BASICS OF CONFLICT RESOLUTION RESOURCES AND STRATEGIES.DOC

These centers and individuals offer a wide a range of expertisefrom the training of NGOs and indigenous communities to the design ofbroad consultative approaches to structural conflicts

BASICS OF CONFLICT RESOLUTION: RESOURCES AND STRATEGIES

This paper was prepared by RESOLVE, Inc., with Christine Pendzich as leadauthor It was part of a program of activities on conflict resolution strategies forparticipatory management, task managed by Betsy McGean under the overallsupervision of Deepa Narayan Valuable guidance was provided by the ConflictResolution Advisory Group consisting of Shelton Davis, Steve Holtzman, MirandaMunro, 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 theresource book, Shelton Davis, Betsy McGean, Miranda Munro and DeepaNarayan Thanks to Katrinka Ebbe and Anders Rudqvist for the final review andediting of the paper and to Cristina Tumale for the formatting

Development interventions often change the power relationshipsbetween different groups in society They may also change these groups'relationship to the environment Some groups stand to lose while others gainfrom such interventions and as a result conflicts may emerge Conflicts ordisputes are a normal part of social interaction, but when they becomedysfunctional they have a negative impact on all who are involved Participatorydevelopment, involving different groups with different interests in commonproject undertakings, may also entail disputes and conflicts as part of theprocess Effective mechanisms and techniques for conflict prevention,management and resolution are thus necessary for resolving conflicts or keepingthem within acceptable limits

The field of conflict or dispute resolution rests on a few critical ideas about thenature of conflict and how it can be managed These ideas also have importantpractical implications Among diverse individuals or groups it is normal fordifferences to emerge Nations, regions and villages differ widely by class,ethnicity, religion and gender Government agencies may hold opposing views orrepresent different interests Factual information about issues and projects maydiffer across groups Perceptions of conflicts as well as conflict resolutionprocedures differ between cultures (e.g majority vote in Western societies anddeliberation until consensus is reached in some traditional societies) Acceptingdifferences as normal, identifying latent and emerging conflicts and theperspectives and interests that lay behind them, are requirements forconstructive and culturally appropriate conflict management

Conflict management efforts need to involve all key stakeholders in theprocess Transparency and information-sharing from the start of a developmentproject can eliminate conflicts caused by incomplete or distorted knowledge.Acceptance and ample space for criticism and non-violent expressions ofdifferent interests or viewpoints can prevent the development of moreaggressive and destructive forms of conflict In some cultures it may be difficult

to openly reveal existing conflicts and in such cases special sensitivity andanalysis of the situation of marginalized groups are needed

Project work in developing countries raises many complex and sensitiveissues To what extent and how should a task team member intervene to bringpoor and other marginalized groups actively into the design of a project? Whatkind of resources should be provided to facilitate indigenous groups' participation

in a project negotiation? Can conflict resolution strategies be used to addressconflicts that include corruption or violence? None of these questions havesimple answers They can only be addressed in the course of the particularproject in a particular cultural and political context Familiarity with conflictresolution 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 thetools and techniques of conflict resolution and;

• give Task Team staff a reference guide (including names, descriptionsand contact numbers) to dispute resolution specialists in countries

around the world

The first chapter of the document lays out the basic framework of conflictresolution, provides an introduction to the premises, strategies and techniques ofthis problem solving approach It assumes little prior knowledge of conflictresolution on the part of its readers It also assumes that most documentreaders do not plan to become specialists in conflict resolution themselves Theymay, however, wish to bring people who are highly skilled and knowledgeable inthe field into their project design and implementation teams 1

The heart of the document is its listing of highly skilled dispute resolutionspecialists and centers (Chapters 2-7) The listing covers a wide range ofspecializations including training, facilitation, and mediation services Thespecialists listed also come from a wide variety of backgrounds including law,planning, business, labor, natural resource management, social psychology andpolitical science It should be added here, that at many of the World BankResident Missions there are now skilled social scientists (NGO and Civil Societyspecialists) who can give advice on appropriate conflict resolution experts andorganizations existing in the respective countries

Design of appropriate and successful dispute resolution processes requiresclose familiarity with the laws, social structure, cultural norms and politics of thecountry in which the dispute has arisen Therefore, the listings are grouped byregion and where possible, by country

The centers and individuals included in the document are divided intotwo sets:

• The first set is made up of those whose work is known to the documenteditors These centers and individuals offer a wide a range of expertisefrom the training of NGOs and indigenous communities to the design ofbroad consultative approaches to structural conflicts such as water andland disputes and the resolution of public policy issues All havedemonstrated experience in working with diverse groups, includingprivate sector representatives and government officials as well asNGOs and community leaders Many have had experience workingwith multilateral development organizations To the extent possible, thesectoral expertise of the center’s staff has been noted 2

• The second set of shorter listings presented at the end of each regionallisting are those whose work is less familiar to the editors and thosewho 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 canoffer a range of expertise which may be useful in certain situations

• In addition, we have included a limited number of resource groupswhose offices are located in Canada, the United States or westernEurope, but who have broad experience in developing countries andshould also be considered as significant resources for helping Bank

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.

Task Teams.

• For those who wish to learn more about the use of conflict resolutionstrategies in the context of developing nations, we have included ashort 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 importantpractical implications Let us look at the major basic ideas and what each oneimplies

The first premise on which work in the field rests is that, in open discussionsamong diverse individuals or groups, it is normal for differences to emerge Veryfew (if any) large, complex societies have high degrees of social homogeneity In

virtually every country and indeed, even within singlevillages people differ widely by class, tribal identity, caste,religion, ethnic group, gender and age Within any singlecountry’s government, different agencies hold sometimeopposing views and often represent competing interests.Differing groups also may hold widely varying sets of factualinformation about a particular social issue for which a project isbeing considered or designed Viewing differences aboutprojects as normal and acceptable opens the possibility ofseeing conflict as an important force for positive change whenhandled constructively Underlying conflicts should not beavoided, because without understanding and accepting theirdifferences 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’simplementation may not feel their needs are met by it and may not contribute tocarrying it out or may actively block it Instead, it is wise to fully expect that someconflicts will occur, plan for them and learn how to manage them in a culturallyappropriate manner

Accepting conflict as normal gives all groups, including frequentlymarginalized ones such as lower castes and women, what one Colombian specialisthas called the “right to conflict.”3 This basically means that all groups have theright to peacefully (albeit sometimes strongly!) express their views about whatthey see wrong or would like to change in a project, without being calledtroublemakers or being labeled as the problem itself As anyone working indevelopment knows, general acceptance of just this much in a developmentsetting can mark a radical departure from prior norms The practical consequencefor Bank Task Team members is that it may mean they need to involve a widerrange of groups in already complex situations This can be a challenge, but worththe 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 Disputeresolution frameworks recognize violent conflict or open aggression as one of thestrategies 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 ofnon-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 toresort to violence or open aggression As mentioned earlier, prevention is one ofthe most effective forms of conflict management

In some cultures, of course, it can be very difficult to bring conflicts to thefore This may be especially although not only true in Asian societies, which place

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.”

a very high value on cohesion and team work In many regions, lower statusgroups may be reluctant to even say that they hold an opinion different from theviews 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 notconfronting 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 toelicit their views If even separate meetings do not encourage the groups to voicetheir 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 andneeds to be prepared to not be able to move ahead as far or as quickly as s/hemight at first like

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 conflictresolution process A striking example from Peru brings this point home:

#2:

ALL PARTIES NEED TO BE INVOLVED FROM THE BEGINNING

• get many points of view

• consult with stakeholders early on about how a project design process should be organized

Dispute Resolution in a Forest-Dependent Community in Peru

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

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

Despite its concerns, the community began to organize to defend its traditional rights touse 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 representativeswas 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

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

Just the same, the community immediately repudiated the commission's findings Theirmain 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

Third, in order to achieve the promise of a successfully implemented

resolution to a conflict, conflict resolution processes rely on accurate and ampleinformation That is, they depend not only on improved communication betweenparties but also on good analysis of technical, scientific, social/cultural, legal andeconomic information Resolving a dispute also may involve providing parties withinformation about innovative new options for solving the problem or about thetechnical feasibility of options being discussed It can and should involve providingsettings in which the local knowledge of resources that many different groups holdcan 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 inbehavior on the part of the project participants, if such changes are needed for theproject to succeed

In general, conflict resolution strategies are processes and the details ofhow they are organized are important, because the structure of a process affectspeople’s real interests and therefore their willingness to freely participate in it Ifthey are to be willing to work to carry out change, they need to decide to takepart in a conflict resolution process because they believe it is the best way tosatisfy the greatest number of their interests The process has the greatestchance of satisfying their interests if the parties are involved in the processdesign from the start

Training can play a crucial role in setting the stage for appropriate, informedand therefore more successful use of conflict resolution strategies Often enough,the stakeholders in a project design may have a basic commitment to usingparticipatory, non-adversarial means to chose project priorities, resolve theirdifferences and decide on a plan of action to implement reform However, theymay not be very familiar with the full range of concepts or with some specific skillsthat could help them design a process that will work and overcome impasses.Training can help the parties gain confidence, knowledge and stronger skills thatwill make them all the more willing and able to work together well

Training can also be a more specifically targeted strategy for helpingopposed parties establish a more effective dialogue (see box below on trainingfor negotiation) Many of the specialists and centers listed in Chapters 2-7 of thisdocument have had experience in using training workshops to bring togetherrepresentatives of key stakeholder groups involved a conflict Training

workshops used for this purpose should be explicitly designed to not address the

#3:

SOLUTIONS ARE EASIER TO

FIND WITH ACCURATE AND

AMPLE INFORMATION AND

TRAINING

• ask parties what

information they feel

conflict that the participants are involved in Instead, it should be organized as aseries of exercises, small group discussions and role plays on conflicts thatparticipants may be familiar with but are not involved in directly Participantsafterwards return to their discussions with more common language for discussingthe problem they face The training also gives them a chance to work with eachother in a neutral setting and thereby build better working relations

As the above discussion makes clear, conflict resolution shares many ofthe premises of other participatory methodologies The commitment to broadparticipation of stakeholders, open expression of differences and the focus onprocess is common to all participatory methodologies Conflict resolutionenhances these methodologies by providing ideas and tools for how to managethe differences that almost inevitably emerge during an open discussion amongdiverse groups about problematic issues Conflict resolution strategies also have

a specific commitment to consensus building i.e., bringing participatorydecision-making to closure or agreement in a way that all sides can live with

THE PIPELINE AT BAHIA MALAGA:

An Example of Training Altering the Dynamics of a Negotiation

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

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

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

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 trainingwas 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

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:

• 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

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

As conflict resolution models developed in the West have been applied toother regions of the world during the last ten years, increasing attention is beinggiven to exploring local or traditional conflict resolution and problem-solving

strategies This is an important startingpoint for designing processes toaddress public policy disputes (see box

on "Key Characteristics of Public PolicyDisputes")

Building on local foundations is important for at least two major reasons.First, local ways to resolve conflicts often have more moral legitimacy for thecommunities or social sectors that use them than “modern,” national orinternational conflict resolution processes This is often true, for example, forindigenous or tribal peoples who have very unique ways of making decisions Aprocess that respects their decision-making traditions or incorporates elements

of it can therefore also enjoy greater legitimacy than a less culturally-sensitiveprocess might Among Palestinian villagers, for example, writing up anagreement reached between neighbors may discredit the accord The villagersplace greater trust in a spoken agreement or “word of honor” than in writtendocuments, which are viewed as an intrusion of modern legal forms, which aredistrusted.4 Secondly, use of local processes demonstrates respects for theculture of the groups involved and helps them preserve it

4 Communication with Prof Mohammed Abu-Nimer, Coordinator of the Peace and Conflict Program, Guilford College.

#4

CONFLICT RESOLUTION MECHANISMS

SHOULD BUILD ON TRADITIONAL

FOUNDATIONS

• local mechanisms often enjoy

legitimacy

• use of traditional processes

demonstrates respect for local culture

and helps preserve it

• but traditional mechanisms should not

be accepted uncritically

THE PEACE CONFERENCE AT AKOBO:

Adapting Traditional Forms to Current-Day Issues

A recent example from the Sudan illustrates how successful mechanisms can build onlocal 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 hadlead to over one thousand deaths, widespread slaughter of cattle and burning of houses in themonths before Worn out by the conflict, women from both sides of the dispute worked toorganize a reconciliation conference The conference took place Akobo, South Sudan, with thepresence of 18 delegations of mediators from all stakeholder parties The delegations cametogether 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 delegationsused a very traditional style of dialogue to present, argue and defend their cases before thejudge At the end, an agreement was reached and signed by all those present

The women present at the conference played several unique roles that combined theirtraditional roles in the tribe with very pragmatic new roles First, they prepared food for all thedelegates This was to fulfill their traditional role of food prepares but it also served to makesure that none of the delegates had lack of food as an excuse to leave the conference Inaddition, the women sat through every session of the court to listen to each presentation andchallenge any delegate that they felt was not representing the truth accurately Their presenceserved 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 menfrom the wealthier or higher caste or class groups in the region Their decision-making process may be quite closed, involving little or no consultation withminority 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 dueprocess or fair punishment These groups are formed in areas where the formallegal system of the country is completely absent or ineffective but the justicemeted out by the groups has at times been strongly questioned Local forms ofsettling disputes thus need to be taken into account but also evaluated critically inthe light of the basic social values that a development project is seeking topromote

What is Conflict Resolution?

Conflict resolution approaches focus on problem-solving through improvingcommunication among the parties involved in a conflict so that they can handletheir differences in a constructive way Conflict resolution specialists seek tohelp parties identify their key concerns, articulate these in a way thatencourages joint problem-solving among all sides, and then work together todesign creative solutions that all parties can live with More broadly, conflictresolution and peace research is a multidisciplinary field of action and researchthat draws on insights from applied mathematics (game theory), psychology,communication studies, ethics, planning, law and political science to focus on acentral question:

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.

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

as when issues are highly polarized) and in ways that are directly applicable toWorld Bank-funded project settings

A number of other terms, such as conflict management, disputesettlement, conflict intervention and consensus-building, are used to refer to theideas that are described and discussed in this document Many people working

in the field point out important terminological distinctions How, they ask, canyou really resolve a broad social conflict? Isn’t it more accurate to say that youare working on conflict management or intervention, without promising to settleit? Critics rebut by pointing out that conflict management may strike people asinappropriate because it can suggest that a conflict is being addressed in asuperficial or manipulative way i.e., that talks are being held about it withoutany commitment to effectively changing the underlying conditions that give rise

to the conflict

We recognize that these differences can point to important philosophicalperspectives and crucial practical implications However, for the purposes of thisintroduction, we will use the term conflict resolution because we want to keepbefore the reader the relation between these strategies and decision-making Inaddition, we believe that the “resolution” of conflicts, done in an open andparticipatory manner, does provide the opportunity for those involved to bringabout real, meaningful change

What are the Basic Strategies Used in Conflict Resolution?

The generic types of conflict resolution methods suggested by the principlesdiscussed above include facilitation, conciliation, negotiation, mediation, andarbitration These can be explained as

follows: 6

6 All diagrams and definitions are drawn from RESOLVE training materials Copyright RESOLVE, 1996 All rights

reserved

• 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 communicateseparately with disputing parties for thepurpose of reducing tensions and agreeing

on a process for resolving a dispute

• Negotiation is a voluntary process inwhich parties meet face to face to reach amutually acceptable resolution of theissues

• 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 voluntarilysubmit 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 countriesand 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 isnot 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 andpotential conflicts, during early stages of project identification, is one of the mostuseful 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 conflictresolution 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 thenational, 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 thefollowing information:

• What are the main concerns or interests that each group would like theproject to address?

• What groups does each interviewee feel need to be consulted about orinvolved in project design and implementation?

• What should the scope of the project be? What specific tasks should fallwithin the scope and which ones outside the scope?

• What issues need to be addressed in project identification andformulation? These may include competing interests between groupsinvolved in or affected by a potential project, constraints on publicparticipation in project identification or issues regarding projectmanagement, monitoring and evaluation

• Does each party feel that the proposed project is a priority forthemselves or their community? If not, what other projects have higherpriority?

The end result of the stakeholder analysis should be a report that, first andforemost, contains a recommendation about whether or not the project should goforward If very strong conflicts or competing interests threaten to impede projectimplementation, the report should say so and, if possible, recommend ways toaddress these differences If most stakeholders do support the project, then thereport should summarize what most groups would support or feel to be effective interms of project design

A key element of the stakeholder analysis involving potential conflict is thatthe interviewer be a neutral party vis-à-vis the various groups interviewed If theinterviewers are seen as too closely allied to any single perspective, theirwillingness to accept and recommend actions that may run counter to their ally’sinterests may be doubted In addition, it is important that he or she have amandate to recommend for or against further efforts on the project based on theresults of their interviews In other words, the analysis will be most useful if it iscarried out before the Bank has committed to project design or implementation.Conflict resolution specialists from the lists provided in this document can oftenassist 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 indicativeexamples of how facilitation, mediation, negotiated policy dialogues and trainingcan be used at the project identification, formulation and monitoring stages AsBank Task Team staff become more familiar with these processes and how theycan 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 willfocus only on the use of ADR to resolve public policy disputes Severalcharacteristics of these types of disputes are important for the design of an ADRprocess that will work:

KEY CHARACTERISTICS OF PUBLIC POLICY DISPUTES

• 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;

• 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

• 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

• 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.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

Conflict resolution strategies have also been widely used by civil and humanrights movements, environmental movements and to address conflict amongcompeting ethnic groups Such strategies have also been applied to developmanagement plans for protected areas and community forests Conflictresolution programs at the school level give children more ideas on how to settleconflicts without resorting to violence, All of these uses of conflict resolution andmore 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

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 PeopleProgram 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

Plaminek, Jiri Reseni Konflictu a Umeni Rozhodovat Argo Publishers Prague,

Organization/Forest, Trees and People Program Rome, 1993

CONFLICT RESOLUTION WEBSITES AND LINK

War to Peace Transition

(http://afr.worldbank.org/aft2/warpeace/warpeace.htm) 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@worldbank.org

(http://www.geocities.com/Athens/8945/) provides links to conflict resolution andethnic studies websites, search engines and tools for conflict researchers andsocial 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 (http://www.pitt.edu/~ian/resource/conflict.htm) maintains links to a

wide variety of peace and conflict resolution resources annotated withinformation drawn from the providers

ConflictNet (http://www.igc.org/igc/conflictnet/index.html) promotes dialogue

and sharing of information to encourage appropriate dispute resolution,highlights the work of practitioners and organizations, and is a proving groundfor ideas and proposals across disciplines within the conflict resolution field.ConflictNet offers current information on conflict resolution, including facilitatedtopical discussions on critical issues in the field, current legislation, andconference and training activity For a sample of resources available viaConflictNet, visit the ConflictNet Gopher (gopher://gopher.igc.apc.org/11/conflict)

The Initiative on Conflict Resolution and Ethnicity, INCORE

(http://www.incore.ulst.ac.uk/), is a joint initiative of the University of Ulster andthe 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 isintended to serve not only academic researchers but also policy-makers andpractitioners in mediation The INCORE Internet Service has strong links withCAIN, (Conflict Archive on the Internet), which provides information about conflict

in Northern Ireland The website contains: Information about INCORE , recentadditions to the INCORE Internet Service, the INCORE Internet service bykeyword, INCORE's database of researchers, INCORE country guides(http://www.incore.ulst.ac.uk/new/index.html), the Ethnic Studies Network whichcomprises almost 500 academics, trainers and practitioners in the field of conflictresolution and ethnicity, most of them working in societies where ethnic conflicts

are taking place Address: Aberfoyle House, Northland Road, Londonderry BT487JA, Northern Ireland, Tel: 44-1504-375500, Fax: 44-1504-375510.

InfoManage International (http://infomanage.com/conflictresolution/) 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 (http://www.transnational.org/) is an NGO

working on applied peace research, conflict resolution, and global networking Itssite includes a comprehensive links page Address: TFF, Transnationella Stiftelsenför Freds- och Framtidsforskning, Vegagatan 25, S-224 57 Lund, Sweden Tel: 46-46-145909, Fax: 46-46-144512, Email: Internet oberg@transnational.org

The Carter Center, (http://www.emory.edu/CARTER_CENTER/homepage.htm) 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, 453Freedom Parkway, Atlanta, GA 30307, Tel: 404-331-3900, Email:

carterweb@emory.edu

Colorado Conflict Research Consortium

(http://www.colorado.edu/conflict/index.html) 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, (http://206.65.201.2/ghai/) 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-dc.com

Conflict Management Group, CMG, ( http://cmgonline.org/) is an international

non-profit group based in Cambridge, Massachusetts, dedicated to improving themethods of negotiation, conflict resolution, and cooperative decision-making asapplied 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 adispute A newsletter and annual reports are available full-text Address: ConflictManagement Group, 20 University Road, Cambridge, MA 02138, USA, Tel: 617-354-5444, Fax: 617-354-8467, Email: info@cmgonline.org

Program on Negotiation at Harvard Law School

(http://www.law.harvard.edu/Programs/PON/) is a consortium of Harvard, MIT, andTufts 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: researchprojects 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

(http://data.fas.harvard.edu/cfia/pnscs/) 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 (http://www.igc.org/imtd/) in

Washington D.C., promotes a systems approach to peacebuilding and to facilitatethe transformation of deep-rooted social conflict IMTD works as a catalyst,bringing tools of training, consulting, and convening to situations where itsactivities will spark peacebuilding or conflict transformation processes, engagingand activating local populations and resources IMTD has been involved inprojects and activities in Cyprus, India, Pakistan, Tanzania, Kenya, Liberia, and infacilitating dialogues for Ethiopians, Cubans, and Somalis This site includesinformation about IMTD's programs as well as publication lists Address: Institutefor Multi-Track Diplomacy, 1819 H Street, NW, Suite 1200, Washington, DC

20006, USA, Tel: 202-466-4605, Fax: 202-466-4607, Email: imtd@igc.apc.org

ADR Resources ( http://adrr.com/) is a lawyer-oriented web-site that contains

informative essays on alternative dispute resolution and mediation

L'Arbitrage et La Médiation

(http://juripole.u-nancy.fr:80/braudo/arbmed/base/liste.html#TOP) 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 LawSchool website Email: sbraudo@mygale.org

Mediacion.com (http://www.mediacion.com/index.html) Buenos Aires,

Argentina is a website in Spanish, providing introductory but comprehensiveinformation on mediation Address: Sarmiento 1586, 2º "A", (1042), BuenosAires, Argentina, Tel: 54-1-382-2832,

Fax: 54-1-383-7308, Email: marfany@mediacion.com

Minorities at Risk Project (http://www.bsos.umd.edu/cidcm/mar/) 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 ofMaryland, College Park, and by International Alert, London Information gatheringhas 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 (http://www.cs.org/index.html) is a non-profit organization

founded in 1972 to defend the human rights and cultural autonomy ofindigenous peoples and oppressed ethnic minorities Through research andpublications it focuses attention on violations of those rights and advocatesalternative policies that avoid genocide, ethnic conflict and the destruction ofother peoples' ways of life Cultural Survival develops educational materials thatpromote tolerance and understanding of other cultures, and respect forindigenous peoples, the world's original stewards of the environment The sitecomprises: general information, Cultural Survival Quarterly, publications andvideos, events, membership education and outreach, internship program, specialprojects, links to related sites Address: 96 Mount Auburn Street Cambridge, MA

02138, Tel: 617-441-5400, Fax: 617-441-5417, Email: csinc@cs.org

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 (http://pw1.netcom.com/~ethnic/per.html))

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 andthe former Soviet Union PER conducts programs of high-level intervention anddialogue and serves as a neutral mediator in several major disputes in theregion PER also conducts programs of training, education, and research atinternational, national, and community levels The following institutions areparticipating 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, LarryWatts Address: Project on Ethnic Relations, One Palmer Square, Suite 435,Princeton, NJ 08542, USA, Tel: 609-683-5666, Fax: 609-683-5888,Email:ethnic@compuserve.com

The Council for Ethnic Accord was organized by PER to advise it on

policiesand programs The council's members are statesmen and experts whoshare theconviction that there are peaceful alternatives to ethnic conflict; theyserve in their individual capacities and do not represent their countries orinstitutions The inaugural meeting of the council was held in Budapest inDecember 1992 A committee of the council met at Kona, Hawaii, in November

1993 to deliberate on means of preventing and resolving ethnic conflict Thediscussion resulted in the formulation of a set of general principles by whichgovernments may deal with ethnic conflict A summary of this discussion hasbeen published by PER as The Kona Statement: Managing Ethnic Conflict InDecember 1995, members of the council, together with PER's Princeton andoverseas staffs, met in Switzerland, to evaluate PER's first five years and to planits future work The members of the council are: Harry Barnes, The Carter Center

of Emory University, Martin Butora, Milan Simecka Foundation, Slovakia NicolaeGheorghe, Romanian Academy and Roma Federation of Romania, Dinu Giurescu,Bucharest University, Bronislaw Geremek, Foreign Relations Committee, theSejm, 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

(http://eawarn.tower.ras.ru/main_english.html) is an established researchinstitution with a wide range of fundamental and applied research in the field ofsocial, cultural and physical

anthropology, sociology, demography, gender and conflict studies The Instituteleads extensive field research and sociological surveys on the territory of theformer Soviet Union and other parts of the World It publishes about 30-40 books

a year and has its own periodicals: “Etnographicheskoie obozrenie" EthnographicReview), "Ethnopolis" (jointly with the Federal Assembly of Russian Federation),

"Races and Peoples", and others Since 1992 it started serial publications ofworking 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 mainresearch 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 andpsychology; migrations and refugees research; physical anthropology IEA majorregional and group priorities: Indigenous peoples of Siberia and the North;Caucasus and Central Asia; peoples of the Volga area; Russian and other EastSlavic cultures; minorities groups of the former Soviet Union; Asian and Africanethnic studies (China, Japan, India, Vietnam, Ethiopia, etc.); American ethnicstudies (Canada, USA, Mexico, Cuba, etc.); European ethnic studies; Central andSouthern Europe); Russia's old and new diasporas Activities include: AnnualSeminar of the Network on Ethnological and Early Warning , Management ofEthnic Conflicts in the post-Soviet States, Network on Ethnological and EarlyWarning 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

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,

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 LISTINGS8

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

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; itsmission 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 useplanning 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

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

ADDITIONAL LISTINGS9

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 making initiative for S Asia, two-track diplomacy, research and applications

peace-of conflict resolution to public policy, project experience in Kashmiri conflict

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,

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

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 fromthe CSCE Mission to Moldova and other international institutions

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 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 withcreatively, produce positive results

conflict-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 ofPeace, 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

September 16, 1996 version

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 andtraining in non-violent ideology and strategy to bring about social change The KingCenter (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

September 16, 1996 version

Educators for Social Responsibility

23 Garden Street Cambridge, MA 02138 Tel: (617) 492-1764 Fax: (617) 864-5164 natlesr@ix.netcom.com 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 PeaceableClassroom;” 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, ESRreaches 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 comprehensiveK-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.apc.org Main Contact: Nina Solarz, Director

September 16, 1996 version

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 andunderstanding 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 programsare 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

September 16, 1996 version

Legacy International

1020 Legacy Drive Bedford, VA 24523 Tel: (540) 297-5982 Fax: (540) 297-1860 email: mail@legacyintl.org Main Contacts: J.E Rash, President

Dr Ira Kaufman, Executive Director Profile

Legacy International serves organizations, groups and individuals facing the need tomanage 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 (ages9-18) 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

September 16, 1996 version

September 16, 1996 version

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@aol.com

Contacts: Jim Creighton, President and Maggie Creighton, Vice Pres

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)

September 16, 1996 version