GV-506 (weeks 16-17)

1. GV-506 (weeks 16-17) Mediation

2. Types of peaceful management of conflict per UN charter • Direct negotiation-bargaining • Mediation (3rd party involvement) • Conciliation • Arbitration-adjudication (international law and courts)

6. What are the characteristics of mediation? • An extension and continuation of peaceful conflict management • Intervention of an outsider: individual; group; organization (NGOs)—or combination • It is noncoercive-nonviolent-nonbinding form of intervention • Mediation has as a goal to transform a conflict • Mediators carry their own baggage consciously or unconsciously • Mediation is a voluntary form of conflict management • Mediators are often impartial and acceptable parties Should mediators be impartial?

7. Boulding’s three faces of power • Threat power • Deterrence • State authority over citizens • Economic power • Integrative power • Legitimacy, persuasion, loyalty • All three faces of power are necessary: Why? • Examples: Soviet Union, Germany during WWII, British empire

8. All mediation situations have: • A conflict • Parties in conflict • Process of mediation • Context of mediation

9. Ingredients of Conflict • Needs • Perceptions—Emotions (role of culture) • Values (role of culture) • Power • Distribution of costs and benefits (distributional aspects of bargaining) • Salience

10. Why and when do actors mediate? • Conflict is long and complex—security dilemma • Parties’ conflict management attempts have reached and impasse • The cost of war has become prohibitive (ripeness moment) • Willingness to cooperate • Mediators as individuals • Spread their own ideas • Put into practice a set of ideas • Gain access to major channels of political communication (career moves) • Mediators as states: • Mandate to intervene (IGOs regional and global) • Security and national interests • Enhance their own power and position in global affairs • Mediators are actors

11. Methods that mediators use • Communication strategies • Supply information-making rapport-clarify the situation—transmit messages from one side to the other • Formulation strategies • Choose meeting site • Control pace and formality of meetings • Structure the agenda • Reduce tensions-highlight interests • Suggest concessions and help parties to save face • Manipulative strategies • Change parties expectations/incentive structure • Help parties to show commitment • Promise sources or threaten withdrawal (stick and carrot) • Threaten punishments

12. When is mediation successful? • Subjective perceptions of satisfaction • Fairness of mediation and improved overall climate of parties’ relationship • Objective criteria: • Cessation or reduction of violent behavior (for how long?)

13. NGOs as negotiators • Nongovernmental-- non official--independent • Oxfam, Human Rights Watch, Red cross/crescent, CARE, Amnesty International • Médecins sans frontières (Nobel Peace Prize in 1994) • Large spectrum of institutions: humanitarian and developmental goals • Bridge between grassroots level and official world • Goals and practices: • Humanitarian • Human Rights • Conflict Resolution (e.g. Carter Center-Joan B. Kroc Center) • What kind of power: • Referent power (relation between mediator and parties) • Expert power (information and knowledge) • Informational power (mediator as go-between) • Legitimacy (based on perceptions of the parties)

14. Case of Mozambique: • Peace agreement of 1992 • Declaration of cease-fire • Recognition of political parties • National elections and united army • Regional and international involvement negotiated • Outcomes: • Renamo resistance movement into a political party • Return of IDP and refugees • Free and fair elections (87% turnout)