Hoorcollege 1: introduction Flashcards
Conflict
A contradiction between two or more parties who have contradictive goals. Can escalate or be an opportunity for improvement.
ABC conflict triangle of Galtung
Attitudes, behaviour and contradictions. Attitude = parties’ (mis)perceptions of each other/themselves
Behaviour = how the parties act
Contradiction = what the parties dispute over
Conflict transformation
More ambitious/radical. Idea that conflict can be necessary sometimes (winners are emancipating, used to be ignored). Using conflict to transform society.
Different stages of conflict
- Difference
- Contradiction
- Polarisation (stereotypes, negative perceptions, less dialogue)
- Violence
- War
- Ceasefire
- Agreement
- Normalisation (back to normal state, but hostile images still exist)
- Reconciliation (relationships and perceptions)
Conflict resolution theory
Try to prevent direct violence. Rather do preventative work by for example constructing institutions that strive for conflict resolution
3 critiques on conflict resolution theory
Traditional realism, traditional marxism and non-western critique
Critique of traditional realism on conflict resolution theory
International politics is seen as a battle between rivaling and ununifiable groups where power and coercion are the biggest values. Conflicts are not resolvable through soft power, but through violence.
Critique of traditional marxism on conflict resolution theory
The liberal conflict resolution theory is naive and theoretically uncritical, as it looks for reconciliation where it is not necessary and it doesn’t pick a side in unfair and asymmetrical conflicts. Sees violence as unavoidable when combatting conflict.
The Non-Western critique on conflict resolution theory
The western assumptions about conflict resolution are not universally applicable.
According to the traditional conflict resolution model, conflict resolution has to contain the following elements:
- It has to be multilevel
- It has to be multidisciplinary
- It has to be multicultural
- It has to be both analytical and normative
- It has to be both theoretical and practical
Consensual conflicts
Both parties want the same
Non-consensual conflicts
Both parties want something different
The 3 things that have to be present in conflict according to Galtung’s conflict triangle:
Contradiction (the thing the actors dispute over),
Attitude (the way someone feels/a perception/a misperception someone has before the conflict) and Behavior (the way someone acts during the conflict; People are continuously influenced by each other).
Conflict transformation
A process of engaging with and transforming the relationships, interests, discourses and, if necessary, the very constitution of society that supports the continuation of violent conflict. Transformation goes to a deeper level and gives the actors space to grow after the conflict
Direct violence
Is linked to behaviors; actually committing an act of physical violence. Is ended by changing conflict behaviour.
Structural violence
Is linked to contradiction; indirect violence, structurally unjust social discrimination, structurally not helping a specific group in a society. Ended by removing structural contradictions and injustices.
Cultural violence
Is linked to attitude; turning a blind eye to violence, justifying violence, coming up with reasons why violence wouldn’t be as bad. Ended by changing attitude.
Negative peace
The absence of violence or fear of violence.
Positive peace
The attitudes, institutions & structures that create and sustain peaceful societies. Removal of injustice, however, injustice is perceived differently by different actors.
Different levels of leaders and how to deal with conflicts at the levels:
Level 1: top leadership (leaders with high visibility) –> focus on high-level negotiations, emphasize cease-fire, led by highly visible single mediator.
Level 2: middle-range leadership (leaders respected in sectors) –> problem-solving workshops, training in conflict resolution, peace commissions and insider-partial teams.
Level 3: grassroots leadership (local leaders) –> local peace missions, grassroots training, prejudice reduction and psychosocial work in postwar trauma.
Het conflictboommodel
De wortels zijn de problematiek, de stam het voornaamste probleem en de takken zijn de effecten van het probleem.
Hoe moet je volgens klassieke modellen met conflicten omgaan?
Hoge prioriteit geven aan het verdedigen van de eigen belangen. Wanneer de belangen van het ene land botsen met de andere, dan gaat men over tot het negeren of het vernietigen van de ander.
5 ways of approaching a conflict
Contending (stand up for own interests)
Yielding (yield for others’ interests)
Withdrawal (both parties don’t stand up for their interests)
Compromising (both parties want to stand up for their interests and find a compromise)
Problemsolving (maximalisation of own and others’ interests)
Soft power
The ability to cooperate.
