on both sides of ecological abuse and
environmental mismanagement. In
the spring of 1994, Partners’ Slovak
and Hungarian Centers jointly
provided training in collaborative
planning, effective communication,
meeting facilitation, negotiation, and
multi-party problem-solving skills to
environmental experts, municipal
officials, and academics from both
towns.

sewage leaks and industrial
pollution.
Implementation of collaborative
methods of waste collection and
clean-up methods.
Formation of a Slovak-Hungarian
cooperative research and planning
team to monitor pollution levels
and design methods for the
prevention of further
environmental degradation.
Cross-border access to emergency
medical care, school exchange,
commerce and tourism.
Establishment of a SlovakHungarian committee to discuss
common economic challenges,
tourism issues, and cross-cultural
activities.
Through the use of facilitated
discussions, role plays, strategic
planning sessions and cooperative
problem-solving processes, Partners
worked with both municipalities to
develop a joint action plan which
addressed a number of important
environmental and economic issues.
Partners’ work with these communities
ultimately resulted in the historic
reopening of the border between the
towns after five decades. Among the
other outcomes of the program were:
 Development of a cooperative
program for identification of

Partnerships
Partners-Poland
ul.Klonowa 20 m.1
00-591 Warsaw, Poland
phone/fax: (48-22) 49-32-56
mactan@isppan.waw.pl
Maciej Tanski, Director
Partners-Bulgaria
61 Vassil Levski Boulevard
1142 Sofia, Bulgaria
phone/fax: (359-2) 802-457
partners@mbox.digsys.bg
Antoinette Shishmanova, Director
Partners-Czech
Ceske druziny 35
160-00 Prague 6, Czech Republic
phone/fax: (42-2) 312-26-29
dana.rabinakova@ecn.cz
Dr. Dana Rabinova, Director
Partners-Hungary
Szent Istvan krt. 10.II/2
Budapest, Hungary
phone/fax: (36-1) 131-0090
Dr. Kinga Gonez, Director
Partners-Lithuania
Sevcenkos St. 31, Room 216
2009 Vilnius, Lithuania
phone/fax: (370-2) 633-577
pu@lkpc.vno.osf.lt
Dr. Juozas Lakis, Director
September 16, 1996 version
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Partners-Slovakia
Cervenova 4
813-03 Bratislava, Slovakia
phone: (42-7) 531-8074, (42-7) 5318073
fax: (42-7) 531-4130
hermann@pdes.savba.sk
Dr. Dusan Ondrusek, Director
Programa de Resolucion de Conflictos
H-011 P.O. Box 526125
Miami, FL 33152
10-10 Calle Mariscal, Zona 11
Guatemala, Guatemala (street
address)
phone/fax: (5022) 73 03 23
Primary contacts: Ms. Maralise Hood
and Mr. Julio Quan
Organizational Overview
Purpose: To demonstrate that the non
violent resolution of conflicts is more
efficient that the violent approach and
therefore non violence is a necessary
prerequisite for development.
Mission: To offer the people of the
world, through the international
organizations, the possibility to
explore, recover, recreate and adapt
traditional forms of solving conflicts
and fulfilling needs, without the use of
violence.
Main Areas of Dispute Resolution
Expertise
Conflict analysis and diagnosis,
strategic and interactive planning,
group problem solving, process design
and facilitation, concertation, social
and political negotiation, mediation,
crisis intervention,
Peace Education, Social defense and
other non violent forms of human
interaction.
We offer to deliver the above
mentioned techniques, train in these
techniques and training for trainers.
Main Areas of Thematic Expertise
Environmental: working with local
communities and personnel in charge
of conservation areas
 Organizational
 Business
 Labor
 Political
Illustrative List of Client
September 16, 1996 version
Organizations
 United Nations
 UNICEF
 UNESCO
 University for Peace
 UNDP
 WHO-Panamerican Health
Organization
 Organization of American States
 Red Cross
 Federation of Business Chambers
in Central America
 Central American Commission for
Social Affairs, CARE
Search for Common Ground
1601 Connecticut Avenue, NW
Suite 200
Washington, DC 20009
phone: (202) 265-4300
fax: (202) 232-6718
searchcg@ipc.apc.org
Primary contacts: John Marks and
Karen Sirker
Organizational Overview
Search for Common Ground (SCG) is
an independent, non-profit, and nongovernmental organization founded in
1982. As an organization, SCG is
committed to the idea that it is
possible to create modes of
communication and understanding
that facilitate cooperative -- as
opposed to adversarial -- solutions to
even the most contentious problems.
By promoting collaborative approaches
to resolving conflict, SCG carries out
programs that enable individuals and
groups to deal with their differences in
constructive and creative ways. The
aim, as a high level South African ANC
official said at one of our workshops is
to: “Understand the differences. Act
on the commonalities.”
Main Areas of Dispute Resolution
Expertise
In recent years, SCG has pioneered in
the development of comprehensive,
societal approach to conflict
resolution. Since we do not believe
there is any single path or
methodology for resolving conflict, we
have developed and put into use a
multiplicity of techniques -- including
such customary methods as
mediation, process design,
negotiation, and facilitation, and such
unconventional methods as TV and
radio production, investigative
reporting, and community organizing.
Working as we currently do in Angola,
Burundi, Russia, Sri Lanka,
September 16, 1996 version
Macedonia, the Middle East, South
Africa, and Ukraine, we have fieldtested and cross-culturally applied our
various techniques -- which we
describe as our toolbox.
Main Areas of Thematic Expertise
Ethnic conflict, Labor, Community
Organizing, Peace Education, Civil
Society, Peer Mediation, Military and
Police Training, Human Rights, Media,
Prisons, Building indigenous capacity
and establishing mediation or conflict
resolution centers, and Strategic
Management.
Multilateral Projects
 World Bank
 United Nations
 European Union
 UNDP
Illustrative List of Client
Organizations
 Center for Ethnic Relations of Cyril
and Methodius University
(Macedonia)
 Center for Conflict Resolution
(Cape Town, South Africa)
 Consensus Building Institute
(Cambridge, MA)
 Centro Studi di Politic
Internazionale (Rome)
 Donetsk Regional Mediaton Group
(Ukraine)
 Gaza Community Mental Health
Center (Gaza City)
 Ibn Khaldoun Center for
Development Studies (Cairo)
 International Dialogue (Brussels)
 International Peace Research
Institute (Oslo)
 Jordan Institute for Public
Administration (Amman)
 Lebanese Center for Policy Studies
(Beirut)
 National Center for Middle East
Studies (Cairo)
 Netherlands Institute for
International Relations (The
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Service for the Settlement of Labor
Disputes, Ministry of Labor,
Russian Federation (Moscow)
Tami Steinmetz Center for Peace
Research (Tel Aviv)
United Nations Special
Representative of the Secretary
General (Bujumbura)
Umut Foundation (Ankara)
Sample Project
In offering ourselves as a mediating
force between contending parties, we
are working with energy ministries in
Armenia, Azerbaijan, and Georgia to
convene a search for common ground
in the Transcaucaus on electric power.
In Ukraine, Egypt, Gaza, Jordan,
Macedonia, Burundi, Lebanon, and
Turkey we are working with local
partners to establish centers for
practicing and teaching conflict
resolution. In Macedonia, we are
fostering cooperation between ethnic
Slavs and Albanians to work on
community projects such as cleaning
up religious sites. In Jordan and
Turkey, teachers, education officials,
and school administrators and
counselors were trained in conflict
resolution (peer mediation). Similar
programs are targeted for Gaza and
Lebanon. In television and radio
programming, we have produced
shows in Sri Lanka, Burundi, South
Africa, Angola, Macedonia in which
contentious problems - privatization,
demining, ethnic violence, access to
education - are treated in the context
of finding collaborative solutions to
difficult societal problems.
September 16, 1996 version
Fundacion Futuro Latinoamericano
Av. Amazonas 3741 Y Corea
Casilla 17-17-558
Quito, Ecuador
phone: 5932-435521/435491/461273
fax: 5932-462204
ffa1@fulano.org.ec/ffla2@fulano.org.e
c
Primary contacts: Yolanda
Kakabadse, Executive Director
Ricardo Melendez, Director
Organizational Overview
Fundacion Futuro Latinoamericano
(FFLA) is a private not-for-profit
organization, created on November
1st, 1993 and incorporated under
Ecuadorian laws, which fosters the
attainment of sustainable
development in Latin America through
participatory decision-making
processes. The foundation works in
cooperation with leading Latin
American decision makers from
government, academia, business and
NGOs. FFLA’s headquarters are
located in Quito, and in the coming
years offices or other representation
will be opened in the region, if
necessary.
Main Areas of Dispute Resolution
Expertise
Training, process design, facilitation
Main Areas of Thematic Expertise
Environmental development, natural
resources use, legislation, trade,
promotion of sustainable development
policies
Multilateral Projects
 International Institute of
Sustainable Development (Canada)
 Union Internacional para la
Conservacion de la Naturaloza UICN
 Union Internacional para la
Conservacion de la Naturaloza -
September 16, 1996 version
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UICN-SUR
Swiss Coalition of Development
Organizations (Suiza)
National Round Table on the
Environment and the Economy NRTEE (Canada)
Illustrative List of Client
Organizations
 Asociacion de Investigaciones y
Estudios Sociales - ASIES
(Guatemala)
 Business Council for Sustainable
Development de America Latina
 Camara de Industrias de Cuenca CIC (Ecuador)
 Centro de Economia y Recursos
Naturales - CERENA (Bolivia)
 Centro de Estudios y Accion Social
Panameno - CEASPA (Panama)
 Centro de Educacion Popular
(Republica Dominicana)
 Centro Interdiscipinario de Estudios
sobre Desarrollo - CIEDUR
(Uruguay)
 Centro para el Estudio y la
Promocion del Desarrollo - DESCO
(Peru)
 COCIBOLCA (Nicaragua)
 Comision Asesora Ambiental de la
Presidencia de la Republica (CAAM)
 Comision de Estrategia y
Planeacion Amibental - IUCN
 Conservation International (EEUUBrasil)
 Corporacion Andina de Fomento
(CAF-Venezuela)
 Corporacion OIKOS (Ecuador)
 CODDEFFAGOLF (Honduras)
 Foro Ecologico (Peru)
 Fundacion Ambiente y Recursos
Naturales - FARN (Argentina)
 Fundacao Biodiversitas (Brasil)
 Fundacion para la Defensa de la
Naturaleza - FUDENA (Venezula)
 Fundacion Participa (Chile)
 Fundacion Polar (Venezuela)
 Instituo de Acao Popular (Brasil)
 North-South Center, Miami
University (EEUU)
Sample Project
The Taura Syndrome (Ecuador)
Ecuador’s economy depends primarily
on three export products: petroleum,
bananas, and shrimp. The latter two
represent between 25% and 30% of
the total export production. In 1994,
shrimp exports brought in more than
540 million dollars. 500 thousand
people were directly dependent upon
this industry. Banana exports, which
700 thousand people depend, totaled
more than 650 million dollars. A
collapse in either of the two sectors
have detrimental economic and social
consequences.
syndrome, shrimp exports dropped 45
million dollars from the previous year,
a 14% loss in production. Extensive
research on the subject indicated that
the sickness could be caused by the
ingestion of a combination of two
fungicides, Tilt and Calixin, found in
the waters of the Gulf. A conflict
arose between the shrimp and banana
industries when it was discovered that
this very combination is used on
banana plantations to prevent Black
Sigatoka.
Eighty-eight percent of Ecuador’s total
shrimp production is located in the
Gulf of Guayaquil. The majority of
shrimp ponds depend upon laboratory
produced larva’s which are more
susceptible to disease and therefore
require antibiotic and other sanitary
products to sustain productivity.
At the initiative of the FUNDACION
FUTURO LATIONAMERICANO (FFLA) a
dialogue on the Case of the Taura
Syndrome was convened in the city of
Guayaquil, Ecuador in July, 1994. The
Minister of Agriculture and the Minister
of Industry, Commerce, Integration
and Fishing were chosen to convene
the meeting due to the fact that each
represented one of the two critical
industries. Also invited to attend the
Dialogue were governors from the
Guayas and El Oro provinces; local
chambers of commerce, industry and
small business, among others;
representatives from the shrimp,
banana, rice, paper and mining
industries; academics, and NGOs. The
meetings were facilitated by a group
of four non-partisan, non-Ecuadorian
Latin Americans trained in facilitated
by a group of four non-partisan, nonEcuadorian Latin Americans trained in
facilitation methods by FFLA. An
additional component of the FFLA
team of experts were the technical
and scientific advisors. The Chamber
of Industry, given its broad
membership and objective position
vis-à-vis the conflict, was selected to
act as the local coordinating entity.
In 1992 the spread of a disease that
was detected in the Guayaquil Gulf
fatally effects the larval stage of the
shrimp. In 1993, as a result of the
The Dialogue’s first two targets were
to collectively agree on a definition of
the problem and to reach a consensus
about a participatory means of
The majority of banana production is
located in the Gulf of Guayaquil,
where it covers and 150 thousand
hectares. Due to the high level of
exports, these bananas must meet
strict quality norms. Such particular
requisites have lead to the planting of
one variety in particular (Cavendish)
throughout the industry. This
homogeneity raises the risk that
production of the Cavendish banana
will fail if a plague were to strike.
According to the United States
Environmental Protection Agency
(EPA), without careful control of a
disease called Black Sigatoka, the
entire production could collapse in a
matter of 3 to 6 months.
September 16, 1996 version
resolution. The overall objective was
to create building blocks towards
sustainable development of the
Guayas estuary by means of conflict
management and benefit sharing. The
success of the dialogue consisted in
that all of the actors, conscious of the
economic, social, and environmental
implications, committed to form part
of an institutionalized participatory
process to manage the conflict.
The participants agreed upon a final
declaration stating that the
contamination of the Guayaquil Gulf
was to be considered a national
priority, and, thus, be regulated and
managed by a nationally established
program based on the guidelines they
set forth. Among the concrete results
September 16, 1996 version
of the dialogue was the drafting of a
decree, later approved by the
President of the Republic, which
established a Program for Sustainable
Development in the Gulf of Guayaquil,
and a joint commission for its
management. More importantly, a
collective plan of action was
elaborated which would implement a
participatory mechanism in the
Guayas region to ensure continued
care of the Gulf by all of the parties
involved in the dialogue. An
important implicit accomplishment
was the building of a positive,
constructive relationship which enable
a dynamic of understanding and
cooperation among the parties for the
future.
RESOLVE, Inc.
rd
1255 23 Street, N.W. – Suite 275
Washington, D.C. 20037
Tel: 202-944-2300
FAX: 202-338-1264
e-mail: gbingham@resolv.org
Primary contacts: Gail Bingham,
President; Suzanne Orenstein, Vice
President
Organizational Overview
RESOLVE is a neutral, nonprofit environmental dispute resolution
organization founded in 1977 to
mediate controversial environmental
issues and to promote the effective
use of conflict resolution processes in
public decision making through
research and education.
RESOLVE’s international
program seeks to build capacity,
through training, technical assistance
and outreach, in all regions of the
world for the appropriate use of
conflict resolution strategies to
address environment and
development controversies.
Main Areas of Dispute Resolution
Expertise
RESOLVE’s consensus-building
services include:
 mediation of multi-party
environmental policy issues
including policy dialogues,
litigation settlements and
site-specific controversies;
 facilitation of roundtables,
workshops, strategic
planning meetings and
public-private collaboratives;
 conflict assessments for
convening negotiations
and/or for assisting parties
to evaluate whether and how
September 16, 1996 version
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negotiation might be a
constructive tool;
design of dispute
management systems for
recurring environment and
development controversies;
training of parties involved
in environmental issues to
broaden their awareness of
consensus-building
strategies and to strengthen
their individual negotiation
and consensus-building
skills.
Main Areas of Thematic Expertise
Social, environmental and natural
resources disputes, with particular
expertise in:
alternative fuels policy development
 pollution prevention
 dioxin forums
 drinking water
 endangered species
 environmental impact assessment
 fisheries
 forestry (esp. forest mgmt.)
 hazardous waste disposal
 irrigation
 protected areas
 river management
 waste management
 water allocation
 water policy
 wetlands
Multilateral Project Examples
United Nations Development Program
(UNDP) -- training for Sustainable
Development Advisors from forty
countries, as part of their orientation
briefing on joining UNDP.
United Nations Food and Agriculture
Organization (Forest, Trees and People
Program) -- development of a series
of case studies on conflict resolution
and community forestry; organization
of Latin America regional seminar and
preparation of concept paper on use of
conflict resolution strategies to
address community forestry disputes.
Regional Community Forestry Training
Center (RECOFTC) -- consensusbuilding training for government
officials and NGO representatives from
fourteen countries of Asia and Africa.
Government of the Netherlands -facilitation of international conference
on water and sanitation issues
identified as key during Rio
Conference of 1994.
Salzburg Seminars (1987 and 1990) -two 2 week trainings in international
environmental negotiations for private
sector, non-profit and government
leaders from Africa and Central and
Western Europe.

Federal and regional level
government agencies in Asia,
Central Europe, North America and
Latin America and the Caribbean
Sample Project
In coordination with the FTPP,
RESOLVE organized and facilitated a
six-day regional workshop on “Dispute
Management and Community
Forestry” for 41 participants at the
University of Peace in Costa Rica in
1993. The workshop had three main
objectives:
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Illustrative List of Client
Organizations
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American Water Works Association
Rockefeller Foundation
State of Alaska
The Nature Conservancy
United States Agency for
International Development
United States Department of
Commerce -- National
Oceanographic and Atmospheric
Administration
United States Department of the
Interior
Water Environment Federation
World Wildlife Fund
Regional Community Forestry
Training Center (RECOFTC),
Kasetsart University, Bangkok
United Nations Food and
Agriculture Organization
United Nations Development
Program
Non-government organizations in
fifteen countries of Latin America,
six countries of Central Europe and
fourteen countries of Asia
September 16, 1996 version
to review the mechanisms
and strategies that Latin
American communities use
to address and to resolve
conflicts arising in
conjunction with their efforts
to implement sustainable
use of forest resources;
to provide opportunities to
exchange information about
problem-solving, decisionmaking and conflict
management approaches in
community forestry settings;
to develop preliminary ideas
for ways in which the FTPP,
through training and
technical assistance, can
build upon lessons learned
at the workshop and
enhance communities’
efforts to employ alternative
environmental dispute
resolution tools and
techniques.
Workshop participants included
social scientists, technical forestry
advisors, representatives of
governmental and non-governmental
organizations, and regional facilitators
of FTPP. While the majority of the
participants came from Latin America
(Bolivia, Ecuador, Peru, Costa Rica,
Nicaragua, Honduras and Mexico), two
participants came from Africa (Mali
and Uganda) and two from Asia
(Thailand). The workshop combined
presentations and discussions of
actual community forestry cases with
negotiation and problem-solving
simulations that focused on analyzing
how conflicts arise and what skills can
be used to address them.
The workshop provided a major
impetus to work and research on
environmental conflict resolution in
Latin America. With FTPP support,
workshop participants have organized
three subregional Working Groups on
September 16, 1996 version
community forestry and dispute
resolution. The Working Groups have
developed case studies and
participated in developing course
materials for dispute resolution
training. In addition, RESOLVE and
FTPP prepared a working paper called
“The Role of Alternative Conflict
Management in Community Forestry,”
which assesses the potential for using
dispute resolution approaches to
address community forestry conflicts
in the region. The paper includes
three case studies on community
forestry conflicts in Brazil, Bolivia, and
Ecuador.
Bureau of the Governor of Antioquia
(Despacho del Gobernador de
Antioquia)
Centro Administrativo Departmental
La Alpujarra
Piso 12 Medellin
Colombia, South America
phone: (574) 385 9638 or 266 7330
fax: (574) 381 1342
sceballo@medellin.cetcol.net.co
Organizational Overview
The bureau of the Governor of
Antioquia, in an effort to foster a
spirit of tolerance that facilitates
peaceful conflict resolution and
coexistence among Colombian
citizens, has devised and implemented
a strategy called Teaching Tolerance.
This strategy, a component of a
broader plan of his government, the
Program for Peaceful Citizen
Coexistence, seeks through the use of
dialogue and concertacion to reeducate a Colombian culture often
sadly predisposed to violence and
fanaticism. The strategy thus also
seeks to sow the seeds of success for
future peace negotiations.
One of the program’s principal goals is
to instruct forty thousand Antioquian
leaders (Antioquia being the biggest
and most prosperous state in
Colombia, with a population of six
million), in conflict resolution
methodology. To achieve this, the
Conflict Management Group,
associated with the Harvard
Negotiation Project, and its head,
Roger Fisher, were hired as
consultants for the initial design of the
program.
During the last fifteen months, 18,000
people including private businessmen;
guerrilla members, drug dealers and
paramilitary group members who are
September 16, 1996 version
prisoners of a maximum security
prison in Medellin; students of major
universities in Antioquia; members of
the National Secretariat of Education,
and many others, have taken part in
the program. It is hoped that by
fomenting tolerance and making
people aware of the inevitability of
conflict -- but also of ways in which it
can be dealt with peacefully -- better
and more peaceful responses to
conflict can be developed.
Main Areas of Dispute Resolution
Expertise
The program’s cornerstone is intensive
training about the basics of conflict
resolution and negotiation, with the
goal of raising awareness about the
importance of the issue and its
usefulness. Then we prepare pilot
groups to be trained as trainers so
that they work as multipliers of the
methodology all over the state. The
University of Antioquia has been
supporting this work.
The Secretariat for Community
Development focuses on efforts to
design new applications of the
methodology in exercises that are
relevant and understandable to
community level groups. The
Secretariats of Education,
Government, Health, for Women and
most of the Governor’s Bureau offices
each also have a target public and
adapt the methodology for use by the
groups they serve.
Private enterprises, universities,
family support organizations and
NGO’s also are starting new groups of
facilitators and trainers. In Uraba, a
local group of facilitators has been
trained to follow-up not only in
training but also in mediation of
conflicts in the zone, which is one of
the most violent areas in the state of
Antioquia.
Main Areas of Thematic Expertise
University students have designed a
manual for high education level, in
which they develop different tools to
be used at their level. Some of the
deans and professors of the main
universities in Antioquia, that
participated in the first forum for
tolerance and peace, are working to
integrate dispute resolution
approaches into the curricula at their
universities.
The program has trained
representatives of employer groups,
employee associations and
government who take part in the
Comision Tripartita Laboral (Tripartite
Labor Commission). These groups
are following up on the development
of a new negotiation culture to
address labor disputes and conflicts,
as well as yearly negotiations within
their organizations.
The Teaching Tolerance program also
is making a great effort to train school
teachers, so that they in turn can train
students, their parents and other
teachers. In June a simultaneous
training for 4,100 school teachers was
carried out towards this goal. The
trained groups now are working to
include conflict resolution tools in
school curricula.
Finally, the program has provided
several environmental NGO’s with
basic training on conflict resolution.
At the moment they are developing
processes to address environmental
conflicts between communities and
local governments.
Illustrative List of Client
Organizations
This strategy receives a great deal of
support from the Commission for the
Facilitation of Peace and Citizen
September 16, 1996 version
Coexistence of Antioquia. Its
members have participated very
actively in the peace process since
April 1995. We are also in permanent
contact with the National Conciliation
Commission, and the private and
public universities of the country that
are working now in conflict prevention
and resolution.
Sample Project
Recently, the First University Crusade
for Peace and Tolerance was held in
Medellin. Eighty selected students,
deans and professors attended the
event, which trained a small group of
leaders who can communicate the
methodology to young people.
Crusade participants organized
themselves in committees according
to their interests and by October 1996
they plan to reach out to deans,
professors and student leaders from
more than 80 universities from all
over the country. They already are
working in initiatives such as training,
mediation, school children training,
media strategies, prison assistance in
training for conflict prevention and
resolution and curricula in conflict
resolution for universities and schools.
Uraba, Antioquia’s main port region
and the leading banana plantation
region in Colombia, has been the site
of bloodshed, extortion, and violence.
In light of the urgent need for peace
there, and given the tensions among
different groups in the region, the first
local, independent and autonomous
Group of Facilitators in the Program of
Teaching Tolerance has been
established there. Economists,
entrepreneurs, teachers, social
workers, nurses, religious people,
lawyers, and members of nongovernmental organizations, offer
volunteer services to run a program
they have designed and consider
crucial for their society. A thousand
people from the region have received
training through the program; four
hundred of these are directly involved
with the school system, giving the
project the possibility of spreading
rapidly through their institutions.
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Enrique Ogliastri & Asociados
P.O. Box 4976
Calle 55 #1-05 (602)
Bogota 2, Colombia
phone: 57-1-345-2356
fax: 57-1-284-1890
Main Contact: Professor Enrique
Ogliastri
Organizational Overview
The purpose of the organization is to
conduct research, develop teaching
materials and offer training on
negotiations and mediation. The
partners have special interests in
organizational and intercultural
negotiations, as well as in
environmental conflicts.
Main Areas of Dispute Resolution
Expertise
 training
 developing teaching materials
 research
Main Areas of Thematic Expertise
 Intercultural
 Environmental
 Organizational
Multilateral Projects
Institute of Developing Economies
(Tokyo)
Interamerican Development Bank
Illustrative List of Client
Organizations
 British Petroleum
 Coca Cola
 Unysis
 Bristol Myers Squibb
 ATT
 Microsoft
 General Motors
 Shell
Sample Project
So far we have chosen to not offer
September 16, 1996 version
mediation or negotiation services. We
are consultants, and do training and
research. The most recent research
(resulting in case teaching material),
concerns a dispute between the flower
growers’ association and municipal
government. The dispute focused on
environmental and economic growth
issues. The event took place three
years ago and involved the mediation
by a priest, as well as divergent
interests among political parties
involved.
University for Peace (UPEACE),
Universidad para la Paz (UPAZ)
Apartado 138
6100 Ciudad Colon, Costa Rica
El Rodeo, Ciudad Colon, Costa Rica
phone: 00506 249 15 12
fax: 00506 249 19 29
rborel@sol.racsa.co.cr
Organizational Overview
As an international institution, UPEACE
is dedicated to the search for peace by
means of education and research in
such fields as human rights, resolution
of conflicts, communication, and
natural resources management. The
Natural Resources Management
Programs (NRMP) is one of the
University’s priority areas. The
premises of the NRMP is that
development of sustainable land use
systems, within the context of natural
resources management, is crucial to
achieving political stability and the
promotion of peace, since it can help
reduce conflicts between individuals,
groups or even countries, while
directly or indirectly contributing to
the quality of life of large population
groups. Over the last eight years, the
University for Peace has trained over
300 participants in 16 courses, in such
areas as: management of buffer
zones, agroforestry, non-timber
products from natural forests,
ecotourism, and environmental conflict
resolution. In 1993 UPEACE, together
with the FAO’s Forest, Trees and
People Program and with RESOLVE,
hosted a major international seminar
on “Conflict Management and
Community Forestry,.
Main Areas of Dispute Resolution
Expertise
Training: UPEACE regularly organizes
2-3 week international courses for
specialists involved in natural
September 16, 1996 version
management projects who wish to
strengthen their conflict management
skills. It also operates a regional
training program in Central America to
strengthen the culture of human
rights. The latter program includes
several conflict management
components.
Main Areas of Thematic Expertise
At present, environmental issues and
human rights. A communication
center (Gandhi Center) has also
extensively documented the peace
processes in Central America and
maintains a significant film data base
on that subject.
Multilateral projects
UPEACE was created by the United
Nations’ General Assembly and is
therefore part of the United Nations
system. It maintains regular contacts
with many other institutions of the UN
system. UPEACE has received grants
from the European Economic
Commission and has frequently
trained personnel from multilateral
organizations.
Illustrative List of Client
Organizations
RESOLVE
FAO’s Forest, Trees and People
Program
Reconciliation Commissions in Central
America during peace promotion
processes
WWF
UNESCO
USAID
USDA
Cornell Environmental Conflict
Management Program
the Organization for Tropical Studies
The Environmental and Natural
Resources Law Center (CEDARENA) in
San Jose, Costa Rica
Sample Project
Together with FAO-FTPP, UPEACE is
carrying out a project that promotes
the documentation of conflict
management experiences by
community level organizations
working in the field of natural resource
.
September 16, 1996 version
management. Representatives from
such organizations receive support for
preparation of case studies that will
contribute to the development of a
provisional conflict management
proposal. The proposal, once
completed, should relate closely to the
experience and needs of communitylevel organizations.
Alejandro Ponieman
Avenida Córdoba 1233, Piso 7 (1055)
Buenos Aires, Argentina
phone: 00 54 1 816-0485 or 8160532
fax: 00 54 1 804-9387 or 816-0077
alvear@satlink.com
Organizational Overview
With a multidisciplinary background
(law and sociology), Mr. Ponieman
began his study of alternatives to
litigation and its impact on society in
1970 as a professor of the Sociology
of Law. In 1983 he began practicing
mediation and facilitation in multiparty
conflicts. Since 1993 he has served as
the president of the Asociación
Interamericana de Mediación (the
InterAmerican Mediation Association),
and as director of its educational
programs in Argentina, Brazil and
Uruguay. Mr. Ponieman has also been
appointed to the Conflict Resolution
Section of the American Bar
Association, the International
Subcommittee for the North American
Free Trade Agreement and the World
Trade Organization. As a founder of a
non-profit organization, he has put
into practice the mission of changing
cultural patterns of litigation to
negotiated, collaborative and
communicative ways of resolving
disputes in Argentina and neighboring
countries.
Main Areas of Dispute Resolution
Expertise
 Training
 Mediation
 Facilitation.
Main Areas of Thematic Expertise
 Education
 Environment
 Commercial
 Intercultural
September 16, 1996 version
Multilateral projects
Mr. Ponieman has developed projects
with bilateral and local chambers of
commerce for education and private
dispute resolution and has presented
these to the Organization of American
States and the Interamerican
Development Bank.
Illustrative List of Client
Organizations
 Universidad del Salvador
 Universidad de Palermo
 Universidad Blas Pascal (Argentina)
 FARN (Argentina)
 CARI (Argentina)
 Confederación General Económica
 Unión Argentina de la Construcción
 Armada Argentina (Argentine
Navy)
 Instituto de Medicao (Brazil)
 Negotiation Institute (New York,
USA)
 Tech Law (Washington, DC, USA)
 Cámara de Comercio de Bogotá
(Colombia)
 Cámara de Comercio de Buenos
Aires
 Cámara de Comercio de
Montevideo (Uruguay)
 Cámara de Comercio de Brasileira
Argentina de Industria y Comercio
(Porto Alegre, Brazil)
 Cámara de Comercio de ArgentinaUruguay
 Interamerican Bar Association
 American Bar Association (Dispute
Resolution Section)
 City of Buenos Aires (Environment
Section)
 CONEA (National Commission for
Atomic Energy)
Asociación Interamericana de
(InteramericanMediación
Mediation Association)
Avenida Córdoba 1233, Piso 8 (1055)
Capital Federal
Buenos Aires, Argentina
phone: 00 54 1 816-0043 or 8163784
fax: 00 54 1 816-0077 or 816-9387
alvear@satlink.com
Organizational Overview
The Interamerican Mediation
Association is a non profit
organization, with contacts throughout
Latin America and in various provinces
of Argentina. Since the increase of
litigation in Argentina is a symptom of
broader social problems, that
increasingly generate both direct and
indirect costs such as overloading the
judicial system, the Center proposes
to join similar international entities to
jointly develop the following
objectives:
 promote and disseminate the
existence of alternative means to
resolve conflicts;
 implement educational campaigns
to reverse the litigating mentality
and foster mediation practice;
 promote the teaching of
negotiation and mediation
techniques directed at resolving
conflicts by consensus and not
through imposition of solutions;
 identify and train mediators from
among various professions;
 make available a roster of
previously trained mediators and
establish agreements of
collaboration and cooperation with
other institutions and organizations
which share the same objectives
and requirements for competent,
objective and neutral action;
 associate with foundations, official
September 16, 1996 version

and private agencies, enterprises
and professionals with the goal of
sharing, disseminating and
systematizing the use of
alternative dispute resolution
strategies;
promote improved and increasing
scientific, commercial and cultural
exchange at national and
international levels, in order to
develop alternatives for the
solution of conflicts.
Main Areas of Dispute Resolution
Expertise
 Training
 Mediation
 Facilitation
 Research.
Main Areas of Thematic Expertise
 Commercial
 Environmental
 International Disputes
Illustrative List of Client
Organizations
 Universidad del Salvador
 Universidad de Palermo
 Universidad Blas Pascal (Argentina)
 FARN (Argentina)
 CARI (Argentina)
 Confederación General Económica
 Unión Argentina de la Construcción
 Armada Argentina (Argentine
Navy)
 Instituto de Medicao (Brazil)
 Negotiation Institute (New York,
USA)
 Tech Law (Washington, DC, USA)
 Cámara de Comercio de Bogotá
(Colombia)
 Cámara de Comercio de Buenos
Aires
 Cámara de Comercio de
Montevideo (Uruguay)
 Cámara de Comercio de Brasileira
Argentina de Industria y Comercio



(Porto Alegre, Brazil)
Cámara de Comercio de ArgentinaUruguay
Interamerican Bar Association
American Bar Association (Dispute
Resolution Section)
September 16, 1996 version


City of Buenos Aires (Environment
Section)
CONEA (National Commission for
Atomic Energy)
Jerome Delli Priscoli, Ph. D.
1714 North Bryan Street
Arlington, VA 22201
phone: 703/524-6632
fax: 703/524-6920
priscoli@erols.com
Organizational Overview
Dr. Delli Priscoli’s expert services
include consulting, training,
meeting design and systems
design on participatory
development, conflict resolution,
consensus building, mediation and
facilitation.
Main Areas of Dispute
Resolution Expertise
Training, program and system
design, facilitation, mediation,
consensus building, meeting
design, participatory processes.
Main Areas of Thematic
Expertise
Water resources, natural
resources, environment,
construction, infrastructure.
Multilateral projects
Dr. Delli Priscoli has served as an
advisor to EBRD on participatory
guidelines for environmental
projects; assisted World Bank with
its participatory learning process;
designed and implemented training
in participatory development for
World Bank TMs; UNDP training in
participation and mediation; UNDDMS consensus building and
facilitation; WHO consensus
building; World Collaborative
Council on Water-facilitation (WCC)
- consensus building; designed
consensus building for the Global
Water Partnership (GWP);
facilitation of NGO consultations for
World Bank; consensus building for
the Dublin (pre Rio) world water
meeting; facilitation for world
environmental ministers at
Noordvijk; FAO consensus building
on women and development; and
other multilateral consensus
building efforts. Dr. Delli Priscoli
also serves as the president of the
International Association for Public
Participation Practitioners (IAP3).
Illustrative List of Client
Organizations
Please see above.
Sample Project
Dr. Delli Priscoli runs the training
program for TMs in World Bank on
participatory development. Please
see the Bank workbook for a
description of the course.
Institute for Multi-Track Diplomacy
1819 H Street, NW
Suite 1200
Washington, DC 20006
phone: 202/466-4605
fax: 202/466-4607
imtd@igc.apc.org
Organizational Overview
The Institute for Multi-Track
Diplomacy’s (IMTD’s) mission is to
promote a systems approach to
peacebuilding and to facilitate the
transformation of deep rooted
social conflict. IMTD is a nonprofit
organization which seeks to
support and enhance peacebuilding
infrastructures. IMTD’s role is that
of a catalyst — bringing tools of
training, consulting, and convening
to situations where its activities will
spark peacebuilding or conflict
transformation processes.
Main Areas of Dispute
Resolution Expertise
Conflict resolution training;
community building.
Main Areas of Thematic
Expertise
International ethnic conflict
resolution.
Illustrative List of Client
Organizations
 Amideast
 Conflict Management Group
 Meridian International Center
 CDR Associates
 USAID
 USIA
 Carter Center
 CARE
 World Vision
 NTL
 American Arbitration
Association
Sample Project
IMTD is working in Palestine,
Liberia, Kenya, Tanzania, and
Cuba, and proposals pending final
approval for work in Haiti and
Sudan.
Since July 1991, IMTD has been
working in partnership with NTL
Institute for Applied Behavioral
Science to co-sponsor an initiative
in Cyprus. The goal of the
initiative is to create a human
infrastructure of change agents
among the Turkish- and GreekCypriot communities who can
manage a citizen-based, internal,
bicommunal process of trustbuilding, peacebuilding, and
reconciliation between two peoples
who have been in conflict for
decades. Laying the groundwork
for this project took nearly two
years and included eight trips to
Cyprus by IMTD and NTL staff
members. Each of these trips
included some form of training
related to conflict resolution. IMTD
fostered a network of interested
and active Greek and Turkish
Cypriots who consistently
participate in these events. This
group is coordinated by a
Bicommunal Steering Committee,
which came into existence in
November 1992. IMTD created
this Committee for the purpose of
advising IMTD on this project, but
it has also taken on a life of its
own, coordinating other
peacebuilding activities on the
island in addition to being involved
with the IMTD project.