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oth internally and externally. These factors can be "a new government or leader, a
shift in support form one side to the other, a unilateral 'circuit-breaking' initiative" etc.
(Harris and Reilly (http://wwv,;.idea.int/pubJications/
democracy and deep rooted conflict/home.htm). This implies that a possibility,
whether "originally perceived or induced", for a negotiated solution has been identified.
In South Africa the conflict had reached the destruction stage when in 1990
President de Klerk announced that political prisoners would be released and outlawed
organisations unbanned. For the ANC that was the start of conditions conducive for
negotiation, which led to a process of bargaining until the negotiations were started,
culminating in the democratic elections of 1994.
This is why it is important to constantly evaluate and assess the conflict to
identify the areas of opportunity for negotiation. This is because the conflicting parties
may not be aware of the opportunities and a third party may help in identifying and
making use ofthem.
THE IMPORTANCE OF TRUST
Parties involved in intractable conflict are always suspicious of each other and
may even be suspicious of the conflict resolution process. Therefore it is important to
build trust between the participants and the process for the establishment of
relationships and t.l]e lessening of conflict. Trust in the process can be built up by
"explaining the process very carefully, and allowing the parties to help design it so that
it meets their own needs." (http://www.
colorado.edu/conflict/peaceitreatment/trustbld.htm p.l) This will help them to feel
confidence in the process.
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