FRAMING

THE CONCEPT
OF
CONFLICT
Grace J Rebollos
24 March 2022
What do
you see?

2
What
do
you
see?
What
do
you
see?
What
do
you
see?
What
do
you
see?
What
do
you
see?
What
do
you
see?
CONFLICT
vs.
 Is NOT violence

Friction / disagreement
CONFLICT between two or more parties
(individuals or groups) who
have or think they have
different irreconcilable goals.
 Psychological Environmental
Physical Social

Prevent people from reaching their

full human potential
 MATERIAL / RATIONAL
“Scarce Parties focus on
resources”
some external
resource

SOCIAL / RELATIONS

Parties focus on
“Interferencef
rom others”
relationships and
social structure
SYMBOLIC
“Perceptions” Parties focus on
competing
“Expressions world views
of Conflict”
and meaning-making
systems (lenses)
 Inter-group

Intra-group

Inter-personal

Intra-personal
 Surface Conflict
Types Open Conflict
Behavior
of
Conflict
No Conflict Latent Conflict

Goals
 Surface Conflict
has shallow or no roots and
may be only a misunder-
standing of goals that can
be addressed by
Types means of improved
communication
of No Conflict
Conflict (Some consider this
preferable)
Open Conflict
deep-rooted and very
visible; may require actions
that address both cause
and the visible effect.
.
Latent Conflict
below the surface;
may need to be brought
into the open before it
can be effectively
addressed.
 Can conflict be avoided?
NO
CONFLICT ?
Difference is natural.
.
 A way of seeing

“Conflict can be an
opportunity to work
for
a common goal. No
one has to lose.”
  Conflict prevention

 Conflict settlement
Peaceful
Responses
to  Conflict management

Conflict  Conflict resolution

 Conflict transformation
 Aim: Strategy:

To prevent Address conflict

Conflict the outbreak when it is still latent
prevention of violent with the hope of
conflict. preventing it from
escalating to
violence.
 Aim Strategy
To end Address open
Conflict violent conflict with the
settlement behaviour hope that
by agreement can
reaching end violence
an
agreement
 Aims to limit and avoid future
Conflict violence by promoting positive
management behavioural changes in the parties
involved.
 Aim Strategy
To build new Address open
and conflict with the
Conflict lasting relationships hope that the
resolution between
: hostile underlying
groups by dealing incompatible goals
with the causes of will be surfaced and
conflict be addressed.
 AIM STRATEGY
Addresses the wider The most thorough
social and political and far-reaching
sources of conflict strategy that needs
Conflict and seeks to the longest and most
transforma transform the wide-ranging
tion negative energy into commitment.
positive social and
political change.
 CONFLICT
INTERVENTION
Latent / Hidden Surface Open
Conflict Prevention

Conflict Settlement

Conflict Management

Conflict Resolution

Conflict Transformation
 Problem- Person seen Issue
solving as problem proliferation Triangle

P
Disagree but Shift from Multiplication “Talk about” not
share problem disagreement of issues from “talk with”
to personal specific to
C antagonism general
O D
N E
S MORE VIOLENCE S
T T
R LESS TRUST R
U U
C C
LESS ACCURATE COMMUNICATIONS
T TI
I V
LESS DIRECT CONTACT E
V
E
 Reaction & HOSTILITY Polarization
escalation

An eye for Full blown Change in social

an eye, a Antagonism organization
C tooth for a >>>>>>>>>>>>>
O tooth. Hostility D
N E
S S
T MORE VIOLENCE T
R R
U LESS TRUST U
C C
T LESS ACCURATE COMMUNICATIONS TI
I V
V E
LESS DIRECT CONTACT
E
The ABC Triangle of Violence
The iceberg above the sea represents Domestic Violence,
what you can see of the conflict Fighting, Rido, Village
Raids

Elections, food price hikes,

The shoreline represents religious festivals
potential triggers to the conflict
Proximate Causes of
Conflict The ice beneath the sea Economic recession,
represents the underlying drivers migration flows
of conflict

Perceived persecution /
Underlying drivers of conflict marginalization of
one ethnic group,
elite resource
capture
Deep historical grievances
Colonialism, cultural
Long standing cultural
norms, Biases and
norms
prejudices, ancestral
 ACTION
• Control the behavior
•Violence reduction
to promote
negative peace

ACTION
• Work to change attitude
and context
•Violence reduction
to promote
positive peace
 HIGH SMOOTHING COLLABORATING
Importance
R
E
L
A
T
I CONFLICT MANAGEMENT
O STYLES
N
S
H
I
P WITHDRAWING FORCING
S
LOW HIGH
Importance
GOALS
 HIGH SMOOTHING COLLABORATING
Importance
R
E
L
A
T
I
O
N
S
H
I
P WITHDRAWING FORCING
S
LOW HIGH
Importance
GOALS
 HIGH
Importance
R
E
L Surrender your own
Working together
A to find a
wishes and needs to
T accommodate the mutually
beneficial solution
I
other person
O Finding a middle
N ground in which each
S party is partially
satisfied
H
I Asserting your viewpoint at the
You avoid or postpone a conflict potential expense of those
P by ignoring it or not rising to it involved
S
LOW HIGH
Importance
GOALS
 HIGH SMOOTHING COLLABORATING
Importance
R
E
L
A
T
I
O COMPROMISING
N
S
H
I
P WITHDRAWING FORCING
S
LOW HIGH
Importance
GOALS
 WHERE DO WE STAND?
Our Roles in the Progression of Conflict
STATIC UNSTABLE DYNAMIC
3. Negotiation 4. Sustainable
Peace
1. Education 2. Confrontation

Latent
Violent Conflict /War
Educator, Researcher, Advocate
Conciliator, Convenor, Decoupler
Unifier, Enskiller, Trainer, Envisioner
Mediator, Guarantor, Facilitator, Moderator
Peacekeeper, Observer, Monitor, Enforcer
Reconciler, Enhancer, Rehabilitator, Developer
CONFLICT The Turtle and
MANAGEMENT
VIDEO the Rabbit