raya kadyrova, president, ngo foundation for tolerance international, kyrgyzstan dialogue and...

Raya Kadyrova, President, NGO Foundation for Raya Kadyrova, President, NGO Foundation for Tolerance International, KyrgyzstanTolerance International, Kyrgyzstan

DIALOGUE AND MEDIATION AS DIALOGUE AND MEDIATION AS TOOLS TO PROMOTE CONFLICT TOOLS TO PROMOTE CONFLICT

PREVENTION AND RESOLUTION – PREVENTION AND RESOLUTION – INTEREST-BASED APPROACH AND INTEREST-BASED APPROACH AND

SKILLS BUILDING SKILLS BUILDING

Definitions of Peace Definitions of Peace Negative peaceNegative peace refers to the absence of refers to the absence of

violence but might include latent conflictsviolence but might include latent conflicts

Positive peacePositive peace is the restoration of is the restoration of relationships, establishment of justice, and the relationships, establishment of justice, and the creation of just social systems that serve the creation of just social systems that serve the needs of the whole populationneeds of the whole population

PeacePeace, therefore,, therefore, is the framework within is the framework within which conflicts unfold non-violently and which conflicts unfold non-violently and creatively into positive changecreatively into positive change

Johan Galtung, Peace by Peaceful Means, 1996.

ConflictsConflicts

Conflict arise when individuals Conflict arise when individuals or groups pursue real or or groups pursue real or

perceived incompatible goals perceived incompatible goals in their drive to meet their in their drive to meet their

needs and interestsneeds and interests

ConflictsConflictsHave been natural part of Have been natural part of

human experience and human experience and relationships. relationships.

Can, therefore not only be a Can, therefore not only be a negative threat, but also an negative threat, but also an opportunity to increases our opportunity to increases our understanding of ourselves and understanding of ourselves and othersothers

Information Relationships

StructuresInterests or positions

Values &Cultural attitudes

NEGOTIABLE

DIFFICULT TO NEGOTIATE

Conflict Roots

Terms and Terms and DefinitionsDefinitions

Conflict ResolutionConflict Resolution seeks to seeks to resolveresolve conflict conflict by addressing root causesby addressing root causes

Conflict TransformationConflict Transformation Efforts to provide insight into Efforts to provide insight into

underlying causes that create and foster that create and foster violent expressions of conflict, while violent expressions of conflict, while promoting promoting non violent mechanisms and non violent mechanisms and processesprocesses that reduce adversarial that reduce adversarial interaction, minimize violence and tend to interaction, minimize violence and tend to solve conflicts. solve conflicts.

Fosters change of structures to meet basic Fosters change of structures to meet basic human needs (human needs (substantive justice) and ) and promote people's participation in decisions promote people's participation in decisions that affect them (that affect them (procedural justice).).

Ana Cabria Mellace- [email protected]

To use different lenses to understand conflict and to plan

the path to peace

CHALLENGE

Con base en John Paul Lederach

Three lenses and a framework

To see the

inmediate problem

To see the

desired future

To see the story of the relationships

The framework to see the hole

picture

Islamic Conflict Resolution Islamic Conflict Resolution

Spontaneous and emotional acts Spontaneous and emotional acts characterizer processes of CR. characterizer processes of CR.

Conflict resolution and mediation are Conflict resolution and mediation are mainly based on hierarchical mainly based on hierarchical authoritarian procedures and authoritarian procedures and structure. (Elders, authorities, structure. (Elders, authorities, powerful officials)powerful officials)

SSource: An Islamic Model of Conflict Resolution. Mohammed Abu ource: An Islamic Model of Conflict Resolution. Mohammed Abu NimerNimer

MediationMediation

Third party assisted the negotiation processThird party assisted the negotiation process

Third party impartial to help parties communicate

Voluntary Confidential Informal with some structure and rules Parties explore their best options for solutions Parties are decision makers when reach

agreement Relationship is important Implementation is on responsibility of parties

FacilitationFacilitation

Third party assisted communication of Third party assisted communication of large groups of people trying to achieve large groups of people trying to achieve

common goals.common goals.

Third party has a process role Solutions came from the group Voluntary Direct communication Collaborative Informal Consensus building Implementation by group

Dialogue Dialogue

Inclusive – Participatory processInclusive – Participatory process Facilitated by mediator or facilitators Facilitated by mediator or facilitators Not necessary with decision making goalNot necessary with decision making goal Fosters mutual understanding,Fosters mutual understanding, Promotes more information of all Promotes more information of all

perspectivesperspectives Seeks to build consensus in addressing Seeks to build consensus in addressing

and solving common problemsand solving common problems

Third parties facilitate communication “or” Third parties facilitate communication “or” negotiation of multiple groups or individuals negotiation of multiple groups or individuals

What is MediationWhat is Mediation??

MediationMediation refers to a process refers to a process through which a through which a third partythird party

provides provides procedural assistanceprocedural assistance to to help individuals or groups in help individuals or groups in

order order to resolve their problemsto resolve their problems

Steps for collaborative

negotiation 1. Focus on interests, not positions.

2. Generate a variety of options before deciding what to do.

3. Use legitimate “objective criteria” to persuade

4. Evaluate Alternatives in case parties won´t reach agreements

5. Use constructive communication “Getting To Yes” - Fisher - Ury

Moving from parties positions to Moving from parties positions to their underlying interests and their underlying interests and

needs: needs: Understand why a position is taken by a partyUnderstand why a position is taken by a party Separate people from the problemSeparate people from the problem Look for win-win solutionsLook for win-win solutions Agree on general principles to guide decision-Agree on general principles to guide decision-

making (e.g., solutions must be fair to all) making (e.g., solutions must be fair to all) Use outside experts or mediators to break Use outside experts or mediators to break

deadlocks during the negotiation processdeadlocks during the negotiation process

Adapted from Fisher and Ury, Getting to Yes, 1981

PRINCIPLES-PRINCIPLES-

VoluntarinessVoluntariness EqualityEquality

Impartiality and independence

Impartiality and independence

Inadmissibility of interference

Inadmissibility of interference

ConfidentialityConfidentiality

General Principles of MediationGeneral Principles of Mediation

The parties must consent to mediation and the choice The parties must consent to mediation and the choice of mediatorof mediator

Parties own the settlementParties own the settlement The mediator offers The mediator offers proceduralprocedural rather than rather than substantivesubstantive assistance assistance

The mediator remain impartialThe mediator remain impartial Mediation is not fostering punitive measuresMediation is not fostering punitive measures Mediation fosters agreement of mutual satisfactionMediation fosters agreement of mutual satisfaction Mediation become a specialised activity when Mediation become a specialised activity when

mediators build capacities and process skillsmediators build capacities and process skills

Laurie Nathan, 1999

Stages of the Stages of the Mediation ProcessMediation Process

IntroductionIntroduction Conflict descriptionConflict description Problem-solvingProblem-solving AgreementAgreement

What is Dialogue?What is Dialogue?

Primary goal of dialogue is to bring a space for genuine interaction through which human beings listen to each other deeply enough to be able to be transformed by what they learn.

Each makes a serious effort to take others’ concerns into her or his own picture even when disagreement persists.

No participant gives up her or his identity, but each recognizes enough of the other’s valid human claims that he or she will act differently toward the other.

What is Dialogue?What is Dialogue?

Also Dialogue could be used as a “process” with the final goal of building consensus or reaching agreements on concrete issues to solve a problem

In this case Dialogue become a decision making process where a third party mediator or impartial facilitators help parties in constructive communication to solve their problem

A step-by-step Process

1. Conflict Analysis and Needs assessment

2. Designing the process -Strategy and Plan

3. Conducting the process - Facilitation to build consensus

4. Carrying out agreements. Monitoring

© FCD – Partners for DemocraticChange Argentina

FACILITATOR’S ROLEFACILITATOR’S ROLE Guides the flow of discussion

Helps to clarify interests and needs

Helps participants to get a consensual agenda and to establish realistic schedules

Encourages members to participate

Studies and assimilates extended or technical information

Makes a report of the meeting.


FACILITATOR ROLEFACILITATOR ROLE

Drive the energy of the group to a Drive the energy of the group to a common taskcommon task

Is an impartial servant of the groupIs an impartial servant of the group Does not evaluate or contribute Does not evaluate or contribute

with ideaswith ideas Suggests options on the “process”Suggests options on the “process” Never decides on behalf of the Never decides on behalf of the

group.group.


POSITIVE ATTITUDESPOSITIVE ATTITUDES

Each person has something valuable to sayEach person has something valuable to say

Trust in groups capacity to solve its Trust in groups capacity to solve its problemsproblems

Respect for diversity of interests and needsRespect for diversity of interests and needs

Being convinced of the importance of a Being convinced of the importance of a good process.good process.


TO AVOID… TO AVOID…

Criticizing group members or discussing their Criticizing group members or discussing their points of viewpoints of view

Taking non consulted decisions on behalf of the Taking non consulted decisions on behalf of the groupgroup

Talking too muchTalking too much

Judging and pressing the people to make a decisionJudging and pressing the people to make a decision

Forcing the processForcing the process


ASSESMENT ASSESMENT

Conflict analysis and need assesment Conflict analysis and need assesment Process strategyProcess strategy Engage participants in converstation Engage participants in converstation (pre talks)(pre talks)

Identify conditions for engagementIdentify conditions for engagement Identify scope of issues, Identify scope of issues,

expectations expectations Identify potential spoilers and Identify potential spoilers and

strategic connectorsstrategic connectors

PROCESS DESIGN PROCESS DESIGN

Process Goal

Identifying Participants and other Roles

Process rules, strategy with media

Location and logistics

Resource mobilization

Meetings structure

CONVENING CONVENING

Defining Conveners and Mediators

Public or private meetings

Defining Participants, Observers, supporters

Ways to invite

Develop strategies for bringing reluctant

Develop strategies to address spoilers

CONDUCTING THE PROCESSCONDUCTING THE PROCESS

Starting with procedural agreements on goals and rules of interaction

Using Facilitation techniques

Building consensus on substantive agreements

Working with media

1.- PERCEPTION

2.- EMOTION

3.-COMMUNICATION

HOW DO WE COMMUNICATE?HOW DO WE COMMUNICATE?

1.- PERCEPTION1.- PERCEPTIONFalse assumptions about False assumptions about

perceptionperception I perceive the world objectively. I perceive the world objectively. Reasonable people perceives the Reasonable people perceives the

world as I do world as I do People who do not perceive the world People who do not perceive the world

as I do is fool, missinformed or have as I do is fool, missinformed or have bad intentions.bad intentions.

How do we create How do we create

perceptionsperceptions??they are based on: they are based on:

Culture and educationCulture and educationPersonal experiencePersonal experienceInformation from outsideInformation from outsideSelective interpretation Selective interpretation

of facts.of facts.

2.- Emotions

If we take notice of our emotions and can identify others’ emotion, we are taking the first step towards mutual understanding.

• Every action, word, gesture or thought emitted or received has an effect on our emotions.• We are tempted to qualify, judge or ignore other’s emotions.• We are tempted to justify, deny or ignore our own emotions.

Positive Emotions Negative Emotions

Emotions define actions

What do we do when we are angry?

Anger acts as an alarm signal: when something is unfair, threatening.

Anger acts as protection when we feel hurt, ashamed, threatened or attacked.

We act impulsively, responding other’s “game”. This gives us a sense of relief but we are not able to think about the consequences of our reaction regarding our interests.

Anger does not allow us to clearly understand what is happening.

3.- COMMUNICATION3.- COMMUNICATION

AXIOMSAXIOMS CHANNELSCHANNELS SKILLSSKILLS

AXIOMSAXIOMS

I. It is impossible NOT to communicate.I. It is impossible NOT to communicate.

II. In all communication are involve two level II. In all communication are involve two level of messages: on the content and on the of messages: on the content and on the relation.relation.

III. Human Beings communicate through III. Human Beings communicate through verbal and nonverbal channels simultaneouslyverbal and nonverbal channels simultaneously

IV. “Receptor” is the one who gives meaning IV. “Receptor” is the one who gives meaning to the messageto the message

Verball

Language. Words are the priviledge channel to trasmit

what we want

Non VerbalBody language and Voice Tones

They give meaning to what is sadid through verbal channels. .

ConteContextual

ContextSame word or sentence have different

“meanings” from one context than another

Channels of Communication

COMMUNICATION PROCESSCOMMUNICATION PROCESS

WORDS WORDS 7%7%

EXPRESSIONS EXPRESSIONS 38%38%

ACTIONS ACTIONS 55%55%

Source: Pearson Peacekeeping Center

COMMUNICATION PROCESSCOMMUNICATION PROCESS

Speak to be UnderstoodSpeak to be Understood

Listen to UnderstandListen to Understand


SkillsSkills Verbal Communication skills Verbal Communication skills

SpeakingSpeaking

ListeningListeningActive ListeningActive Listening

SummarizingSummarizing

ReframingReframing

QuestioningQuestioning


Active ListeningActive Listening

TasksTasks Focus on the speakerFocus on the speaker Understand, respect and test the meaning you are giving to the speakerUnderstand, respect and test the meaning you are giving to the speaker

Goals Understand the speaker’s viewpoint Build trust


Active Listening TechniquesActive Listening Techniques

EncouragingEncouraging AcknowledgingAcknowledging Reflecting & RestatingReflecting & Restating ClarifyingClarifying SummarizingSummarizing


Active Listening TipsActive Listening Tips

Give the speaker your full attentionGive the speaker your full attention

Listen to learn, not to defendListen to learn, not to defend

Do not practice a response while the other person is Do not practice a response while the other person is

speakingspeaking

Separate the substance from the emotionSeparate the substance from the emotion

Confirm your understandingConfirm your understanding

Do not interruptDo not interrupt

Put yourself in the speaker’s shoesPut yourself in the speaker’s shoes Keep an open mindKeep an open mind

SUMMARIZING SUMMARIZING

ReRestating what have been heard by the speakerstating what have been heard by the speaker

Helps simplify complex narratives and issuesHelps simplify complex narratives and issues

Helps confirm the message sent was properly Helps confirm the message sent was properly understoodunderstood


REFRAMINGREFRAMING

The process of changing how a The process of changing how a situation, issue or problem is viewed.situation, issue or problem is viewed.

used to restate a negative expression used to restate a negative expression of a problem into a positive of a problem into a positive statementstatement

identifies unmet interests as a needidentifies unmet interests as a need


Examples of ReframingExamples of Reframing

““There’s no way I’m letting those murderers and There’s no way I’m letting those murderers and thieves deliver wood. They will cut the telephone thieves deliver wood. They will cut the telephone lines and poison our water.”lines and poison our water.”

Implied Need - safe delivery of woodImplied Need - safe delivery of wood

Reframe: Reframe: “You would like to arrange a plan for “You would like to arrange a plan for delivering the wood that is safe and that uses delivering the wood that is safe and that uses people you trust.”people you trust.”


QuestioningQuestioning

PurposesPurposes

Ensure understandingEnsure understandingGather missing informationGather missing informationExamine assumptions, expectations, valuesExamine assumptions, expectations, valuesExplore the issuesExplore the issues


Types of QuestionsTypes of Questions

Closed questionsClosed questions

Open questionsOpen questions

Clarifying questionsClarifying questions

Hypothetical questionsHypothetical questions


Closed QuestionsClosed Questions

Response is limited to “yes” “no” and Response is limited to “yes” “no” and “maybe”“maybe”

Focus on specific informationFocus on specific information Restrict the discussionRestrict the discussion

Examples:“Do you want to meet?”“Will you supply the water?”

Open QuestionsOpen Questions

Requires an answer other than “yes”, “no” or “maybe”Requires an answer other than “yes”, “no” or “maybe” Allows freedom to answer in many waysAllows freedom to answer in many ways Encourages person answering to explore their thoughts Encourages person answering to explore their thoughts

and feelingsand feelings Keeps people talking and bringing more informationKeeps people talking and bringing more information Usually use what, how, why, when, whereUsually use what, how, why, when, where

Examples:“What do you think about establishing a schedule?”“How could you help in bringing objective criteria to valuate this land?”

Clarifying QuestionsClarifying Questions

Explore what has been said to gain more informationExplore what has been said to gain more information Promote a clearer understandingPromote a clearer understanding

Examples:“What specifically do you mean when you say it’s your duty to block the road?”“Why does my proposal to meet with your mayor make you angry?”

Hypothetical QuestionsHypothetical Questions

Focus the speaker on potential situation, Focus the speaker on potential situation, scenarios or outcomesscenarios or outcomes

Introduce the speaker to what might Introduce the speaker to what might happen in a particular proposal on the happen in a particular proposal on the tabletable

Help the speaker explore the Help the speaker explore the consequences of proposalsconsequences of proposals

Examples:“What if the mayor cannot attend the meeting?”“What will you do if there is not enough firewood for everyone in the village?”


THANK YOU FOR YOUR ATTENTIONTHANK YOU FOR YOUR ATTENTION!!

Regional Initiator and Coordinator Regional Initiator and Coordinator in Central Asia for in Central Asia for Global Partnership for the Global Partnership for the Prevention of Armed Conflict:Prevention of Armed Conflict:

Raya Kadyrova, PresidentRaya Kadyrova, PresidentTel: (+996 312) 91 07 57Tel: (+996 312) 91 07 57FaxFax: (+996 312) : (+996 312) 91 08 5791 08 57E-mail: E-mail: [email protected]

raya kadyrova, president, ngo foundation for tolerance international, kyrgyzstan dialogue and...

Documents

conflict prevention

negotiation o

definitionsconflict

rules parties

latent conflictspositive

procedural justice

common problemsthird

establishment of justice