GV-506 (weeks 16-17) Mediation

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

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?

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

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

Ingredients of Conflict 1.Needs 2.Perceptions—Emotions (role of culture) 3.Values (role of culture) 4.Power 5.Distribution of costs and benefits (distributional aspects of bargaining) 6.Salience

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

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

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?)

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)

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)