Merging Ethiopian Wise-Counsel Mediation and Facilitative ...

More documents

Recommendations

Info

III.11How to set up and Work in a Mediation Team, how to Involve Conflict Stakeholders“Fara abbatu fale olaan gumaata naqaa.”“Neighbours cooperate when one is ready to solve his problems.” (Afaan Oromo proverb)At the end of the session, participants will know how to establish a mediation team andwork through stakeholder-mediators to transform conflicts.60 minutes.All preceding sections.Flipcharts, moderation cards of different colours and sizes, markers of different colours,pin-board, pins.Step 1: Introduce the topic.Step 2: Discuss the sample case originating it from an imaginary village.Step 3: Wrap up the discussion, highlighting advantages and challenges of teammediation including conflict stakeholders.Step 1: Introduce the topic of team mediation. You may wish to use the following to support your discussion:Mediation, as defined in this manual, refers to the support of a third party which is acceptable to all conflict actors. Here themain question regarding the actual mediation is: who mediates and how do they mediate? In facilitative mediation, the mediatorsnormally represent or work for an organisation. They also have their own reputation, however, which is sometimes more importantthan an organisational affiliation. In wise-counsel mediation, the mediators are renowned members of the society.Conflict cases vary and may need a single mediator or multiple mediators depending on the characteristics of the conflict. Theexample case we will analyse entitled, “A Conflict between Two Religious Groups”, requires a mediator team. Moreover, someof the selected mediation-team members are so-called “stakeholders” as they are involved in the conflict or represent differentparties to the conflict. Some are affiliated with the conflicting parties of the religious group and one works as a peace expert in thearea, which means that all of them are familiar with the conflict. They are selected based on their personalities by their respectivereligious groups to act as their representatives. Although it is true that team mediation is an important local (often ad-hoc) initiativeused to resolve conflict, it has advantages and disadvantages. Some of these are outlined on the next page.92 Mediation Trainer’s Manual
Advantages of Team Mediation> > As a team they are considered all-partisan by the parties.> > Team members can complement oneanother's strengths and weaknesses.> > Having different personalities they have differentperceptions of the situation, which enriches the process.> > Team members can follow up one another's ideas.> > Mediators can give each other feedback.> > Team members can learn from one another.Disadvantages of Team Mediation> > The process can take a long time; this might creatediscomfort for the parties and the mediators.> > Mediators might not all equally take part in theprocess, which might undermine the process.> > The participants might feel like they are in front of atribunal due to the amount of mediators facing them.> > Some of the members might be perceived as biased by theconflicting parties and therefore the process will be spoiled.Step 2: Introduce the sample case "A Conflict between Two Religious Groups":This case shows the solution to a dispute between two religious groups living in one village who are share a lot of things and havea lot in common. The conflict starts over the use of a piece of land by different religious groups. The land is owned by the government,who has given permission to the groups to use it. Usually these groups organise the usage based on mutual understanding,but then the two groups request the place for the same day. As the place is in a specific area and both groups want to conduct areligious traditional affair, neither of the groups can use other places. The conflict starts and the village governor approaches theelders, the religious leaders, NGO peace-workers and government officials to settle the conflict. Representatives of the elders, thepeace workers and government officials build a mediation team. It turns out to be difficult to find representatives of the religiousgroups to join the team, since there are many conflicting issues within each religious group. But after some time, representativesof each group are identified and sent into the mediation team.Before they start the mediation process, the team must win the trust of the conflicting parties. The best way to achieve this isby displaying empathy, credibility, integrity and above all, all-partisanship as a group. To validate their all-partisanship, the teammembers should ask themselves questions like:> > Are we really impartial from our hearts to be mediators for the conflicting parties?> > Do the conflicting parties really consider us as impartial mediators?> > If we are not impartial because one of us is considered biased and is not trusted due to an involvementin the case or due to his/her position or relationship, do we then find a new team member?> > Is the situation suitable for us to mediate?These questions also have to be asked during the process as perceptions might change over time. The mediation team must alsothink about the previously-mentioned advantages and disadvantages of mediating in a team prior to the start of the mediation.Mediation Training Toolbox93
Page 9 and 10:
I.2 General BackgroundThe Civil Pea
Page 11 and 12:
I.4 How to use this Training Manual
Page 13 and 14:
II.1An Overview of Mediation in the
Page 15 and 16:
"In wise-council hearings we mainly
Page 18 and 19:
II.3The Marriage of Wise-Counsel an
Page 21:
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
Page 44 and 45: 2 3456Figures 2 and 3In pictures 2
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 and 74: Party B. I, The community Represent
Page 75 and 76: Step 5: Identify options for win-wi
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 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
show all

Merging Ethiopian Wise-Counsel Mediation and Facilitative ...

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?