Conflict Analysis provides a framework for interveners to gather information about disputes to help ensure their involvement is constructive. It involves collecting data before, during, and after intervention. The document outlines various aspects of conflicts that should be analyzed, including the history and context of the dispute; the parties involved including their positions, interests, and perceptions; the key issues; the current situation; and how the conflict is escalating or stabilizing over time. Conflict analysis aims to understand the full dynamics and progression of disputes to guide effective resolution efforts.

1. CONFLICT ANALYSIS
Conflict Analysis provides the model for the intervener
to gather data and increase the certainty that his/her
entry will be constructive to the disputing parties.
Conflict Analysis provides ways to engage the parties to
reduce tensions and work to find solution to the
problems they face.
Conflict Analysis is done before parties are brought
together (pre-intervention information); Important
information gathering during intervention; Incorporate
new data into your conflict analysis.

2. CONFLICT ANALYSIS
1. Conflict History
 What are the significant events between the parties?
 Have they had previous disputes?
 Was there a recent change in the relationship?
 What past efforts have been made to resolve it and why
they failed?
2. Context
 How do the parties currently try to resolve their differences?
 What is the physical environment of the conflict?
 How do the parties communicate and make decisions?

3. CONFLICT ANALYSIS
3. Primary Parties
• Identify the parties directly involved in the conflict
• What are the parties’ position?
• What are the parties’ underlying interests?
• What are their values?
• What are their perceptions of the other party?
• Do the parties have settlement authority?
• What interest, goal, or needs do the parties share in
common?

4. CONFLICT ANALYSIS
4. Issues
• What are the primary issues as identified by the parties?
• Are the hidden issues or secondary issues not stated by the parties?
• What kinds of intervention procedures are necessary for the types
of issues identified?
• Is this a genuine conflict in its own right or is it merely a symptom
of other unresolved conflict?
• If the later, how much time and effort does this conflict merit?
5. The immediate Situation
• What is happening now? (Should the first step be efforts to
move towards negotiations, or are short-term violence
reduction strategies called for?)

5. CONFLICT ANALYSIS
6. Stages of the Conflict
• Is the conflict escalating or stabilizing? Why?
• If escalating, what is happening?
• Are issues moving from specific to general?
• Is there an increase in issues or resources used to wage the conflict?
• Has disagreement turned to antagonism?
• Are parties polarized? Has extremist leadership arisen?
• Is communication being distorted? Are parties engaged in propaganda
campaigns?
• Are there safety-value mechanisms in place?
• Is there a fear of escalation?
• Are there social bonds friendships, cross-cutting memberships among
parties/ members?
• Are there other third party interveners?
• Is there a common outside threat?
• Are there time constraints or other limitations on continued use of
resources?

6. CONFLICT ANALYSIS
• ABC TRIANGLE
• METHOD OF
• ANALYSIS
Attitudes (willingness to change, fixed positions, emotions,
views of the other)
Behaviour (agitation, demand, pleas, violence)
Context (the background or environment).

7. CONFLICT ANALYSIS
• The Onion/Doughnut of Analysis
Position (outer layer)
Interest (middle layer)
Needs (inner or core layer)
• PPP Method of Analysis
People
Problem
Process

8. CONFLICT ANALYSIS
D, P, T Method of Analysis (Johan Galtung)
• D - Diagnosis: Investigating the history of
sickness.
• P - Prognosis Establish the present state of the
sickness and where it could be in future.
• T - Therapy The prescription or treatment
This means that there is direct relationship between conflict and our
physical, emotional and spiritual well being. Negative conflict expression
reduces our overall capacity to build a healthy society.

9. CONFLICT ANALYSIS
CONFLICT ATTITUDE:
MENTAL AND EMOTIONAL PREPAREDNESS
There are at least five ways of looking at a conflict situation. If you want to resolve a conflict it
is helpful to develop a solution finding attitude and to get person that you are in conflict
with. This is what you can tell yourself:
1. I look at the conflict situation as an opportunity to improve or change the relationship.
2. I want to improve the relationship and I want to attempt to understand and solve the
issue that caused the conflict.
3. I see the person that I am in conflict with as a partner with whom I can resolve the issues
– not as my enemy. I work as a team: we have a problem. It is not you against me – and I
against you. I have certain needs and wants… you have certain needs and wants. What
can we do together to meet both of our needs and wants?
4. I am open, flexible and willing to look at all kind of options for solutions, it does not have
to be an “either – or” solution. I have the “TANGRAM” – way of thinking; there are
different possibilities.
5. I am future – oriented. I cannot dwell on the past. The past has to be past. I am wise.

10. THANK YOU!!!