A Creative Approach for Conflict Resolution in Community Practice

1. • HOW MANY
BRICKS ARE
THERE IN THE
GIVEN PICTURE?

2. If two people agree on everything, one of them is
unnecessary
— winston churchill
• People bring different ideas,
goals, values, beliefs,
interests, positions, and
needs to their community
and these differences are a
primary strength of
individual and group
dynamics.
• these same differences can
lead to conflicts which result
in negative and destructive
behaviours that impact the
functioning of community.
• If handled positively, conflict
can be a constructive force,
moving a group or
community forward in a
positive direction.

3. CONFLICT
RESOLUTION IN
COMMUNITY
P R I Y A A N N A J A M E S
I I M S W
M A D R A S C H R I S T I A N C O L L E G E

4. CONFLICT IN COMMUNITY
• Conflict: tension or disagreement between people or institutions.
• It may be: • pre-existing, and therefore the context in which the
extractive project is being developed or operating, or • caused by
an extractive project investment or community development
program.
• In this context the conflict will most likely be between the
company and the community, though in some instances the
project may engender inter- or intra-community conflicts

5. Unclear
Messages
Causes for
Community
Conflict
Different Perspectives
Inappropriate
Behaviour
Lack of Response
lack of
community
guidelines or
principles

6. A CREATIVE APPROACH FOR CONFLICT
RESOLUTION
•conflict resolution is seen as a joint problem
solving exercise rather than a battle.
•In this "win-win" approach is adopted, conflicts
may be resolved more quickly and easily than
expected.
•deal with conflict immediately as it is much
easier to find solutions to a conflict when it first

7. STEPS
1. facilitate
2. mapping
3. Discussion
4. Solutions
5. Policy making
6. Trial Period

8. 1. FACILITATE
• A person who is seen as neutral
in the conflict or an outsider
can be chosen as Facilitator.
• The facilitator sets the scene by
talking positively about
conflict, explaining "win/win"
solutions rather than
"win/lose".
• Everyone is encouraged to feel
the conflict can be resolved

9. 2. MAPPING
• The facilitator then draws "a map" of
the conflict with the circumstances or
features which prompted the conflict
summarised in the most neutral way
possible.
• The careful use of language that is not
inflammatory or judgmental is very
important.
• The main people involved in the
conflict are listed with their needs and
concerns written next to their names.
• This process helps everyone to
understand the emotional climate
underlying the conflict.

10. 3. DISCUSSION
• The map is then discussed. Areas of
agreement where people have listed
the same needs become obvious very
quickly. People are able to see the
feelings and concerns beneath the
conflict, and to assess whether any are
ill founded. This helps to ease the
tension, and solutions become easier
to recognise, with one or two usually
standing out.

11. 4. SOLUTIONS
• The search for solutions can be brainstormed
by everybody. Some of these possible
solutions might be acceptable, others not, but
this list is worked through until a solution is
found that suits everyone. Once the conflict is
put on paper the areas of agreement are
obvious and this helps to encourage people
to compromise on disagreements. This
process also gives space and importance to
expressing feelings. This in itself helps people
to feel better about their involvement.
• The group now has control of the conflict,
rather than the conflict having control over
them.

12. 5. POLICY MAKING
• Once you have found solutions,
it may be necessary to make a
policy or a change in structure
to prevent problems happening
again in the future.
6. TRIAL PERIOD
• Evaluate your solution to make
sure it is practical and really
works. The best way to do this
may be to try it out for a fixed
time period, and then review
whether it has solved the
problem.

13. REFERENCE
• Community Door. (n.d.). Retrieved from
https://communitydoor.org.au/a-
creative-approach
• Jones, D. A. (2005, October). Proactive
conflict management in community
groups. Retrieved from
https://projects.ncsu.edu/ffci/publication
s/2005/v10-n2-2005-october/ar-3-
proactive.php
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