This document discusses diversity and conflict management. It begins by defining conflict and exploring common causes of conflict, including competing interests over limited resources. It then discusses types of diversity in the workplace, including surface-level diversity based on visible characteristics and deep-level diversity involving underlying values and preferences. The document also notes challenges in managing diversity and describes strategies like stakeholder analysis. Finally, it outlines steps for conflict analysis, such as identifying sources of conflict and ensuring stakeholder representation in conflict management processes.

1. Diversity and
Conflict management
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2. Module 7: Conflict Management
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• Learning objective: Think about what conflict is
1. What is conflict?
• Learning objective: Improve understanding of the common causes
and types of conflicts in and around protected areas
•2. What causes conflict?
• Learning objective: Gain a foundational knowledge of stakeholder
analysis and representation, and common conflict analysis tools;
and learn the basic steps of conflict management
•3. Conflict analysis

3. What is Conflict?
“Conflict is a relationship
between two or more
parties (individuals or
groups) who have, or
think they have,
incompatible goals and
who act on the basis of
those perceived
incompatibilities”,
Schneider et al, 2016

4. 2. WHAT CAUSES CONFLICT?
Learning objective 2: Improve understanding of the
common causes and types of conflicts in and around
protected areas
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5. DEFINE WORKPLACE DIVERSITY AND EXPLAIN WHY
DESCRIBE THE CHANGING WORKPLACES IN THE UNITED
AROUND THE WORLD EXPLAIN THE DIFFERENT TYPES OF
FOUND IN WORKPLACES DISCUSS THE CHALLENGES
IN MANAGING DIVERSITY DESCRIBE VARIOUS WORKPLACE
MANAGEMENT INITIATIVES
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6. Workforce Diversity - the ways in which people in an organization are different
from and similar to one another.
Diversity has been “one of the most popular business topics over the last two
decades. It ranks with modern business disciplines such as quality, leadership,
and ethics. Despite this popularity, it’s also one of the most controversial and least
understood topics. With its basis in civil rights legislation and social justice, the
word diversity often invokes a variety of attitudes and emotional responses in
people.
So, what’s our definition of workplace diversity? We’re defining it as the ways in
which people in an organization are different from and similar to one another.
Notice that our definition not only focuses on the differences, but the similarities, of
employees. This reinforces our belief that managers and organizations should
view employees as having qualities in common as well as differences that
separate them.
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7. Surface-level diversity-Easily perceived differences that may trigger certain stereotypes, but
do not necessarily reflect the ways people think or feel.
Deep-level diversity -Differences in values, personality, and work preferences.
The demographic characteristics that we tend to think of when we think of diversity—age,
race, gender, ethnicity, and so on—are just the tip of the iceberg.
These demographic differences reflect surface-level diversity, which are easily perceived
differences that may trigger certain stereotypes but that do not necessarily reflect the ways
people think or feel. Such surface-level differences in characteristics can affect the way
people perceive others, especially when it comes to assumptions or stereotyping.
As people get to know one another, these surface-level differences become less important
and deep-level diversity—differences in values, personality, and work preferences—becomes
more important. These deep-level differences can affect the way people view organizational
work rewards, communicate, react to leaders, negotiate, and generally behave at work.
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8.  Communities
 Conservation orgs
 Private sector
 Central government
 Local government
...can lead to competition over limited
resources...
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9. Diverse interests and different values attached to
nature can lead to competition over limited
resources, which is shaped by power dynamics and
actor relationships
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Institutional failings can contribute to conflict through:
– Poor communication – breeds mistrust
– Corruption and discrimination
– Inequitable distribution of costs and benefits of conservation
– Inadequate support (e.g. in dealing with human-wildlife
conflict)
– Lack of monitoring of and reporting on activities
– Lack of presence on the ground

10. Conflict case study: Governance in Lake Mburo
National Park
“...women and men in the communities that border
LMNP are concerned that wild animals leave the
park and pose a risk to their lives or the lives of their
families through death or injury. Wild animals also
inflict damage on crops and can kill livestock... All
actors highlighted that there is no official
compensation policy in Uganda, but households
may receive a small payment known locally as
‘compassion’ at the discretion of park officials”
Franks and Booker (2018), Governance Assessment for Protected and Conserved Areas
(GAPA), p34
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11. 3. CONFLICT ANALYSIS
Learning objective 3: Gain a foundational knowledge
of stakeholder analysis and representation, and
common conflict analysis tools; and learn the basic
steps of conflict management
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12. Identifying the source of conflict
Thinking about what kind of conflict you are dealing with, and
identifying the source(s) of the conflict, is an important first step in
conflict analysis. The more information you have about the cause of
the conflict, the more easily you can help to resolve it.
■ What kind of conflict is it?
– Open?
– Latent?
– Surface?
■ What is the problem?
– Sources and triggers?
– Direct and underlying causes?

13. Group Activity: Types of Conflict
Possible sources of conflict might be:
• Conflicting interests or values
• Difficult relationships or behaviours (historical or new)
• Actual or perceived inequality or injustice
• Lack of clarity over rules, regulations, rights or
responsibilities
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14. ...and stakeholder representation
 In complex multi-stakeholder conflict with a large number
of stakeholders, full participation of every single
stakeholder is not practical
 In such cases, stakeholders not directly involved in conflict
analysis or management need to be clear on how they will
be represented in the conflict management process (e.g. at
workshops)
 This will likely involve the selection of stakeholder
representatives
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16. ■ Why Is Managing Workforce Diversity So Important?
People Management - diversity is, after all, about people, both inside and
■ Organizational Performance - cost savings include reducing employee turnover,
chance of lawsuits
■ Strategic - workforce diversity is a key to extracting the best talent performance,
from a diverse country and world.
■ Diversity is, after all, about people, both inside and outside the organization. The
benefits that organizations get because of their workforce diversity efforts
retaining a talented workforce.
■ Performance benefits that organizations get from workforce diversity include
in organizational functioning. The cost savings can be significant when
workforce reduce employee turnover, absenteeism, and the chance of lawsuits.
■ Organizations also benefit strategically from a diverse workforce. You have to
diversity as the key to extracting the best talent, performance, market share, and
country and world. One important strategic benefit is that with a diverse
anticipate and respond to changing consumer needs.
■ Diverse employees bring a variety of points of view and approaches to
the organization markets to diverse consumers
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17. Global Workforce Changes
■ Total world population -estimated at over almost billion An aging population - aging at an
unprecedented rate
■ Total world population. The total world population in 2012 is estimated at over almost billion
individuals.31 However, that number is forecasted to hit 9 billion by 2050, at which point the
United Nations predicts the total population will either stabilize or peak after growing for centuries
at an ever-accelerating rate.
■ An aging population. This demographic trend is one of critical importance for organizations. How
critical? “The world’s population is now aging at an unprecedented rate.
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