Merging Ethiopian Wise-Counsel Mediation and Facilitative ...

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In this example, a possible result could be:Grounding questions Investor's responses Community representative's responsesWhy is it important for you to takepart in this conflict?What will be worse for you if youwithdraw from the conflict?What will be better for you if thereis peace?I lost my property.I am denied my right to invest.I have mobilised huge resources and find myself helplessat the end.I am acting legally.International laws have been broken.I have lost trust in the government.I found the investment promising and profitable.I have deep interest in changing the lives of poor people.I may lose confidence in my capacity to do business.I may lose my reputation.I may not get compensated for the loss and damage ofmy property.I may end up in moral and psychological crisis.I will work hard to have the local people the benefitfrom the investment.I will promote peaceful coexistence to sustain the business.Our culture and identity will be abused.Our land should be protected.It is not a genuine business.It exposes our children to exploitation.We have lost trust in the government.We need to defend our land.We need to preserve the culture and the land for thecoming generations.The investor is a foreign investor and will take all theresources to his own country.The younger generation may lose trust and confidencein the elders.The land and all the cultural values may get ruined.Individual conflicts may take place.The government may commit other mistakes that haveharmful effects on our community.There will be a common understanding created amongboth parties and the government.The local people would get a meaningful reward fromthe investment.74 Mediation Trainer’s Manual
Step 5: Identify options for win-win solutions. These common interests, differences and bridges of understanding are the pillars onwhich mediators reflect on possible win-win solutions so that sustainable peace will be established between the conflict parties. Discusspotential win-win solutions or most feasible options with the participants.questions Investor Community representativeWhich steps have to be taken to implement the options deemed most feasible?What can you contribute to these steps?What new insights have you gained about the conflict?What has changed for you?What conclusions do you draw from the process?In this and in the preceding sessions we have seen various useful mediation skills and tools. We have also seen that communicationis not only very complex and at times challenging, but good communication is vital for the success of the mediation process. Toenable conflicting parties to change perspective and finally come to a jointly-accepted solution, both parties must understand eachother and, more importantly, both parties must feel understood. It is the task of the mediator to help them understand and especiallyto make them feel understood. The next chapter explains how to achieve this.Mediation Training Toolbox75
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I.2 General BackgroundThe Civil Pea
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I.4 How to use this Training Manual
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II.1An Overview of Mediation in the
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"In wise-council hearings we mainly
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II.3The Marriage of Wise-Counsel an
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III.1.3Glasl's Definition of Confli
Page 24 and 25: Step 2: Ask the participants to div
Page 26 and 27: 26 Mediation Trainer’s ManualObse
Page 28 and 29: Step 8: Apply these lessons learned
Page 30 and 31: Step 3: Present a second story,“"
Page 32 and 33: III.3.1 Case Study: The 1978 Camp D
Page 34 and 35: Step 4: Referring to the Fishery Ga
Page 36 and 37: Step 2: Draw the Onion Model on a f
Page 38 and 39: Step 2: Introduce a set of groundin
Page 40 and 41: 40 Mediation Trainer’s ManualStep
Page 42 and 43: III.3.6 Exercise: The Ladder 28To e
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Page 48 and 49: Step 3: In the second round, the st
Page 50 and 51: The participants will probably have
Page 52 and 53: 7. Empowering PartiesThe autonomy o
Page 54 and 55: III.5.3 Stages of MediationSuccessf
Page 56 and 57: III.6Communication in Mediation“A
Page 58 and 59: Self-revelationFactualMessageAppeal
Page 60 and 61: III.6.2 Communication ExerciseTo de
Page 62 and 63: III.6.3 The Importance of Body Lang
Page 64 and 65: Self-managementSelf-management supp
Page 66: Exercise: The Use of Body LanguageT
Page 69 and 70: III.6.5Bringing Difficult Messages
Page 71 and 72: III.7Conflict Perspective Analysis
Page 73: Party B. I, The community Represent
Page 77 and 78: III.9Understanding the Stages of Co
Page 79 and 80: III.9.2Exercise: Applying the Nine
Page 81 and 82: Stage 4: Images, CoalitionsWhat do
Page 83 and 84: Stage 6: Strategies of ThreatVery o
Page 85: Stage 8: Fragmentation of the Enemy
Page 88 and 89: III.10 Intervention Design for Diff
Page 90 and 91: Sample case:victims. Years later, a
Page 92 and 93: III.11How to set up and Work in a M
Page 94 and 95: Elders and the representatives from
Page 96 and 97: Part IV TRAINING SKILLS“Kan qabut
Page 98 and 99: 3. How to create and keep attention
Page 100 and 101: Mediation ScenarioThe role play wil
Page 102 and 103: Part V REFERENCESAll photographs in
Page 104 and 105: Part VI ABOUT THE AUTHORSThis Manua
Page 106 and 107: is currently a senior expert for en
Page 108 and 109: also given different values. For ex
Page 111 and 112: Appendix C111
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