The Art of Negotiation & International Conflict Resolution Flashcards

Comprehensive vocabulary flashcards covering the fundamentals of conflict, negotiation styles, resolution models, and key theoretical frameworks as presented in the UNEG0300 master study guide.

Conflict

A situation that exists when two or more parties perceive incompatible goals, interests, needs, values, or resources.

Problem

A situation requiring a solution, which may exist without conflict unless parties disagree about the situation or its solution.

Attitudes (Galtung's ABC Triangle)

Internal elements of conflict including emotions, perceptions, fears, assumptions, beliefs, and prejudices.

Behavior (Galtung's ABC Triangle)

Observable actions in a conflict, such as threats, violence, cooperation, boycotts, or negotiation.

Contradiction (Galtung's ABC Triangle)

The underlying incompatibility, such as competing goals, scarce resources, or opposing interests.

Galtung's Conflict Formula

$$Conflict = Attitudes + Behavior + Contradiction$$

Communication (Conflict Element)

How parties exchange information and express emotions, which can be open, closed, aggressive, or cooperative.

Ties / Links

The relationship between parties, such as family, friendship, business, political relationships, or economic dependence.

Sandole's Pillar $1$: Conflict Conditions

Factors that create or encourage conflict at individual, social, international, or global levels, such as poverty or inequality.

Sandole's Pillar $2$: Conflict Sources

Specific causes including parties, objectives, issues, environment, and conflict handling.

Sandole's Pillar $3$: Conflict Resolution

Methods to address conflict, including prevention, management, settlement, resolution, reconciliation, and third-party intervention.

Top-Level Leaders

High-level figures like Presidents or Heads of State who engage in negotiations and peace agreements.

Middle-Range Leaders

Individuals like ministers, religious leaders, or NGO heads who connect national and local actors.

Grassroots Leaders

Local actors such as mayors and community activists who work directly with communities.

Personal Conflict

Emotional and direct interaction between individuals, such as friends or family members.

Corporate Conflict

Conflicts inside organizations regarding resources, authority, or organizational interests.

International Conflict

Conflict between states, governments, or international organizations involving national interests and security concerns.

Trust (Roy Lewicki)

The expectation that another party will act predictably and appropriately.

Interest-Based Approach

A focus on needs and mutual gains that results in a Win-Win outcome.

Rights-Based Approach

A focus on laws, rules, and contracts to determine who is right, resulting in a legal determination.

Power-Based Approach

A focus on who is stronger using authority, economic, political, or military power, resulting in a Win-Lose outcome.

Mediation

A voluntary process where a neutral third party facilitates communication to help parties reach their own agreement.

Arbitration

A formal process where a neutral third party hears evidence and makes a binding decision.

Mediation Act

The final document of a mediation process, also known as a Mediation Agreement.

Arbitration Award

The final document issued by an arbitrator, also known as Laudo Arbitral.

Kriesberg's Conflict Cycle Stages

$1$. Latent Conflict, $2$. Emergence, $3$. Escalation, $4$. De-escalation, $5$. Settlement, $6$. Resolution, $7$. Reconciliation.

Horse-Trading

A mechanism where each side gives something up to gain something else for mutual benefit.

Peacekeeping

Maintaining peace through neutral forces to prevent violence and monitor ceasefires, usually after violence has occurred.

Neutral Assessment

An evaluation by a neutral expert to clarify strengths and weaknesses and facilitate a settlement.

BATNA

Best Alternative To a Negotiated Agreement; the best option available if negotiations fail.

Resistance Point

The worst agreement a party is willing to accept before walking away.

Collaboration (Dual Concern Model)

A Win-Win strategy with high concern for self and high concern for others; the best long-term option.

Competition (Dual Concern Model)

A Win-Lose strategy with high concern for self and low concern for others.

Accommodation (Dual Concern Model)

A Lose-Win strategy with low concern for self and high concern for others.

Avoidance (Dual Concern Model)

A Lose-Lose strategy with low concern for self and low concern for others.

Compromise (Dual Concern Model)

A strategy showing moderate concern for both self and others.

Principled Negotiation (Fisher & Ury)

A method involving separating people from the problem, focusing on interests not positions, generating options for mutual gain, and using objective criteria.

Distributive Negotiation

A competitive Win-Lose negotiation characterized by a fixed pie and claiming value.

Integrative Negotiation

A cooperative Win-Win negotiation characterized by creating value and long-term relationships.

Admission (Technique)

Recognizing a valid point from the other side to build trust and reduce resistance.

Arrogant Withdrawal

Temporarily stepping away to pressure the other party.

Peacemaking

The process of negotiating agreements to stop violence.

Peacebuilding

The process of addressing root causes to create long-term peace.

Galtung's 7 Types of Power

Economic, Military, Political, Social, Cultural, Knowledge/Information, and Moral power.