CONFLICT RESOLUTION RESOURCE GUIDEBOOK
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:
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.
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.
#1: DIFFERENCES ARE NORMAL
8. Do not avoid it.
9. Plan for it.
10. Allow time to get through it.
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 villages -- people differ widely by class, tribal identity, caste, religion, ethnic group, gender and age. Within any single country’s government, different agencies hold sometime opposing views and often represent competing interests. Differing groups also may hold widely varying sets of factual information about a particular social issue for which a project is being considered or designed. Viewing differences about projects as normal and acceptable opens the possibility of seeing conflict as an important force for positive change when 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 non-violent 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.
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.
#2:
ALL PARTIES NEED TO BE INVOLVED FROM THE BEGINNING
11. get many points of view
12. consult with stakeholders early on about how a project design process should be organized
A second idea basic to conflict resolution is that it relies on the participation of all legitimate stakeholders in a dispute. No conflict can be considered resolved if any group whose interests are affected by a dispute have been left out of the process of deciding how to resolve the problem. This consideration arises, on the one hand, from an ethical commitment to giving people the chance to take part in making decisions that will affect their lives. It also derives from a practical consideration: 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:
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|Dispute Resolution in a Forest-Dependent Community in Peru |
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|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.|
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|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. |
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|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. |
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|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. |
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|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. |
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#3:
SOLUTIONS ARE EASIER TO FIND WITH ACCURATE AND AMPLE INFORMATION AND TRAINING
13. ask parties what information they feel should be considered
14. identify sources of factual agreement, disagreement and uncertainty
15. consider joint fact-finding
Third, in order to achieve the promise of a successfully implemented resolution to a conflict, conflict resolution processes rely on accurate and ample information. That is, they depend not only on improved communication between parties but also on good analysis of technical, scientific, social/cultural, legal and economic information. Resolving a dispute also may involve providing parties with information about innovative new options for solving the problem or about the technical feasibility of options being discussed. It can and should involve providing settings in which the local knowledge of resources that many different groups hold can be brought out, considered and taken into account. Above all else, it needs to be information that is not only 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.
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|THE PIPELINE AT BAHIA MALAGA: |
|An Example of Training Altering the Dynamics of a Negotiation |
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|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. |
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|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. |
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|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. |
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|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. |
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|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: |
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|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. |
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|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. |
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#4
CONFLICT RESOLUTION MECHANISMS SHOULD BUILD ON TRADITIONAL FOUNDATIONS
16. local mechanisms often enjoy legitimacy
17. use of traditional processes demonstrates respect for local culture and helps preserve it
18. but traditional mechanisms should not be accepted uncritically
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 point for designing processes to address public policy disputes (see box on "Key Characteristics of Public Policy Disputes").
Building on local foundations is important for at least two major reasons. First, local ways to resolve conflicts often have more moral legitimacy for the communities or social sectors that use them than “modern,” national or international 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.
|THE PEACE CONFERENCE AT AKOBO: |
|Adapting Traditional Forms to Current-Day Issues |
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|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. |
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|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 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]
22. 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.
• 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 |
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|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; |
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|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.|
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|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. |
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|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. |
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|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. |
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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. Sage Publications. Thousand Oaks, CA., 1995.
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 () 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@
Dimo Yagcioglu Conflict Resolution Page () 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 () maintains links to a wide variety of peace and conflict resolution resources annotated with information drawn from the providers.
ConflictNet () 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.11/conflict).
The Initiative on Conflict Resolution and Ethnicity, INCORE (), 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 policy-makers 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 (), 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: 44-1504-375510.
InfoManage International () 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 conflict-related “Current Groups in the News ... In their own Words”.
The Transnational Foundation () 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@
The Carter Center, () 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 () 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, () 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-
Conflict Management Group, CMG, ( ) 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@
Program on Negotiation at Harvard Law School () 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 () 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 () 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.
ADR Resources ( ) is a lawyer-oriented web-site that contains informative essays on alternative dispute resolution and mediation.
L'Arbitrage et La Médiation
() 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@
. () 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@
Minorities at Risk Project () 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 () 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@
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 ()) 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: 609-683-5888, Email:ethnic@
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
() 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; ethno-sociology 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 LISTINGS[7]
CONFLICT RESOLUTION CENTERS AND PROGRAMS IN
WESTERN EUROPE
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 LISTINGS[8]
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, 225-1019, 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 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.
ADDITIONAL LISTINGS[9]
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 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 peace-making initiative for S. Asia, two-track diplomacy, research and applications of conflict resolution to public policy, project experience in Kashmiri conflict.
ADDITIONAL LISTINGS[10]
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, 7-334-018, 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.
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 post-totalitarian 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.
ADDITIONAL LISTINGS[11]
CONFLICT RESOLUTION CENTERS AND PROGRAMS
IN NORTH AMERICA
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 conflict-related 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.
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 education program to support the process of democracy in that country.
Educators for Social Responsibility
23 Garden Street
Cambridge, MA. 02138
Tel: (617) 492-1764
Fax: (617) 864-5164
natlesr@
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
ffp@igc.
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 semi-independent 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 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@
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
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.
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@
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).
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, fast-track 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).
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.
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, problem-solving 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
28. East-to-East Program was devoted to promote professional competency, training standards, to develop Lithuanian Center capacity. Partners-Lithuania has exchanged trainers with Partners-Slovakia, Partners-Poland. The Program was supported by USIS and Open Society Fund Lithuania.
29. Building Civil Society on Local Level. The Project was carried out in cooperation with Partners-Slovakia, Czech, Poland and supported by Phare Democracy Program.
30. Designing and implementing training program for Baltic human rights activists. Trainers from Lithuania, Slovakia, Poland and Russia worked together. The project was supported by OSCE-ODIHR Human Dimension.
31. 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 USAID-Democracy Network Program.
Illustrative List of Client Organizations
32. Partners-Czech
33. Partners-Slovakia
34. Partners-Poland
35. NGO Information and Support Center, established by United Nations Democracy Program
36. Open Society Fund Lithuania
37. Lithuanian Labour Exchange
38. Pax Christi International
39. Lithuanian State and Commercial banks:
40. The State Commercial Bank of Lithuania
41. The Lithuanian Join-Stock Innovation Bank
42. 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.
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 non-profit organization. The staff-members 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
43. political system and the
44. economic system, but
45. 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
46. training in effective communication, conflict management and interest based negotiation
47. facilitation of decision making meetings and conferences
48. mediation in ethnic disputes and in disputes of civil organizations
Main Areas of Thematic Expertise
49. ethnic disputes and intercultural communication in local communities
50. team building and conflict management for corporate leaders and managers
51. facilitation of cooperative planning sessions for local government representatives, corporate leaders and NGO-leaders
52. PR training and media communication for trade union leaders
Multilateral Projects
53. 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)
54. project management for the European Union’s PHARE and Tacis LIEN program
55. co-facilitation of an international conference (closing and reporting conference of the USAID-supported projects of Eastern/Central European voluntary organizations)
56. facilitation in the European Festival in Szombathely (festival of the regional civil organizations, ethnic minorities and trade unions)
Illustrative List of Client Organizations
57. ERICSSON Telecom Company
58. Ombudsman’s Office
59. SOROS Foundation
60. Foundation for Self-Reliance (Alternative Nobel Prize winner)
61. Foundation for Environmental Partnership
62. Association of Autonomous Trade Unions
63. National Association of Hungarian Trade Unions (MSZOSZ)
64. Eotvos Lorand University, Social Policy Department
65. School of Politics “SZAZDVEG”
66. The Prime Minister’s Office for the
National and Ethnic Minorities
67. National Minority Government of the Gypsy Minority
Regional Social Resource Centers (Bekes, Budapest, Debrecen, Gyor, Nyiregyhaza, Sarbogard, Szolnok, Szombathely, Zalaegerszeg)
68. Chamber of Non-profit Service Providers
69. Center for Welfare Training in Salgotarjan
70. County of Assembly of Nograd County
71. County of Police of Nograd County
72. County Assembly of Szolnok County
73. County Police of Szolnok County
74. 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.
ICIMOD, International Centre for Integrated Mountain Development
GPO Box 3226
Kathmandu, Nepal
phone: 00-977-1-525313
fax: 00-977-1-524509
icimod@.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 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 1-800-MEDIATE
fax: (303)442-7442
cdr@
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-of-the-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 Asia-Pacific region, and Africa.
Main Areas of Dispute Resolution Expertise
75. Multi-party mediation of complex public policy, economic development, and environmental issues
76. Mediation of disputes within and between international organizations and their component parts, and publics with whom they interact
77. Facilitation of internal organizational planning, problem solving, and strategy design meetings
78. Facilitation of external public involvement meetings to build consensus among concerned stakeholders
79. Decision making and dispute systems design for the resolution of complex public or internal organizational issues
80. 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
81. Environmental and public policy dispute resolution - policy, regulatory, planning, and site specific. Specialization in water, air quality, landuse and wildlife conservation management issues.
82. 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.
83. Inter and intra-organizational facilitation and mediation - partnering, strategic planning, resolving inter-organizational and inter-agency disputes, resolving intra-agency conflicts.
84. Financial and commercial - training in debtor/creditor and lender/recipient negotiations, mediation of commercial disputes, establishing partnering and strategic alliance arrangements.
85. 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.
86. 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.).
87. Promoting multi-cultural cooperation and ethnic dispute resolution
Multilateral Projects
88. World Bank/City Government of St. Petersburg, Russia - Development of a historic preservation and economic development plan.
89. 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.
90. 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.
91. Sri Lankan Ministry of Justice and the Asia Foundation - project to design and implement a nation-wide civil dispute resolution system. Currently over 200 mediation boards are functioning in the nation.
92. 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.
93. 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.
94. 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
95. The Asia Foundation
96. GTZ (Germany)
97. International Academy of the Environment (Switz.)
98. LEAD International
99. Ministries (Environmental, Developmental, Foreign Affairs, Justice and Education in: Bulgaria, Canada, Hungary, Japan, Indonesia, Poland, the Netherlands, Russia and Turkey)
100. Non-Governmental Organizations in: Australia, Germany, Hungary, Indonesia, Kenya, New Zealand, Philippines, Poland, Russia, South Africa, Switzerland, and the West Bank
101. Organization on Security and Cooperation in Europe
102. Regional and local governments in Bulgaria, Indonesia, Philippines, Poland, Russia, Turkey
103. Salzburg Seminar
104. Soviet Academy of Sciences
105. The World Bank
106. United Nations - various agencies
107. Universities: Australia, Poland, Bulgaria, Lebanon
108. Agency for International Development
109. 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.
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:
110. understanding and managing social conflict
111. analyzing and dealing with conflict within organizations
112. labor-management negotiations
113. environmental negotiations involving many actors
114. negotiations for the administration sector
115. commercial/bank negotiations
116. consensus approaches to decision making
117. developing interpersonal skills for managing conflict
118. communication in conflict
119. 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
120. training
121. facilitation of decision making processes
122. mediation
Main Areas of Thematic Expertise
123. environmental
124. commercial/business/bank
125. local government
Illustrative List of Client Organizations and of Projects
Development of local government management skills through training of local government officials such as:
126. 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);
127. decision making, leadership, organizational communication, negotiation trainings for Siedlee and Wloclawek Voivodships (1993-4).
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:
128. 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);
129. 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:
130. 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)
131. 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:
132. negotiations and conflict management training project for employer organizations (such as The Confederation of Employers) and Solidarity Trade Unions (for representatives of National Commissions, Consultation-Negotiation Offices - for all job and qualification levels) (1991);
133. 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:
134. 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);
135. 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:
136. communication
137. planning
138. decision making
139. policy formulation and strategy implementation
140. delivery and implementation of agreed action plans
Main area of dispute resolution expertise
141. facilitation
142. partnering
143. public involvement process design
144. training
Main area of thematic expertise
145. environmental
146. construction industry
147. rural community economic empowerment
Illustrative List of Client Organizations
Private sector
148. Anglo American Bank, Botswana
149. Barclays Bank of Botswana
150. De Beers Farm Division
151. Engen
152. Ernst and Young
153. First National Industrial Bank
154. Illovo Sugar
155. Shell South Africa
Public sector
156. Cape Town City Council
157. Eastern Cape Government, Nature Conservation Division
158. KwaZulu-Natal Government, Department of Economic Affairs Tourism
159. South African Department of Water Affairs and Forestry
160. Southern Natal Joint Services Board
161. The Durban Metropolitan Council
Parastatals
162. Council for Scientific and Industrial Research
163. Lesotho Highlands Development Authority
164. Human Sciences Research Council
165. 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.
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.@
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 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:
166. energy
167. water utilization
168. ecosystem management
169. land-use
170. domestic and nuclear waste management
171. urban planning and revitalization
172. forests
173. transportation
174. environmental education
175. 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
176. Quebec city
177. Environment Canada
178. Montreal Urban Community
179. Canada Department of National Defense
180. Hydro-Quebec
181. Canada Department of Indians Affairs
182. Gaz Metro
183. Quebec Department of Natural resources
184. Quebec Board of Engineers
185. World Bank
186. UNESCO
187. International Academy for the Environment (Switzerland)
188. United Nations Development Program
189. Deutsche Gesellschaft fur Technische Zusammenarbeit
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 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.
FUNDACION AMBIENTE Y RECURSOS NATURALES (FARN)
Monroe 2142
1428 Buenos Aires - Argentina
phone/fax: (54-1) 788-4266 or (54-1) 787-3820
farn-cds@wamani.
Primary contact: Mr. Daniel Sabsay, Director
Organizational Overview
The Environment and Natural Resources Foundation (FARN) was founded in 1985. It is a non-governmental, non-partisan and non-profit 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
190. training
191. facilitation
FARN plans to offer environmental mediation services once its mediator teams are well trained.
Main Areas of Thematic Expertise
192. environmental
Multilateral Projects
Encuentro de los Andes (Gathering of the Andes): held by FARN with Fundacion Bariloche and the Fundacion Mediterrano, as a Latin-American 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 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:
193. Administracion de Parques Nacionales
194. Comision Nacional de Politica Ambiental [CONAPA]
195. Comision Tecnica Mixta de Salto Grande
196. Consejo Federal del Medio Ambiente [COFEMA]
197. Consejo para la Consolidacion de la Democracia-Direccion de FaunHonorable Congreso de la Nacion-Instituto Federal de Estudios Parlamentarios - H. Senado de la Nacion
198. Instituto Nacional de Administracion Publica
199. Secretaria de Energia
200. Secretaria de Recursos Naturales y Ambiente Humano
Governments of:
201. Sweden
202. United Kingdom
203. Canada
204. Paraguay
205.
206. Argentina
International Organizations
207. Interamerican Development Bank
208. The World Bank
209. Comision Economica para America Latina y el Caribe de las Naciones Unidas [CEPAL]
210. European Union; Organizacion Iberoamericana de Cooperacion Intermunicipal [OICI]
211. Panamerican Health Organizations [PAHO]
212. United Nations Development Programme [UNDP]
213. United Nations Environment Programme [UNEP-ROLAC]
Foreign NGOs:
214. Foreign NGOs:Amigos de la Preservacion Ambiental [APA] (Uruguay)
215. Asociacion Uruguaya de Derecho Ambiental [AUDA]
216. International Chamber of Commerce
217. Centro Agronomico Tropical de Investigacion y Ensenanza [CATIE]
218. IUCN Dutch Committee
219. Comite Pro Defensa de la Flora y Fauna [CODEFF] (Chile)
220. Federacion Espanola de Municipios y Provincias (Espana)
221. Fundacion Futuro Latinoamericano (Ecuador)
222. National Audubon Society
223. Fundacion Moises Bertoni (Paraguay)
224. Fundacion Natura (Ecuador)
225. Instituto de Integracion para America Latina [IDIAL] (Paraguay)
226. RESOLVE (USA)
227. Sociedad para la Defensa del Pantanal [SODEPAN] (Brasil)
228. Centro de Investigacion y Promocion Franciscano y Ecologico [CIPFE] (Uruguay)
229. Instituto Gaia (Brasil)
230. Fundacion Ecotropica (Brasil)
231. Foro Siglo XXI (Paraguay)
232. World Resources Institute [WRI] (USA)
233. World Conservation Union [IUCN]
234. World Wildlife Fund [WWF]
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 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 multi-disciplinary 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
235. research
236. training
Main Areas of Thematic Expertise
237. 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 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
238. United Nations Environment Program
239. United Nations Development Program
240. Food and Agricultural Organization
241. World Health Organization
242. UNESCO
243. Land Tenure Center/Madison-Wisconsin
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.
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 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 non-governmental 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
244. training
245. process design
246. mediation
247. 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 dialogues involving the highest level governmental and non-governmental actors.
Multilateral Projects
248. European Bank for Reconstruction and Development
249. Sustainability Challenge Foundation
250. United Nations Development Programme
251. United Nations Commission on Sustainable Development
252. World Trade Organization
Illustrative List of Client Organizations
·
253. American Cancer Society
254. American Oil Company (AMOCO)
255. Canadian Medical Association
256. Council on Foundations
257. Delaware Department of Natural Resources and Environmental Control
258. Dutch Ministry of Housing Spatial Planning and Environment
259. Fondazione Eni Enrico Mattei
260. Guinness PLC
261. Massachusetts Department of Environmental Protection
262. Montana Consensus Council
263. Northern Oxford County Coalition
264. The Surdna Foundation
265. US Army Corps of Engineers
266. US Department of Defense
267. US Department of Energy
268. US Environmental Protection Agency
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 problem-solving 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
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.
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.
269. Conducting training programs and seminars for all administrative levels and in the specializations needed by government and private institutions.
270. 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.
271. Offering administrative consultations for the government and the private institutions.
272. 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.
273. 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:
274. 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.
275. 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.
276. Seminars and Sectoral workshops directed to the top management employees
277. Specialized management programs deal with certain functional areas such as hospital administration, seminars and conferences, project management, etc.
278. Specialized programs in finance and accounting.
279. Specialized programs in computer.
280. Special programs for participants from Arab countries.
281. Special programs in cooperating with Arab organizations.
Consultations are provided to various government and private institutions upon their request in the following areas:
282. organization and reorganization
283. filing
284. procedure simplification
285. job description
286. 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 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.
Main Areas of Thematic Expertise
287. Conflict Resolution in Forest Resource Management
288. Certificate Course in Community Forestry
289. Community Forestry Extension
290. Participatory Management of Protected Area
291. 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:
292. Sichuan Forestry Department, China
293. GTZ, Germany
294. Centre for Environmental Law, New Delhi, India
295. Society for Promotion of Wasteland Development, New Delhi, India
296. Ford Foundation, India
297. IBRAD, Calcutta, India
298. Bina Swaday, Jakarta, Indonesia
299. Community Forestry Unit, FAO, Rome
300. FAO, Kathmandu, Nepal
301. ICIMOD, Kathmandu, Nepal
302. Nepal-UK Forestry Research Project, Kathmandu, Nepal
303. Department of Forestry, Nepal
304. Nepal-Australia Community Forestry Project, Nepal
305. WATCH, Kathmandu, Nepal
306. WWF, Thailand, Pakistan
307. SUNGI Development Foundation, Islamabad, Pakistan
308. College of Forestry, UPLB, Los Banos, Philippines
309. Chulalongkorn University, Faculty of Arts
310. 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.
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
311. Conflict Resolution Intervention: IDR helps organizations develop the skills to resolve conflicts and create policies to prevent their recurrence.
312. 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 actual cases. Workshops employ a combination of interactive exercises, instruction, videotaping, case studies, and simulations.
313. 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.
314. Conflict Resolution Capacity-Building 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
315. environmental disputes
316. ethnic and cultural disputes
317. economic development issues
318. organizational conflicts
Multilateral Projects
319. Facilitation of national NGOs meeting in advance of the Summit of Americas Heads of State mooting in Santa Cruz, (Inter-American Development Bank)
320. 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)
321. Resolution of an environmental dispute which threatened Ecuador’s shrimp and banana industries, (United Nations Development Program)
322. Environmental negotiation training for ministries of environment from 13 countries along the Danube River, (United Nations Development Program)
323. Professional Development Program for Diplomats, (United Nations)
324. Workshop in creative thinking, (International Finance Corporation World Bank)
Illustrative List of Client Organizations
PVOs/NGOs
325. National Institute for Dispute Resolution
326. Center for Environmental Policy
327. Center for Law and Society
328. Fundacion Futuro Latinamericano
329. Institute for Public-Private Partnerships
330. Institute of World Affairs
Universities
331. American University
332. St. John’s University
333. Cornell University
334. University of Virginia
Government
335. United States Information Agency
336. United States Institute of Peace
337. United States Office of Personnel Management
Corporations/Associations
338. Caltex Corporation
339. 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 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.
The result of the dialogue was a final declaration stating that the 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.
Conflict Management Group (CMG)
20 University Road
Cambridge, MA 02138
phone: (617) 354-5444
fax: (617) 354-8467
cmg@igc.
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 decision-making 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, consensus-building, and mediation. CMG also facilitates the building of institutions, in various parts of the world, for the prevention and ongoing management of conflicts.
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.
340. The Canadian Centre for Management Development - negotiation training and consultation
341. The Institute for Multi-Track Diplomacy - community reconciliation work in Cyprus
342. the Peruvian Association of Negotiation, Arbitration, and Conciliation - capacity building in ADR in Peru
343. the Center for the Integration and Application of New Behavioral Sciences (Uruguay) - training of health ministers
344. the Centre for Conflict Resolution (South Africa) - community reconciliation and institutionalization of conflict resolution capabilities
345. the Korea Institute for International Economic Policy - diplomatic training
346. the Foundation on Inter-Ethnic Relations (Europe) - consultation to the High Commissioner on National Minorities
347. the Russian Academy of Sciences Institute of Ethnology and Anthropology - monitoring ethno-national conflict in the FSU
CMG clients represent a large cross-section of domestic and international organizations and interests. CMG has provided negotiation and diplomatic training for:
348. Broken Hill Proprietary Company Limited (BHP)
349. the Federal Republic of Germany
350. the Finnish Foreign Ministry
351. the Greek Foreign Ministry
352. the US State Department
In addition, CMG has provided consultation, facilitation, and process design advice to clients such as:
353. Boston Public Schools
354. CTV
355. the Ontario Human Rights Review Task Force
356. the Organization for Security and Cooperation in Europe
357. the Soviet Foreign Ministry/Soviet Diplomatic Academy
358. 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.
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.
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.
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:
359. Conflict Management Skills Training
360. Facilitation of Meetings
361. Ethnic Conciliation Commissions
362. University and Academic Programs
363. East-to-East Training-for-Trainers Program
Main Areas of Thematic Expertise
Facilitating meetings of a US AID-funded 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.
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:
364. Development of a cooperative program for identification of sewage leaks and industrial pollution.
365. Implementation of collaborative methods of waste collection and clean-up methods.
366. Formation of a Slovak-Hungarian cooperative research and planning team to monitor pollution levels and design methods for the prevention of further environmental degradation.
367. Cross-border access to emergency medical care, school exchange, commerce and tourism.
368. Establishment of a Slovak-Hungarian committee to discuss common economic challenges, tourism issues, and cross-cultural activities.
Partnerships
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
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-Slovakia
Cervenova 4
813-03 Bratislava, Slovakia
phone: (42-7) 531-8074, (42-7) 531-8073
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
369. Organizational
370. Business
371. Labor
372. Political
Illustrative List of Client Organizations
373. United Nations
374. UNICEF
375. UNESCO
376. University for Peace
377. UNDP
378. WHO-Panamerican Health Organization
379. Organization of American States
380. Red Cross
381. Federation of Business Chambers in Central America
382. 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.
Primary contacts: John Marks and Karen Sirker
Organizational Overview
Search for Common Ground (SCG) is an independent, non-profit, and non-governmental 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, Macedonia, the Middle East, South Africa, and Ukraine, we have field-tested 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
383. World Bank
384. United Nations
385. European Union
386. UNDP
Illustrative List of Client Organizations
387. Center for Ethnic Relations of Cyril and Methodius University (Macedonia)
388. Center for Conflict Resolution (Cape Town, South Africa)
389. Consensus Building Institute (Cambridge, MA)
390. Centro Studi di Politic Internazionale (Rome)
391. Donetsk Regional Mediaton Group (Ukraine)
392. Gaza Community Mental Health Center (Gaza City)
393. Ibn Khaldoun Center for Development Studies (Cairo)
394. International Dialogue (Brussels)
395. International Peace Research Institute (Oslo)
396. Jordan Institute for Public Administration (Amman)
397. Lebanese Center for Policy Studies (Beirut)
398. National Center for Middle East Studies (Cairo)
399. Netherlands Institute for International Relations (The Hague)
400. Service for the Settlement of Labor Disputes, Ministry of Labor, Russian Federation (Moscow)
401. Tami Steinmetz Center for Peace Research (Tel Aviv)
402. United Nations Special Representative of the Secretary General (Bujumbura)
403. 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.
Fundacion Futuro Latinoamericano
Av. Amazonas 3741 Y Corea
Casilla 17-17-558
Quito, Ecuador
phone: 5932-435521/435491/461273
fax: 5932-462204
ffa1@.ec/ffla2@.ec
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
404. International Institute of Sustainable Development (Canada)
405. Union Internacional para la Conservacion de la Naturaloza - UICN
406. Union Internacional para la Conservacion de la Naturaloza - UICN-SUR
407. Swiss Coalition of Development Organizations (Suiza)
408. National Round Table on the Environment and the Economy - NRTEE (Canada)
Illustrative List of Client Organizations
409. Asociacion de Investigaciones y Estudios Sociales - ASIES (Guatemala)
410. Business Council for Sustainable Development de America Latina
411. Camara de Industrias de Cuenca - CIC (Ecuador)
412. Centro de Economia y Recursos Naturales - CERENA (Bolivia)
413. Centro de Estudios y Accion Social Panameno - CEASPA (Panama)
414. Centro de Educacion Popular (Republica Dominicana)
415. Centro Interdiscipinario de Estudios sobre Desarrollo - CIEDUR (Uruguay)
416. Centro para el Estudio y la Promocion del Desarrollo - DESCO (Peru)
417. COCIBOLCA (Nicaragua)
418. Comision Asesora Ambiental de la Presidencia de la Republica (CAAM)
419. Comision de Estrategia y Planeacion Amibental - IUCN
420. Conservation International (EEUU-Brasil)
421. Corporacion Andina de Fomento (CAF-Venezuela)
422. Corporacion OIKOS (Ecuador)
423. CODDEFFAGOLF (Honduras)
424. Foro Ecologico (Peru)
425. Fundacion Ambiente y Recursos Naturales - FARN (Argentina)
426. Fundacao Biodiversitas (Brasil)
427. Fundacion para la Defensa de la Naturaleza - FUDENA (Venezula)
428. Fundacion Participa (Chile)
429. Fundacion Polar (Venezuela)
430. Instituo de Acao Popular (Brasil)
431. 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.
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.
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.
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 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.
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, non-Ecuadorian 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.
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 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 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.
1255 23rd Street, N.W. – Suite 275
Washington, D.C. 20037
Tel: 202-944-2300
FAX: 202-338-1264
e-mail: gbingham@
Primary contacts: Gail Bingham, President; Suzanne Orenstein, Vice President
Organizational Overview
RESOLVE is a neutral, non-profit 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 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
437. pollution prevention
438. dioxin forums
439. drinking water
440. endangered species
441. environmental impact assessment
442. fisheries
443. forestry (esp. forest mgmt.)
444. hazardous waste disposal
445. irrigation
446. protected areas
447. river management
448. waste management
449. water allocation
450. water policy
451. 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) -- consensus-building 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.
Illustrative List of Client Organizations
452. American Water Works Association
453. Rockefeller Foundation
454. State of Alaska
455. The Nature Conservancy
456. United States Agency for International Development
457. United States Department of Commerce -- National Oceanographic and Atmospheric Administration
458. United States Department of the Interior
459. Water Environment Federation
460. World Wildlife Fund
461. Regional Community Forestry Training Center (RECOFTC), Kasetsart University, Bangkok
462. United Nations Food and Agriculture Organization
463. United Nations Development Program
464. Non-government organizations in fifteen countries of Latin America, six countries of Central Europe and fourteen countries of Asia
465. 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:
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, decision-making 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 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..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 re-educate 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 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 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 non-governmental 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.
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
469. training
470. developing teaching materials
471. research
Main Areas of Thematic Expertise
472. Intercultural
473. Environmental
474. Organizational
Multilateral Projects
Institute of Developing Economies (Tokyo)
Interamerican Development Bank
Illustrative List of Client Organizations
475. British Petroleum
476. Coca Cola
477. Unysis
478. Bristol Myers Squibb
479. ATT
480. Microsoft
481. General Motors
482. Shell
Sample Project
So far we have chosen to not offer 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 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 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 community-level organizations.
.
Alejandro Ponieman
Avenida Córdoba 1233, Piso 7 (1055)
Buenos Aires, Argentina
phone: 00 54 1 816-0485 or 816-0532
fax: 00 54 1 804-9387 or 816-0077
alvear@
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
483. Training
484. Mediation
485. Facilitation.
Main Areas of Thematic Expertise
486. Education
487. Environment
488. Commercial
489. Intercultural
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
490. Universidad del Salvador
491. Universidad de Palermo
492. Universidad Blas Pascal (Argentina)
493. FARN (Argentina)
494. CARI (Argentina)
495. Confederación General Económica
496. Unión Argentina de la Construcción
497. Armada Argentina (Argentine Navy)
498. Instituto de Medicao (Brazil)
499. Negotiation Institute (New York, USA)
500. Tech Law (Washington, DC, USA)
501. Cámara de Comercio de Bogotá (Colombia)
502. Cámara de Comercio de Buenos Aires
503. Cámara de Comercio de Montevideo (Uruguay)
504. Cámara de Comercio de Brasileira Argentina de Industria y Comercio (Porto Alegre, Brazil)
505. Cámara de Comercio de Argentina-Uruguay
506. Interamerican Bar Association
507. American Bar Association (Dispute Resolution Section)
508. City of Buenos Aires (Environment Section)
509. CONEA (National Commission for Atomic Energy)
Asociación Interamericana de Mediación
(Interamerican Mediation Association)
Avenida Córdoba 1233, Piso 8 (1055)
Capital Federal
Buenos Aires, Argentina
phone: 00 54 1 816-0043 or 816-3784
fax: 00 54 1 816-0077 or 816-9387
alvear@
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:
510. promote and disseminate the existence of alternative means to resolve conflicts;
511. implement educational campaigns to reverse the litigating mentality and foster mediation practice;
512. promote the teaching of negotiation and mediation techniques directed at resolving conflicts by consensus and not through imposition of solutions;
513. identify and train mediators from among various professions;
514. 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;
515. associate with foundations, official and private agencies, enterprises and professionals with the goal of sharing, disseminating and systematizing the use of alternative dispute resolution strategies;
516. 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
517. Training
518. Mediation
519. Facilitation
520. Research.
Main Areas of Thematic Expertise
521. Commercial
522. Environmental
523. International Disputes
Illustrative List of Client Organizations
524. Universidad del Salvador
525. Universidad de Palermo
526. Universidad Blas Pascal (Argentina)
527. FARN (Argentina)
528. CARI (Argentina)
529. Confederación General Económica
530. Unión Argentina de la Construcción
531. Armada Argentina (Argentine Navy)
532. Instituto de Medicao (Brazil)
533. Negotiation Institute (New York, USA)
534. Tech Law (Washington, DC, USA)
535. Cámara de Comercio de Bogotá (Colombia)
536. Cámara de Comercio de Buenos Aires
537. Cámara de Comercio de Montevideo (Uruguay)
538. Cámara de Comercio de Brasileira Argentina de Industria y Comercio (Porto Alegre, Brazil)
539. Cámara de Comercio de Argentina-Uruguay
540. Interamerican Bar Association
541. American Bar Association (Dispute Resolution Section)
542. City of Buenos Aires (Environment Section)
543. 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@
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; UN-DDMS 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.
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
544. Amideast
545. Conflict Management Group
546. Meridian International Center
547. CDR Associates
548. USAID
549. USIA
550. Carter Center
551. CARE
552. World Vision
553. NTL
554. 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 Greek-Cypriot communities who can manage a citizen-based, internal, bicommunal process of trust-building, 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.
-----------------------
[1] 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.
[2] 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.
[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.”
[4] Communication with Prof. Mohammed Abu-Nimer, Coordinator of the Peace and Conflict Program, Guilford College.
[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.
[6] All diagrams and definitions are drawn from RESOLVE training materials. Copyright RESOLVE, 1996. All rights reserved.
[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.
[8] The listings below were provided by World Bank staff. The work of the organizations listed below is not well known to
the document authors.
[9] The listings below were provided by World Bank staff. The work of the organizations listed below is not well known to
the document authors.
[10] The listings below were provided by World Bank staff. The work of the organizations listed below is not well known
to the document authors.
[11] The listings below were provided by World Bank staff.
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