Conflict Management and Hegemonic Practices in the World Social Forum 2004
In: International social science journal: ISSJ, Band 56, Heft 4, S. 577-589
ISSN: 0020-8701
This paper discusses a case of conflict management in the WSF 2004. The reasons for the explosion of the conflict are briefly discussed & linked to the lack of clear & consistent proactive practices of inclusion in the organizational process of the WSF. The discussion focuses on the attempts to negotiate the conflict generated by the claims voiced by Ahmed (a member of the Indian Muslim community), who deprecates the exclusion from the organizational process of the WSF of which he feels he & his community are victims. The paper shows how such conflicts could be prevented by designing carefully at the outset consistent strategies of outreach & by performing regular practices of inclusion. The core of the argument focuses on the strategies of conflict management in the case of the incident described. The shortcomings of those practices are exposed & discussed. The research shows how the main deficiencies of the conflict management strategies discussed are due to contingent improvisation & to the lack of consistent & thoroughly discussed guidelines in conflict management & communicative strategies in moments of crisis. 8 References. Adapted from the source document.