MeTA multi-stakeholder processes workshop for MeTA pilot countries in Wageningen UR Centre for Development Innovation, January 2010.

1. 1/11/2010
MeTA Multi Stakeholder Processes
Workshop for MeTA pilot Countries
Ghana, Jordan, Kyrgyzstan, Peru, Philippines, Uganda, Zambia
6 Resistance and Conflict Management
Simone van Vugt/ Karen Verhoosel
Wageningen UR Centre for Development Innovation
January 2010
Wheel of resistance
ST
S
IE
Coaching Bigger picture
RA
IT
AC
T
EG
AP
Y
Training
C
Lack of Lack of
capacity understanding
Exercise Lack of Definition
motivation
Recognition Participation
COMMITMENT
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2. 1/11/2010
Exercise
Think of an intervention of change you would like to discuss
with the stakeholders.
Which most important signs of resistance would you likely
find?
From where comes the resistance? Catogorise in 3 causes:
not wanting
not enough capacity
no understanding
Think about some actions you could take in order to go about
the resistance by use of the resistance wheel.
Mention 10 good reasons why a stakeholder
shows resistance against change.
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Reasons of resistance
1. Stakeholder does not like surprises.
2. Stakeholder does not want to loose controle
3. Stakeholder does not want insecurity
4. Stakeholder does not want to loose routine
5. Stakeholder does not want to loose face
6. Stakeholder does not want more workpressure
7. Stakeholder sees real risks and danger
8. Stakeholder won’t like it when less good history repeats
itself
9. Stakeholder does not want to deal with personal effects
10. Others???
CONFLICT MANAGEMENT
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How do you manage resistance and conflicts?
Conflict styles of Kilman! Do the test.
Accommodating
Collaborating
Caring for Human
Relations Compromising
Avoiding Competing
Caring for results
Conflict & conflict mangement
What do we mean by ‘conflict’?
What do we mean by ‘conflict management’?
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5. 1/11/2010
Conflict Management (Moore, 1987)
“All societies, communities, organizations, and
interpersonal relationships experience conflict at
one time or another in the process of day to day
interaction. Conflict is not necessarily bad, abnormal
or dysfunctional: it is a fact of life”
The problem lies rather in how the conflict is
managed.
Conflict management is about helping people in
conflict to develop an effective process for dealing
with their differences.
Conflict assessment & management
Conflict assessment: analysis, types of conflicts,
phases in the conflict process
Conflict management: tools and techniques to
handle conflicts, with a specific reference to
negotiation
See also:
http://portals.wi.wur.nl/ppme
http://portals.wi.wur.nl/msp
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6. 1/11/2010
1. Conflict typology
a) Data or fact conflicts
b) Needs or interest conflicts
c) Structural conflicts
d) Value conflicts
e) Relationship conflicts
a. Data or fact conflicts
Caused by:
lack of information, spreading of inaccurate information or
misinformation, different views on what are relevant data,
different interpretations of available data, or different
assessment procedures.
Solution:
reach agreement of which data are important, agree on
data collection procedures, develop common criteria for
data assessment.
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7. 1/11/2010
b. Needs or interest conflicts
Due to perceived or actual competition between interests
that are:
Substantive: eg the fishing grounds, the forest
Procedural: eg incentives, fees or levies
Psychological: eg environmental awareness
Solutions:
focusing on interests instead of positions, looking for objective
criteria, developing integrative solutions addressing the needs of all
parties, searching for ways of expanding options or resources,
developing trade offs satisfying interests of different strength, hence
sharing the benefits of the project.
c. Structural conflicts
Proceed from geographic, physical or environmental factors
as well as time constraints that hinder co operation.
Caused by:
lack of appropriate procedures and legislation, the general set up and
role distribution of a situation, unequal power and authority in the
decision making process, negative patterns of behavior and
interaction, the unequal control, ownership or distribution of
resources.
Solutions: clear definition and acceptance of roles and levels
of authority, reallocation of rights and entitlements,
relocation of the negotiation platform at a convenient
distance from the field, the establishment of a fair,
transparent and acceptable decision making process
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8. 1/11/2010
d. Value conflicts
Caused by cultural differences.
Are part of the indigenous knowledge and at the
basis of people choices and priorities.
Ignoring value differences can cause a great deal of
trouble
Solutions:
Parties should agree to disagree on their own values while
looking for a common superior goal they can all share.
e. Relationship conflicts
Involve strong disagreement between deciders on the basis
of strong emotions or dislikes, misperceptions or
stereotypes, poor communication leading to an accumulation
of wrong assumptions, and repetitive negative behavior.
Solutions:
install appropriate communication channels, people to learn to control
their expression and build positive perception skills in order to
develop a positive problem solving attitude. The people with negative
attitudes can be removed from their position or made harmless.
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2. Conflict Process
Full Fledge
Conflict
Intensity
Stalemate
Erupting Resolved
Dormant Time
The conflict process: differences over time
Potential or dormant conflicts. Use consensus building or
relation building
Erupting conflicts, with positions being developed. Use a
range of options, depending on nature of conflict and
relationship among parties
Evolving conflicts:
Evolving towards a stalemate: use mediation or arbitration
Evolving towards a resolution/abatement: no assistance
needed
Resolved conflicts: make use of “social capital” gained
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3. Continuum of conflict management and
resolution approaches
Two extremes
Left side extreme: private, by parties themselves
Right side extreme: extralegal and/or coercive
Continuum of conflict management
Avoi Discuss Negotiat Media Admini Arbitra Judicial Legislati Direct Vio
dance ion ion tion strative tion Deci sion ve Action lent
Decision Decision Action
Private, by the parties Third Authoritative, by third Legal authoritative Extralegal
themselves, or third party party party Coercive
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11. 1/11/2010
Techniques to handle conflict management
Techniques to handle conflict management
De personalisation: go back to the facts beyond
personal feuds
Fractionation: attempt a stepwise resolution per
component
Relocation: reformulate diverging pre occupation to
where the possible solutions will meet
Techniques to handle conflict management
Techniques to handle conflict management
Neutrality: move to a nice and neutral meeting place
Appeasement: build friendly relationships between
people using icebreaker and social events
Language: rewrite or rephrase positions in other
terms that will be received as “non offensive”
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12. 1/11/2010
Sources of and solutions to people’s problems
Differences on perception > try to understand each
other
Emotions > acknowledge emotions and try to
understand their source
Communication > active listening
Generally: build up good relations!
Non Violent Communication
Don’t judge and blame
Understand others feelings
Understand others needs
Express your feeling
Point to specific issues that create this feeling
Express your needs
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13. 1/11/2010
Thank you!
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