Assignment Prompt & Instructions
– 2 years ago
**files (3)**
– ## Untitleddocument64.pdf
– ## conflict-analysis-quick-guide.pdf
– Reisman-ConflictIsraeliCollective-1981.pdf
**## Untitleddocument64.pdf**
Title: Conflict in an Israeli Collective Community: A Case Study
Author(s): Bernard Reisman
Source: The Journal of Conflict Resolution, Vol. 25, No. 2 (Jun., 1981), pp. 237-258
The article presents a comprehensive conflict analysis case study. Your assignment is
to scrutinize the case study and replicate the analysis within one of the conflict mapping
frameworks introduced in the lecture notes. You are not required to present the analysis
in essay form. This exercise aims to enhance your ability to systematically deconstruct a
social conflict and position the analysis within a theoretical framework. In conflict
resolution, developing sharp analytical skills is essential to grasp the underlying
dynamics of the situation.
**## conflict-analysis-quick-guide.pdf**
A quick-guide to structured
conflict assessment frameworkswww.warpreventioninitiative.org
It is first step in intervening to manage a
particular conflict
It is a structured analysis of a particular conflict
at a particular time
It asks questions to identify components of a conflict
It discovers dynamics of a conflict
It provides a complete picture of a conflict– as
complete as possible
Mapping frameworks can be turned into questionnaires
for parties
It can be used for self-intervention if you are in
a conflict
It helps opposing parties distinguish their existing
positions from their interests and needs
A conflict map is an initial snapshot which should
be updated by regular ‘conflict tracking’
There is no “right” framework
What does
it achieve?
Conflict analysis involves structured inquiry into the
causes and potential trajectory of a conflict and
seeks to identify opportunities for managing,
transforming or resolving disputes.
In order to explore strategies of managing and
possibly resolving conflicts, our goal needs to be an
in-depth analysis of human behavior and its
surrounding environment (Jeong, 2011). We need to
examine the interconnectivity of diverse elements
within and between conflict systems. Thorough
analysis is the absolute prerequisite for conflict
resolution and transformation.
What is it?
Why do we need it?
The majority of social conflicts can be directly traced
back to structural inequalities. Therefore it is important
to examine the role of structural violence and the
interplay of power and knowledge. Conflict resolution
professionals should be guided by a set of underlying
principles when using the tools available in the field.
Those integrative perspectives for dealing with conflict are:
Embracing the notion of “otherness”
Interrelation of the personal, social and professional
Identifying one’s own role in structural violence
Positive peace above neutrality
Long-term vision for positive peace
Proactive form of conflict resolution
As conflict resolvers we should:
Develop a genuine conception of equality of all humans
Develop a realization that we share an interconnected
social and natural world
Be humble in understanding our role as conflict resolution
professionals
Be aware and honest about our cultural biases
Be listeners not preachers
Let processes develop from the bottom up not from the
top down
Our Role as
Conflict Transformers
Conflict
Analysis
Globalization – Collective Violence – Power –
Human Needs – Identity – Belonging – Resources –
Environment – Prejudice – Worldviews – Assimilation –
Structural Violence – Competition – Social Control –
Human nature – Social Psychological Response –
Group features and processes – Scarcity – Inequality –
Values and Beliefs – Gender – Religion – Nationalism –
Communication – Relative Deprivation – Oppression –
Justice – Climate Change – Poverty – Corruption – …
Theoretical
Lenses for the
Analysis of Social
Conflict
1. Short summary description
2. A conflict history
3. Conflict context (geographical boundaries, political
structures, communications networks, etc.)
4. Conflict parties (primary, secondary, interested third
parties), including power relations (symmetrical or
asymmetrical), main goals and potential for coalitions
5. Conflict issues (facts-based, values-based, interests
based, non-realistic)
6. Conflict dynamics (precipitating events, issue
emergence, polarization, spiraling, stereotyping)
7. Alternative routes to a solution of the problem(s)
8. Conflict regulation or resolution potential (internal
limiting factors, external limiting factors, interested or
neutral third parties, techniques of conflict management)
Wehr’s Conflict Mapping*
1. What are the SOURCES (or origins) of this conflict?
Describe the history of the conflict in an objective manner.
2. Who are the PARTIES to this conflict? Distinguish by
primary parties, secondary parties and interested third
parties.
3. What are the ISSUES of this conflict? What is the
conflict about? Identify the issues, usually there are more
than the seemingly obvious.
4. What are the TACTICS being used by the various
parties? What are the parties doing in the conflict, how
are they doing it. What are the interactions, are there
constructive approaches, are there destructive
approaches?
5. What, if anything, has CHANGED as the conflict
developed over time? Oftentimes conflict start with
certain issues that change over time; in other words, one
cause might disappear, while the conflict still continues;
changes often mean there are new elements in the
conflict.
6. How did the conflict ENLARGE? In a conflict spiral, you
usually find some ways of escalation. Often there will be
more issues, heavier tactics, stronger moves and
countermoves, etc. Identify those factors.
7. What were the ROLES of other parties? How do they
affect the conflict?
8. What has been the OUTCOME of the conflict up to
now? This is easier with historical conflicts, but you can
also identify where the conflict is right now and provide
an outlook.
9. Who are WINNERS of the conflict up to now? This is
easier with historical conflicts, but you can also identify
current winners. Make sure to look at underlying,
smoldering conflicts that may start at any time.
Needs-Fears Mapping
The Needs-Fears Mapping is an actor oriented mapping
tool. For each actor, the issues, interests/expecta-
tions/needs, fears, means and options are listed in a table
Narrative Analysis
This method illuminates the multiple dimensions of a
conflict by examining the stories that rival parties tell
about their grievances and their desires.
Who? What? Why? When? Where? How? Conclusions?
Properties of Conflict
Interaction
1. Conflict is constituted and sustained by moves and
countermoves during interaction
2. Patterns of behavior in conflict tend to perpetuate
themselves
3. Conflict interaction is shaped by the culture and
climate of the situation
4. Conflict interaction is influenced by and in turn affects
relationships
Positions, Interests
& Needs
Basic Framework of
Questions to Guide
Analysis
Most conflicts can be traced back to what one might consider
basic human needs. Some are: respect, trust, relationship,
safety, communication, control, acceptance, security, power,
acknowledgment, and values.
Parties Issues Interests/Needs Fears Means Options
needs
interests
shared
interests
& values
shared needs and fears
positions
Party A Party B
*Wehr, P. (1979) Conflict Regulation. Boulder, CO: Westview Press
– ConflictAnalysis_Front
– ConflictAnalysis_Back
**Reisman-ConflictIsraeliCollective-1981.pdf**
This file is too large to display. [View in new window](https://www.sweetstudy.com/files/reisman-conflictisraelicollective-1981-pdf)
**Reisman-ConflictIsraeliCollective-1981.pdf**
This file is too large to display. [View in new window](https://www.sweetstudy.com/files/reisman-conflictisraelicollective-1981-pdf)
**## Untitleddocument64.pdf**
Title: Conflict in an Israeli Collective Community: A Case Study
Author(s): Bernard Reisman
Source: The Journal of Conflict Resolution, Vol. 25, No. 2 (Jun., 1981), pp. 237-258
The article presents a comprehensive conflict analysis case study. Your assignment is
to scrutinize the case study and replicate the analysis within one of the conflict mapping
frameworks introduced in the lecture notes. You are not required to present the analysis
in essay form. This exercise aims to enhance your ability to systematically deconstruct a
social conflict and position the analysis within a theoretical framework. In conflict
resolution, developing sharp analytical skills is essential to grasp the underlying
dynamics of the situation.
**## conflict-analysis-quick-guide.pdf**
A quick-guide to structured
conflict assessment frameworkswww.warpreventioninitiative.org
It is first step in intervening to manage a
particular conflict
It is a structured analysis of a particular conflict
at a particular time
It asks questions to identify components of a conflict
It discovers dynamics of a conflict
It provides a complete picture of a conflict– as
complete as possible
Mapping frameworks can be turned into questionnaires
for parties
It can be used for self-intervention if you are in
a conflict
It helps opposing parties distinguish their existing
positions from their interests and needs
A conflict map is an initial snapshot which should
be updated by regular ‘conflict tracking’
There is no “right” framework
What does
it achieve?
Conflict analysis involves structured inquiry into the
causes and potential trajectory of a conflict and
seeks to identify opportunities for managing,
transforming or resolving disputes.
In order to explore strategies of managing and
possibly resolving conflicts, our goal needs to be an
in-depth analysis of human behavior and its
surrounding environment (Jeong, 2011). We need to
examine the interconnectivity of diverse elements
within and between conflict systems. Thorough
analysis is the absolute prerequisite for conflict
resolution and transformation.
What is it?
Why do we need it?
The majority of social conflicts can be directly traced
back to structural inequalities. Therefore it is important
to examine the role of structural violence and the
interplay of power and knowledge. Conflict resolution
professionals should be guided by a set of underlying
principles when using the tools available in the field.
Those integrative perspectives for dealing with conflict are:
Embracing the notion of “otherness”
Interrelation of the personal, social and professional
Identifying one’s own role in structural violence
Positive peace above neutrality
Long-term vision for positive peace
Proactive form of conflict resolution
As conflict resolvers we should:
Develop a genuine conception of equality of all humans
Develop a realization that we share an interconnected
social and natural world
Be humble in understanding our role as conflict resolution
professionals
Be aware and honest about our cultural biases
Be listeners not preachers
Let processes develop from the bottom up not from the
top down
Our Role as
Conflict Transformers
Conflict
Analysis
Globalization – Collective Violence – Power –
Human Needs – Identity – Belonging – Resources –
Environment – Prejudice – Worldviews – Assimilation –
Structural Violence – Competition – Social Control –
Human nature – Social Psychological Response –
Group features and processes – Scarcity – Inequality –
Values and Beliefs – Gender – Religion – Nationalism –
Communication – Relative Deprivation – Oppression –
Justice – Climate Change – Poverty – Corruption – …
Theoretical
Lenses for the
Analysis of Social
Conflict
1. Short summary description
2. A conflict history
3. Conflict context (geographical boundaries, political
structures, communications networks, etc.)
4. Conflict parties (primary, secondary, interested third
parties), including power relations (symmetrical or
asymmetrical), main goals and potential for coalitions
5. Conflict issues (facts-based, values-based, interests
based, non-realistic)
6. Conflict dynamics (precipitating events, issue
emergence, polarization, spiraling, stereotyping)
7. Alternative routes to a solution of the problem(s)
8. Conflict regulation or resolution potential (internal
limiting factors, external limiting factors, interested or
neutral third parties, techniques of conflict management)
Wehr’s Conflict Mapping*
1. What are the SOURCES (or origins) of this conflict?
Describe the history of the conflict in an objective manner.
2. Who are the PARTIES to this conflict? Distinguish by
primary parties, secondary parties and interested third
parties.
3. What are the ISSUES of this conflict? What is the
conflict about? Identify the issues, usually there are more
than the seemingly obvious.
4. What are the TACTICS being used by the various
parties? What are the parties doing in the conflict, how
are they doing it. What are the interactions, are there
constructive approaches, are there destructive
approaches?
5. What, if anything, has CHANGED as the conflict
developed over time? Oftentimes conflict start with
certain issues that change over time; in other words, one
cause might disappear, while the conflict still continues;
changes often mean there are new elements in the
conflict.
6. How did the conflict ENLARGE? In a conflict spiral, you
usually find some ways of escalation. Often there will be
more issues, heavier tactics, stronger moves and
countermoves, etc. Identify those factors.
7. What were the ROLES of other parties? How do they
affect the conflict?
8. What has been the OUTCOME of the conflict up to
now? This is easier with historical conflicts, but you can
also identify where the conflict is right now and provide
an outlook.
9. Who are WINNERS of the conflict up to now? This is
easier with historical conflicts, but you can also identify
current winners. Make sure to look at underlying,
smoldering conflicts that may start at any time.
Needs-Fears Mapping
The Needs-Fears Mapping is an actor oriented mapping
tool. For each actor, the issues, interests/expecta-
tions/needs, fears, means and options are listed in a table
Narrative Analysis
This method illuminates the multiple dimensions of a
conflict by examining the stories that rival parties tell
about their grievances and their desires.
Who? What? Why? When? Where? How? Conclusions?
Properties of Conflict
Interaction
1. Conflict is constituted and sustained by moves and
countermoves during interaction
2. Patterns of behavior in conflict tend to perpetuate
themselves
3. Conflict interaction is shaped by the culture and
climate of the situation
4. Conflict interaction is influenced by and in turn affects
relationships
Positions, Interests
& Needs
Basic Framework of
Questions to Guide
Analysis
Most conflicts can be traced back to what one might consider
basic human needs. Some are: respect, trust, relationship,
safety, communication, control, acceptance, security, power,
acknowledgment, and values.
Parties Issues Interests/Needs Fears Means Options
needs
interests
shared
interests
& values
shared needs and fears
positions
Party A Party B
*Wehr, P. (1979) Conflict Regulation. Boulder, CO: Westview Press
– ConflictAnalysis_Front
– ConflictAnalysis_Back
**Reisman-ConflictIsraeliCollective-1981.pdf**
This file is too large to display. [View in new window](https://www.sweetstudy.com/files/reisman-conflictisraelicollective-1981-pdf)
**## Untitleddocument64.pdf**
Title: Conflict in an Israeli Collective Community: A Case Study
Author(s): Bernard Reisman
Source: The Journal of Conflict Resolution, Vol. 25, No. 2 (Jun., 1981), pp. 237-258
The article presents a comprehensive conflict analysis case study. Your assignment is
to scrutinize the case study and replicate the analysis within one of the conflict mapping
frameworks introduced in the lecture notes. You are not required to present the analysis
in essay form. This exercise aims to enhance your ability to systematically deconstruct a
social conflict and position the analysis within a theoretical framework. In conflict
resolution, developing sharp analytical skills is essential to grasp the underlying
dynamics of the situation.
**## conflict-analysis-quick-guide.pdf**
A quick-guide to structured
conflict assessment frameworkswww.warpreventioninitiative.org
It is first step in intervening to manage a
particular conflict
It is a structured analysis of a particular conflict
at a particular time
It asks questions to identify components of a conflict
It discovers dynamics of a conflict
It provides a complete picture of a conflict– as
complete as possible
Mapping frameworks can be turned into questionnaires
for parties
It can be used for self-intervention if you are in
a conflict
It helps opposing parties distinguish their existing
positions from their interests and needs
A conflict map is an initial snapshot which should
be updated by regular ‘conflict tracking’
There is no “right” framework
What does
it achieve?
Conflict analysis involves structured inquiry into the
causes and potential trajectory of a conflict and
seeks to identify opportunities for managing,
transforming or resolving disputes.
In order to explore strategies of managing and
possibly resolving conflicts, our goal needs to be an
in-depth analysis of human behavior and its
surrounding environment (Jeong, 2011). We need to
examine the interconnectivity of diverse elements
within and between conflict systems. Thorough
analysis is the absolute prerequisite for conflict
resolution and transformation.
What is it?
Why do we need it?
The majority of social conflicts can be directly traced
back to structural inequalities. Therefore it is important
to examine the role of structural violence and the
interplay of power and knowledge. Conflict resolution
professionals should be guided by a set of underlying
principles when using the tools available in the field.
Those integrative perspectives for dealing with conflict are:
Embracing the notion of “otherness”
Interrelation of the personal, social and professional
Identifying one’s own role in structural violence
Positive peace above neutrality
Long-term vision for positive peace
Proactive form of conflict resolution
As conflict resolvers we should:
Develop a genuine conception of equality of all humans
Develop a realization that we share an interconnected
social and natural world
Be humble in understanding our role as conflict resolution
professionals
Be aware and honest about our cultural biases
Be listeners not preachers
Let processes develop from the bottom up not from the
top down
Our Role as
Conflict Transformers
Conflict
Analysis
Globalization – Collective Violence – Power –
Human Needs – Identity – Belonging – Resources –
Environment – Prejudice – Worldviews – Assimilation –
Structural Violence – Competition – Social Control –
Human nature – Social Psychological Response –
Group features and processes – Scarcity – Inequality –
Values and Beliefs – Gender – Religion – Nationalism –
Communication – Relative Deprivation – Oppression –
Justice – Climate Change – Poverty – Corruption – …
Theoretical
Lenses for the
Analysis of Social
Conflict
1. Short summary description
2. A conflict history
3. Conflict context (geographical boundaries, political
structures, communications networks, etc.)
4. Conflict parties (primary, secondary, interested third
parties), including power relations (symmetrical or
asymmetrical), main goals and potential for coalitions
5. Conflict issues (facts-based, values-based, interests
based, non-realistic)
6. Conflict dynamics (precipitating events, issue
emergence, polarization, spiraling, stereotyping)
7. Alternative routes to a solution of the problem(s)
8. Conflict regulation or resolution potential (internal
limiting factors, external limiting factors, interested or
neutral third parties, techniques of conflict management)
Wehr’s Conflict Mapping*
1. What are the SOURCES (or origins) of this conflict?
Describe the history of the conflict in an objective manner.
2. Who are the PARTIES to this conflict? Distinguish by
primary parties, secondary parties and interested third
parties.
3. What are the ISSUES of this conflict? What is the
conflict about? Identify the issues, usually there are more
than the seemingly obvious.
4. What are the TACTICS being used by the various
parties? What are the parties doing in the conflict, how
are they doing it. What are the interactions, are there
constructive approaches, are there destructive
approaches?
5. What, if anything, has CHANGED as the conflict
developed over time? Oftentimes conflict start with
certain issues that change over time; in other words, one
cause might disappear, while the conflict still continues;
changes often mean there are new elements in the
conflict.
6. How did the conflict ENLARGE? In a conflict spiral, you
usually find some ways of escalation. Often there will be
more issues, heavier tactics, stronger moves and
countermoves, etc. Identify those factors.
7. What were the ROLES of other parties? How do they
affect the conflict?
8. What has been the OUTCOME of the conflict up to
now? This is easier with historical conflicts, but you can
also identify where the conflict is right now and provide
an outlook.
9. Who are WINNERS of the conflict up to now? This is
easier with historical conflicts, but you can also identify
current winners. Make sure to look at underlying,
smoldering conflicts that may start at any time.
Needs-Fears Mapping
The Needs-Fears Mapping is an actor oriented mapping
tool. For each actor, the issues, interests/expecta-
tions/needs, fears, means and options are listed in a table
Narrative Analysis
This method illuminates the multiple dimensions of a
conflict by examining the stories that rival parties tell
about their grievances and their desires.
Who? What? Why? When? Where? How? Conclusions?
Properties of Conflict
Interaction
1. Conflict is constituted and sustained by moves and
countermoves during interaction
2. Patterns of behavior in conflict tend to perpetuate
themselves
3. Conflict interaction is shaped by the culture and
climate of the situation
4. Conflict interaction is influenced by and in turn affects
relationships
Positions, Interests
& Needs
Basic Framework of
Questions to Guide
Analysis
Most conflicts can be traced back to what one might consider
basic human needs. Some are: respect, trust, relationship,
safety, communication, control, acceptance, security, power,
acknowledgment, and values.
Parties Issues Interests/Needs Fears Means Options
needs
interests
shared
interests
& values
shared needs and fears
positions
Party A Party B
*Wehr, P. (1979) Conflict Regulation. Boulder, CO: Westview Press
– ConflictAnalysis_Front
– ConflictAnalysis_Back
**Reisman-ConflictIsraeliCollective-1981.pdf**
This file is too large to display. [View in new window](https://www.sweetstudy.com/files/reisman-conflictisraelicollective-1981-pdf)