A critical assessment of conflict management processes: A case study of the Palestine-Israel conflict, 1993-2010

Abstract

This study argues that conflicts are endemic in human society and that conflicts are disruptive. Proper management of conflicts is therefore a necessary to lessen their negative impact on human society and the environment. Conflict management analysis and approach that does not right the parties' asymmetry in a conflict structure does not yield a long-term mutual settlement. The purpose of this study was to identify and critically assess attempted conflict management processes in the Palestine-Israeli conflict, 1993-2010. The study also analyzed the linkages among actors, conflict management processes and conflict escalation/de-escalation. The study adopted a qualitative descriptive design. The study established that the key challenges in conflict management are sticking issues, power asymmetry of the parties, poor political handling of negotiated settlements, and the perception of third party interveners. The principle conclusion was that third party perception, the audience, constituents, patrons, and allies in a conflict structure and conflict structure transformations are integral to the success of conflict management process.