The African Union’s role in the formulation and the implementation of the Arusha Agreement in Burundi has been hailed as a hall mark of success for the organisation’s conflict management on the continent. A decade and a half later Burundi once again finds itself at the precipice of civil war due to the controversy surrounding President Pierre Nkurunziza’s election to a third term in office in 2015. At the time of writing, the mediation efforts are tethering on the brink of failure. The African Union’s response to the political crisis in Burundi has been characterised by policy incoherence, reversals and ineffectiveness as member states have not committed to a particular strategy. This study explores the underlying factors that resulted in the failure of the African Union’s mediation efforts in Burundi by analysing the contingency framework for mediation by Bercovitch Anagnoson and Wille (1991: 11) with specific reference to the eight context variables. The study seeks to understand the failure of mediation in the context of the African Union’s previous success in mediating the signing of the Arusha Agreement. The study reveals that the competing and contradictory narratives surrounding the mediation and the conflict played a significant role in influencing the outcome of the mediation. The study concludes that mediation remains a relevant conflict management strategy for the African Union. The normative framework of the regional organisation however must be shifted to reconceptualise the principle of sovereignty in responding to electoral based conflicts.

Ph.D. (Politics) / Please refer to full text to view abstract

Strategic conflict in this work refers to the spectrum of co-operative and oppositional activities in which organisations engage when their interests meet. The origin of the work is in the management and prediction of corporate strategic conflict, but it will be seen that there are significant similarities between corporate struggle and that of international relations. Following a review of the nature of conflict and the characteristics of strategic decision making, the work examines the effectiveness of three existing general approaches to conflict modelling and management, namely informal and qualitative methods; general systems analysis methods; and game theoretic approaches. Desirable criteria for a strategic conflict management framework are derived and a framework is then proposed which has three components: - Setting thefuture environment The future of the organisation is described by a network of states of nature. Resolving the Conflict Within each of the states which represent the future, the options for participants are identified and the possible outcomes and interim states identified. An analysis of the influence and power of the participants over transitions between states is carried out, which indicates likely development paths in the conflict, from which conclusions can be drawn about both the likely outcomes, and about the actions which should be taken by a company to bring about preferred outcomes. Closing the Loop Feedback of information obtained by analysis and by contact with the real world back into the two structures described above allows examination of the effect of changing perspectives and the differing beliefs of participants. The application of the framework is shown through case studies examining thejustifiability and appropriateness of each of its elements and as a whole. These case studies cover both small and large companies, a variety of business conflict cases, both live and retrospective and draw on the recorded material in international relations for examples of non- . commercial conflict. Future development paths are identified for the concept

A phenomenological interview study on preschool teachers approach to children´s conflicts Our intention was to study six preschool teachers approach to child conflicts in preschool and the strategies they use to deal with conflicts. The aim of the study is to provide knowledge about how the values of the preschool teachers express themselves in the educational environment and how they relate to children's conflicts. The following two inquiries are examined in this study: What strategies does the preschool teacher describe that she applies in different conflict management situations? What values are expressed in the preschool teacher's strategies in conflict between children?                                   This study follows a quantitative method with a phenomenological research approach. It is based on material from interviews with six different preschool teachers who work in the preschool and preschool class. The theoretical starting point for the study is Vygotsky’s sociocultural theory, which proceeds from children learning by social interactions. The result shows that preschool teachers use different strategies depending on the nature of the conflict. It furthermore shows that all preschool teachers perceive children as competent and they emphasise the importance of letting the children be a part of the conflict management. Their experience is that the environment plays a determinant part in children’s interactions. All preschool teachers had a view of children with the purpose of always acting in their best interests. All pointed out the important part the presence of a pedagogue has to get the conflict management to work.

The aim of this study is to investigate the role of CONFLICT in the stratificationary process of the African in the Copper Mining Industry of Northern Rhodesia between the years 1943 - 1961. The hypothesis and assumptions which it is desired to prove can be classified as falling into four categories: 1. that which accepts human beings as individuals acting in group structures, each group having its appropriate goals and ends forming discernable patterned action systems; 2. that these groups can be reconstructed to show variable patterns of action which might be either accommodative or initially contradictory as conflicts emerge within the system; 3. that items 1 and 2 above can be objectivised by empirical materials and that they change in time, and, in so doing, are modified in structure-functional relations; 4. that conflict is the process which animates the patterns and prescribes new goals and ends within the patterned activity systems. An indefinite number of causality factors are possible in explaining social change, but we confine ourselves to the concept CONFLICT, with special reference to the Copperbelt of Northern Rhodesia. The economic factors operating, together with the political and social factors, producing a typical stratification of the African in the industry, sofar as this reveals changing patterns of progressive and aggressive goal thrusts and redefinition of the social positions of the contesting participants, are dealt with in the appropriate sections of this investigation. The model has been developed in relation to the study of the total social system with special emphasis on their overtly political and economical aspects. Part 1, in its entirety, deals with the theory of conflict. It also contains our own development of the theme. The empirical data are contained in parts 2, 3, with a section on envisaged future social developments. The conclusion, to this investigation, forms the last part , with an exhaustive testing of the TEN-POINT HYPOTHESIS given at the end of Part 1.

This study shows how different conflict resolution strategies and styles are used and how they affect  the  employees  in  a  workplace.  Previous  research  has  shown  five  styles  which  are commonly used by supervisors to solve conflicts between employees. The present study takes place  in  a  headquarter  of  a  company  in  Sweden  which  provides  customer  service  in  the department of sales. Two supervisors and five employees has been part of an interview research and  the  purpose  is  to  find  out  what  conflict  resolution  strategies  are  preferred  by  both supervisors and employees at the office. This research also shows the knowledge supervisors have about conflict resolution and what they are doing to prevent conflicts from happening. The material  is  analyzed  using  grounded  theory  which  resulted  in  five  different  categories, communication, trust, knowledge, rules and guidelines and workplace environment.

This study is a qualitative interpretative study of conflict management in a multicultural Namibian institution. The focus of the study is to understand how individual people in a particular organization perceive conflict, the possible sources of conflict as well as to explore the possible strategies of managing conflict. This is followed by an analysis of the general educational cultural and social characteristics of Namibia, which relate to the sources of conflict. I also make an attempt to have a deeper understanding of people from different cultural and educational backgrounds in viewing conflict and how these differences might be seen as major sources of conflict and how they deal with it - by using a case study approach. I interviewed 5 participants from different cultural backgrounds. The major research methodology I used in this study is in-depth interviews that allowed me to explore people's understanding of, attitudes to and views on conflict. I supplemented the interviews with participant observation, which allowed me to get first-hand information on how people interact socially and in meetings in order to explore possible sources and existence of conflict in meetings and how the staff dealt with it. Furthermore, I tried as much as possible to observe daily activities as an observer. People interviewed have different perceptions about conflict. Some use conflict to their advantage to arouse discussion and stimulate creative thinking. Some people find conflict to be a burden, something to be minimized. This avoidance leads to poor decisions and poor use of teams as a way to improve both decision making and acceptance of the decisions that are made. Cultural differences among staff and the process of reform emerge as the major sources of conflict. Whether a conflict will result in negative or positive consequences, or both, will depend to a large part on the strategy taken to resolve the conflict.

In the recent years, majority of African countries have been faced by conflicts during election periods. Some of the electoral related conflicts escalated into violence, and they have been transformed or managed. While other electoral related conflicts have just been prevented during the election periods but remain latent conflicts that would escalate triggered by future elections. This study focuses specifically on electoral conflicts in Kenya and its conflict management perspective from 2002-2013. To transform and manage the conflict, peacebuilding initiatives have been integrated in the study. The prime actors in Kenya electoral conflict includes the; the ruling party coalition, the leading opposition coalition and ethnic groupings affiliated to the ruling party and opposition. Other peripheral actors include: the Independent, Electoral and Boundary Commission (IEBC), the International Criminal Court (ICC) and the judiciary. Triangulation (the combination of two or more methods of collecting and analysing data) has been adopted both in data collection and analysis. Focus group interviews, selected individual interviews, and literature reviews were used to collect data, while research findings were analysed systematically using the constructivist grounded theory. Moreover, the liberal peace theory, Institutionalisation before Liberalisation (IBL) and findings from other researchers like (Elder, Stigant and Claes 2014:1-20), and the Afrobarometer research findings (Kivuva 2015) have been used to authenticate the research findings. Research findings indicates that claims of election rigging, numerous institutional failures, negative ethnicity and economic disparity, among other factors heighten the fear and anxiety that escalates during elections. Towards achieving peacebuilding and sustainable peace, the following reforms were undertaken: constitutional changes and reviews, electoral body reform, judicial reform, pursuit of transitional justice, extensive range of local initiatives reforms and police reforms. However, findings in the study also reveal that despite the latter reforms, peacebuilding measures have been short-term, temporal, and not fully successful, leaving behind a latent conflict that could be triggered again with future electoral conflicts. Besides that, negotiation, dialogue and mediation played a role in restoring trust and confidence in the democratic structures after escalated elections. We also recommend that multi-ethnic composition for electoral coalitions should also be adopted as a means to mitigate ethnic triggered conflicts.

The rise of International Non-Governmental Organisations (INGOS) in the post-Cold War era in Africa exerted pressure on conflict resolution mechanisms as governments responded to perceived and real pressure from external, mainly Western countries. INGOs are well resourced and conduct ‘humanitarian’ and other work funded by donors. The issue of funding is critical to control and legitimacy. It is also tied to achievement of intended goals. The study explores the relationships and in some cases conflict between Western NGOs in Zimbabwe and the government during the period when the latter was experiencing diplomatic estrangement with Western countries. The qualitative study seeks to establish whether INGO operations were influenced by political relations. The researcher interviewed twenty experts in NGO and governmental operations using an interview guide. Data was collected and entered into Nvivo software where it was thematically analysed. The major findings of the study are that the political strand is the main relational context that determined the relationship between the government and INGOs. INGOs were viewed as active conflict drivers mostly due to the bias towards certain political parties and being conduits of Western initiatives. Local conflict resolution mechanisms were also established to be inadequate. The study recommends that the government of Zimbabwe needs to work on maladministration and resolve differences with Western countries. Local NGOs and INGOs should not meddle in politics in order to have a trustworthy relationship with government while donor funds are more appreciated when channelled through governments.

Mining companies operating in developing countries like the Democratic Republic of Congo (DRC) have come under increasing public criticism for not only failing to bring benefits to the country in which they operate but for often making the situation even worse through adverse environmental and social impacts. The particular focus of this treatise is the social division that a new mining project can generate between the operating company and the community living on or near to the mine site. In one area in north-eastern DRC, a large multinational mining company, AngloGold Ashanti, plans to develop a gold mine. While there have been no manifest conflicts between the company and the host community, there is evident latent conflict in the form of uncertainty and mistrust between parties. Although the company is engaged in two different models of companycommunity participation, this has either resulted in or failed to prevent tensions between the company and the local community. This research offers an exploration and discussion of the existing models of company-community participation as a conflict management strategy. With reference to relevant research and literature, as well as other available models for company-community participation, this treatise will provide a series of recommendations as to how the existing models could be made more effective in managing conflict.