Kammales Photikanit
Rational
When broadly speaking the word “Development”, often being expected as those related to modernization, civilization and the quality of life improving. As the word “Conflict”, mostly people thought about the evil, chaos, and hectic situation. This article aims to provide alternative meaning of “Conflict” as that to be both constructive and destructive ones.
State mega development projects were the most outstanding factors that provoked conflicts at all levels worldwide. It could contribute both constructive and destructive impacts to local communities. The classic illustration of these conflicts caused by the rural development policy was the construction of dams. Although such a project had both light and dark sides in itself, its objective to develop the quality of human life constructed a lot of interest from the public. These included managing flood waters, harnessing water as hydropower, supplying water and industry and providing energy services through the electricity supply.
However, the building of dams without good planning have led to the impoverishment and suffering of many villagers. The World Commission on Dams (2000) studied the impact from building dams in eight case studies around the world found that many local people surrounding dam had to move to other places and faced the impoverishment. Consequently, their way of life had been changed, reparations emerged, and the adverse health and livelihood outcomes from the environmental destruction were commonly found. This situation led to social disruption in the long–term (The World Commission on Dams, 2000).
The construction of educational institutes was another outstanding example of how the state government’s mega–project created impacts on the life of the local people. These state mega–projects aimed to expand the education opportunities and to distribute the progress into the upcountry area. In fact, these projects led to both positive and negative impacts to the lives of the surrounding people. Major roots of social impact and conflict between the particular community and government organizations emerged from an inequality of power/authority in terms of the ignorance of the state government regarding the public participation in the planning and project proceedings (Boonyachatra, 2003, Buason, 2007, Chantarasomsak, 2004, Ngow, 2000, Wattana 2004 and Sirasoonthorn, 2008).
In the case of Naresuan University, the existence of the agency provided socio – cultural impacts to the community in many ways such as modernization, urbanization and social changed without participant planning also had been found. Numerous studies confirmed that the difference of perspective of the two agents produced impacts to the policy and strategy in several ways (Patmasiriwat, 2004, Wattana 2004, Sirasoonthorn, 2008).
Many activities performed by the university such as the university’s facility construction projects, traffic regulations, accessibility to the university hospital, and road blocking during the graduation ceremony showed ignorance of local needs and satisfaction. The developed bias of an inequality of power between the two agents had been found in various forms. Especially, the different of social class, academic and economic background brought confrontations and misunderstanding between the two. The lack of public communication between the community and the university provided not only misunderstanding but distrust. The conflict management strategy widely used between the two was the use of civil inattention or public avoidance. By doing this, confrontations, brawling, and hidden violence were established.
Therefore, it could be said that many factors that contributed to the conflict based on an inequality of power/ authority led to the ongoing dispute between the communities. According to Dahrendorf (1959) an equality of authority through the distribution of power in group conflict constructed social stratification which brings about the class of conflict in form of an inequality in sharing of interest and exploitation. In the case of Naresuan University and Taphoe Community, these included misunderstanding, mistrust, inequality, class, and dehumanization. The objective reality and subjective reality included wealth, educational social status. These divided people into different classes: the rulers and the passive controllers. The researcher would like to argue that culture was a tool helping people to learn about different and share the similarity. This idea of the researcher was also supported by the study of Teerikangas and Hawk (2002) and Garza and Fernandez (2003)
The author concluded that the conflict transforming process resulted in both constructive and destructive results. By applying the holistic approach of sociological phenomenology, an alternative strategy for conflict management based on the context of the study area identified the roots of conflict for resolution practitioner. The researcher highlighted that it was crucial to differentiate the social construction of conflict in both objective and subjective reality.
Purpose of the Study
The major purpose of this report was to analyze the conflict situation between local villagers and government officers through Peter Checkland's (1999) Soft Systems Methodology (SSM). By applying SSM, a practical method best suited for government officers involved in conflict situations was outlined. Simultaneously, various perspectives and the interconnection between different viewpoints were investigated. Furthermore, this research summarized the body of knowledge of best practices and lessons learned from this case study. The project has 3 major objectives. These include 1.) to develop a theoretical framework based on practical conflict theories and resolution. 2.) to outline the root of the conflict and conflict resolutions by using the core study between the villagers and Naresuan University and 3.) to apply SSM as the alternative conflict resolution strategy.
Methodology
This article is a part of the research project which applied mixed – methodology. This included qualitative methodological and documentary research. To develop a conceptual framework, the researcher firstly applied documentary research. To describe the dynamics of a conflict situation and to investigate an alternative way for future conflict, he then adopted qualitative methods. These included survey, in-depth interviews, participatory observation and focus group discussion. To enlarge the communication channel and to search for the root of the conflict, Peter Checkland (1981), Soft Systems Methodology (SSM) had been hilighted as an alternative conflict analysis and management strategy and tool.
First of all, the purposive sampling had been used to identify the target areas. Major criterion was the community surrounding Naresuan University within 1.5 kilometres from the university center. Then, 3 communities were identified here consisted Taphoe, Ban Khaek, and Klong Nong Lek communities had been identified. Afterwards, the researcher used the snowball sampling to identify key informants in forms of the disputants in this situation. Approximately 40 key informants had been chose as the target actors. 4 major criteria were applied here comprised: 1.) Those actors who were actively involved in the conflict situations and provided impacts to the resolutions since the establishment of Naresuan University in 1990; 2.) The representatives of community such as the executive officers of Tambon administrative organization (TAOs), community leaders and senior villagers who had been living in the target communities more than 10 years; 3.) The university officers such as the executive officers of Naresuan University, students, alumni, lecturers, and the university staff and 4.) All of these key informants were between 20-60 years old, willing to participate in the study process, had no physical limitations of hearing and understanding.
Furthermore, Peter Checkland's (1999) Soft Systems Methodology (SSM) had been applied as the leading actor for answering 3 three major research goals. First major research goal was to understanding the conflict situation. he focused on initial analysis of the conflict situation by building up the holistic view from the participants, he used the documentary research, much of the literature about the problem’s history, impact and conflict between Taphoe community and Naresuan University was reviewed. Then, qualitative methods such as participatory observation and in-depth interview had been applied to key informants of both groups. These processes were considered as the initial analysis procedure of Stage One and Two of SSM.
Second major research goal was to analysis the root of conflict. Stage three and four of SSM were applied through the brainstorming or discussion procedures. Then, root definitions of the relevant system and conceptual model were the synthesis from each perspective’s participants. It had been systemized for searching the similar outputs by the researcher based on the participants’ agreement.
Third major research goal was to present an alternative strategy for conflict management. The participants got a chance to reconsider about the conceptual model gathered from the earlier stages to construct the appropriate solution and presented a further alternative strategy for conflict management based on the participants’ mutual agreement. The brainstorming or discussion procedures had been stilled the major methods through Stage four to Seven of SSM. In addition, the researcher used triangulation methodology for checking the validity of data and applying the content analysis for his analysis process.
Analysis Materials
The author applied Soft Systems Methodology (SSM) for diagnosis and analysis the conflict presented in case study. SSM was a methodology developed by Peter Checkland (1981). It was a way of analyzing a situation from a systems perspective of disputants who had different in various aspect of the situation/problem. It helped the researcher to design the effective dispute resolution systems in multicultural environments for analyzing the background and basic element in many patterns of management, which led to the causes of the conflicts. Soft Systems Methodology (SSM) included seven steps. These steps were concluded in followed.
Figure 1: Classic seven stages of the Soft System Methodology (Checkland, 1999)
Stage 1: Problem Situation Unstructured, including the identification of the problem situation through information gathering of background material, such as review of relevant documents, interviews and observation.
Stage 2: Expressing the problem situation, including the codify of data and summarization through rich pictures to grasp the situation history and relevant substances.
Stage 3: Naming of Relevant Systems, including the identifying of definitions of relevant systems to express a central reasons for a human activity system. Root definitions were created through using the CATWOE criteria.
Stage 4: Conceptual Model, including the definition of a conceptual model. It provided a better understanding about change activities, and a system represented stakeholders’ perspectives about the desired system and associated human activities.
Stage 5: Comparing Conceptual Model with Reality, the conceptual model constructed in Stage 4 provides structure to a meaningful and coherent debate about the problem situation. It surfaced a wide range of questions. It also highlighted the differences between the actual situation and perceived reality. The discussions around this model provided an opportunity for the participants to rethink their assumptions.
Stage 6-7: Implementing Feasible and Desirable Changes, The aim of these stages was to identify and to explore change that was systemically desirable and culturally feasible including seeking to solidify commitment and responsibility, to formulate a desirable and feasible plan.
From the literature review, the researcher found that many of literature of SSM were used in various case studies, such as; in land use planning (Nidumolu, U. B., C. de Bie, et al., 2006), in strategic planning (Presley and Meade, 2002), in transportation planning (Khistry, 1995), in rural community development in South Africa and the Western Balkans countries (Luckett et al, 2001) and (Adzic, 2008), in state planning aid the adjustment of the industrial structure in China (Yang and Ne, 1995), in forest management based – on collaborative action plan in Indonesia (Purnomo, 2003), in the analyzing water waste impact and management in Pakistan (Naseer, 2003)
Numerous researchers had been expressed their opinions in the various aspects about SSM. Moreover, the researcher focused on Peter Checkland and Jim Scholes’s quotation. For these two social scientists (1993) Soft Systems Methodology referred to a model to assist the participants construct a “holistic view” for understanding the conflict situation. It used brainstorming or discussion techniques from learning together process in order to collect the data from each other's perspectives (Checkland and Scholes, 1993)
The core concepts of SSM were derived from systems theory based – on systems analytical approach in order to resolve the problem through focusing on the entire system, rather than the individual components (Stiff, 1980). SSM was often used as a means of articulating complex social processes in a particular way. Lewis (Lewis 1993) supported that SSM had been widely used as a means of managing complex problem situations. Moreover, he stated that the construction of activity models of relevant systems had always been a central component of that methodology (Lewis 1993) through the brainstorming process for collecting peoples' viewpoints and assumptions about the problem situation to be bought to light, challenged and tested (Por, 2008)
The strength of SSM was the participatory process as a learning system about a complex problematical human situation. It led to purposeful actions aimed at improvements through a collaborative approach, when sensible users involved other people in the process of problem resolving (Checkland, 1989). The participative process was very important aspect of SSM. This included an understanding the cause of problem through systems thinking in order to naming sub - systems which were relevant to the exploration of the whole picture of the problem situation.
For investigating the resolution process, SSM increased the chance to understanding of a social world situation through the collaborative debate. It increased the chance to choosing the possible improvements ways for resolve the problem together (Schmidt, 2006) However, most of the limitations of SSM had been found. It depended on the two majors question. These were how to use SSM in each stages? And how to manage the data from the fieldwork research? For example, Peter Weeks (n.d.) expressed the restriction of SSM in case of the creating rich picture process. Owing to SSM, the process required the holistic view from the participants. He mentioned that it was difficult to assemble the richest picture, without imposing a particular structure and solution on problem situation (Weeks, n.d.) According to Ledington and Ledington (1999) and Pala (2003), the tendency of the observation process in the comparison stage could be the obstacles to finding the feasible change in the stage seven of SSM (Ledington and Ledington, 1999) (Pala et at, 2003)
Therefore, the researcher highlighted two majors question; how to bring the disputants into the round table? And how to construct the friendship atmosphere between the disputants for frankly discussion? The creating the collaborative atmosphere and the trust building based on the improving the relationship level had been his major concern. To analyze the root definition, various perspectives from different people were crucial. To create the holistic view, empirical data gathering from numerous social actors involving in conflict situation was nurtured in good care. SSM process made the participants realized the significance of cooperative network and creative communication.
The sharing ideas process, offered participants and opportunity to learn the diversity of culture. Culture here represented identity of individual. During the sharing and learning process, each team member achieved one’s own needs as well as gained an opportunity to accept the different of the others.
The researcher recognized that SSM allowed the disputant to be able to see the environment as a holistic view more than snapshots. Besides, the people involved in the conflict situation realized the connection of events in the world systemically. This relation connected individual as well as the networks. This new form of relationship provided a form of behavior pattern and situations of subsystems work. They also saw the relation between cause and effect of conflicts. They realized the ability of Mental Model or rethink. This led to the changing in the fundamental thinking of seeing the social context. This process allowed participants to improve the development perspectives towards the context of the conflict situation. As a result, the researcher found that it was SSM which provided opportunity for related actors to understand their needs as well as others’.
Findings
First major research goal: understanding the conflict situation.
Taphoe Community was an old community which located in Taphoe sub – district, Phitsanulok province for more than 100 years. It comprised of ten villages that governed by Taphoe sub – district administrative organization. Most of area was the plain which appropriated to be the cultivated area for many agricultural activities such as rice farming, orchard. The way of life of the people in Taphoe community has been carried on in a traditional way based on Thai’s rural culture.
In the social, economic, cultural and environment impact issues, the Naresuan University was located into the hart of the community. As a result, modernization, urbanization, civilization, and capitalism were brought into the community. Some younger residences may gain financial benefits from these changes. But, these change created various conflict issues among the community members such as the land claim/use issues and economic problems, environment problems, and changing of the life style. Although more attempts, such as the community meeting and forums, had been made to solve the problems; the result remained dimmed.
The dynamics of conflict had been questioned before the data had been summarized as follows:
History and Changes
In 1977, the fourth national economic and social development plan focused on the growth-only development model. These brought about the development policy and strategy based on modernization and urbanization throughout the country. This tendency introduced dramatic changes in human resource development, especially those in the educational plan. During that period, the Thai government emphasized the expansion of education to each region of Thailand, including Phitsasnulok. Naresuan University first originated in the heart of city center. The main campus was first located close to the Airport, the military camp, the hospitals, shopping center, the market places, and the bus terminal. During that time, Taphoe Community remained a rural community. Most of the residents were farmers and unskilled laborers.
Originally, the relationship between the city campus and surrounding urban community was good. During that time, Phitsanulok had not been announced as the “gate to Indochina”. Therefore, the introduction of Naresuan University which originated as a branch of Srinakharinwirot University created a good relationship with the local residentss. Most of the citizens felt positive about the coming of the university. Evidence friendship atmosphere between both groups was found within numbers of collaborative activities between the university and other organizations as well as surrounding community.
In 1990, the university was reorganized under the name of the great king of Thailand, King Naresuan. The dramatic growth of Naresuan University during 1967 to 1990 was incredible. The university had a good reputation both in its academic area and social services. This led to the government’s suggestion of the university expansion.
However, the limitations of the city campus were enormous. These included insufficient space and a lack of infrastructure and crucial facilities. Therefore, in 1992, Prof. Dr. Sujin Jinahyon, the university president, accompanied by the agreement of the university committee decided to expand the campus to the Taphoe area.
The process of resettlement was very complicated. Lots of conflicts were found. These conflicts occurred in various dimensions. They were found among the university staff themselves and between the university staff and local residents in surrounding area.
Conflict sphere
There were three villages faced with the direct impacts of high intensity conflicts with the university. The villagers’ dissatisfaction and distrust led to the cumulative conflict situation in the following time. These villages were Taphoe, Ban Khaek, and Klong Nong Lek villages. To provide a crystal picture of these situations, the researcher categorized conflict issues following the context in each area based on the circle of conflict, as follows.
1.) Taphoe community
Most of villagers stated that lands claimed/used had been the major cause of conflict and changes. They believed that the establishment of Naresuan University brought about consumerism. The limitations of resources such as land profit speculation and land rights were the cause of land preemption.
Lack of preparation of local residents and the transference of land rights from the local villagers to outsiders was commonly found. This change produced a new form of social characteristics that combined two ways of life among the community members. One was the traditional way of life that relied on agriculture activities. The other was the modern way of life based on service and business activities. The alteration was obviously seen in terms of crowded residency, small local stores, pubs, and restaurants in the inner circle of the surrounding area. Meanwhile, those remote areas more than 1.5 kilometers from the university center remained the agriculture plantation and rice field.
2.) Ban Khaek community
The conflict of beneficial interest from the dormitory was the most concern by Ban Khaek’s villagers. They believed that the performance of a private dormitory outside the campus without proper planning was the major cause of negative changes. This study found that the price of land increased around three to five million bath per 1,600 square meters within ten years. As a result, most of the residents agreed to sell their land, change their job and change their living. Some of them became the owner of a new dormitory and vainly hoped to become rich. Others, satisfied with the quick money coming from selling their land, became temporary employees working in the university. Some villagers turned themselves to become a small scale entrepreneur.
In 2007, the university decided to invest in its own domestic dormitory. This caused new conflicts with interest with local entrepreneurs. Many local dorm owners assembled to protest this project. The petition to the university was prosecuted. This event reflected “the objective reality of conflict” between the two agents.
3.) Kong Nong Lek community
Most of villagers mentioned that the environmental problem from the waste water treatment system of Naresuan University Hospital was the major cause of water pollution in this particular village. They also believed that The Medical Health Centre of Naresuan University, the departments’ building, and dormitories were the first priority of trouble to be blamed.
The researcher found that the low capacity for waste water management was the main culprit. Although the waste water came from various sources, it was difficult to deny the university’s responsibility. In 2008, the study of EIA under the first cooperation between the university and Taphoe sub–district administrative organization started. The joint–committee was established. This committee revealed the facts about the village’s long term suspicions.
Nonetheless, not much public communication between related counterparts was made about these matters. As a result, the distress increased. Finally, it escalated into conflict through misunderstanding. Strong criticism and protests by the villagers were carried out.This, followed by the lack of communication and ignorance between the two partners, created unfriendly atmosphere and distrust.
Apart from the waste water problem, the villagers added that there were four co-problems of these three villages. First, the uncontrollable numbers of newcomers came together with the urbanization. Second, was the increasing growth of the surrounding infrastructure without proper planning. Third, was the lack of public communication between the involved development actors and organizations. Last, was the lack of public consciousness and sense of belonging of local residents.
The problems of this village had been varied over time. For example, in summer dust was interfering with the living conditions of the local residents. In rainy reason, flooding and waste water was their major problem. Apart from this, occasional activities of the university such as graduation ceremony, agriculture fair, science exhibition and Loy Kra Tong festival were disturbing the living conditions of villagers.
Second major research goal: analysis root of conflict
For the stage of the diagnosis and analysis of the root of conflict, the researcher used sociological phenomenology perspective to construct a “holistic framework” for a better understanding of the conflict situation. Simultaneously, the system thinking also was applied. He realized that social impacts or the causes of conflict had been influenced by the social system and sub–system. The researcher synthesized the data and the roots of conflict had been presented as follows;
Policy and plan (Structural conflict)
1.) The government policy
At the beginning of Naresuan University relocation into Taphoe Community, there were various government organizations and plans of Thai government organization administrative. Numerous actors were involved in these processes. For example, the urbanization development of the fourth national economic and social development plan of Thailand, especially that concerning the education area led to an expanding policy of higher education of the Ministry of Education,
The overlapping of power/authority was common among local government organizations such as the Regional Irrigation Office 3. Phitsanulok Province who holds the authority for considering and approving land rights in this area was also included in development process. Taphoe sub-district administrative organization also had authority to control and check the outsiders’ project proceedings.
As a result, repetition and duplications of development plan and activities of these organizations created lots of complicated conflict situations in this area. The above instances indicated that the state government project based on the centralization policy created many impacts on the local people. Using the power/authority in command, the top-down style of the government policy was transferred to this local area. These policies also pointed out to their requirements and their benefits without the people’s participatory management as well as good preparation planning.
Thus, the muddle in the chain of command of the government policies and plans included the overlapping of power/authority created conflicts in the three layers of Thai administrative structure. There were the central or national administration, the provincial administration, and local administration as well as the local people.
2.) The university policy
The university establishment and construction contributed many impacts and conflicts to the local people. The roots of conflict emerged in the forms of the conflict of land rights, the expropriation by the government policy, and the university construction proceeding without the people’s participation as well as the preparation planning.
Moreover, the university activities at special occasions contributed to the roots of conflicts in the form of inaccurately giving information to the local residents. Frustrations among the university staff were found in terms of socio–economic and environmental problems.
These social phenomenons brought about various problems and contributed to the new data of local residents’ interpretation in the form of misunderstanding, insecurity in living, and mistrust in terms of the deep roots of conflict which had been impressed in the local residents’ perspectives.
Social Phenomenon
Among the various causes of conflict, Naresuan University moving to “Tung Nong Aor – Pak Klong Jig” in 1990 was the major cause of social change in Taphoe Community. The university prepared many constructions, crowded areas, and various activities. Thus, the establishment of the university became a part of the former community. These phenomenon unavoidably impacted the social conditions and the way of life of the local residents in Taphoe Community. For example, the changing way of life was found in the transformation of the traditional way of life based on the pastoral to the urbanization based on capitalism and consumerism.
After 1990, Taphoe Community had been extremely changed. It brought about massive immigration to this community. These newcomers included new students, lecturers, university officers, employees, labors, and entrepreneurs. Within 10 years, the number of newcomers had increased more than the permanent residents by around 70%.
These changes contributed to two new social conditions: the traditional way of life based on the agricultural activities and the modern way of life related to the university activities and the commerce. For example, the constructing of internet cafes and coffee shops unintentionally created the feeling of inequality between local teenagers and students. Moreover, the new style of life differentiated the primary way of life of local people and university residences. These changes increased the growth of the local economy with less involvement of local investors. Inequality and prejudice were found.
Social Changes
After long time development, different livelihood and the living activities between native residents and newcomers becomes another root of conflicts. The socio-cultural gap between the two groups grew. The group of university residents connected to each other via similar educational, economic, and social background. The group of community villagers shares the similarity in terms of livelihood, social status, and social background. The social changes of the two groups enlarge the gap between the two as well as among themselves. Today, changes in social structure are found among local villagers in various forms. These are:
1.) The change of family size and type from extended to single family,
2.) Changes of relationship of the family members from two–way communication with informal style to one–way communication with a more formal one,
3.) Changes of average income from approximately 5000 – 8000 bath per month to 10000 – 12000 bath,
4.) Changes of hobby from staying home watching television to a more out going fro shopping at the shopping mall in the city,
5.) Changes of transportation and traveling from walking of riding motorbike to the use of public transportation. Today, the private company is running a mini – bus transferring passengers from the community to the city daily.
6.) Changes in health care and self treatment from buying medicine from a nearby or drug stores to a popularity of receiving medical service from Bhuddhachinarach Hospital and Naresuan hospital,
7.) Changes in lifestyle from peasantry to a more semi–residential way of business entrepreneurs.
Apart of changes occurring to the villagers, changes area also found among the university staff. This study found that more than 65% of the university staff has an urban background. Moving to this area, these university residents carry with them the middle class background.
Public Communication and Public Space
The water pollution represented the major root of conflict. The lack of public communication and public space was one of the most important problems in Taphoe community. It tended to intensely and effected to the environment surrounding the university. This problem had two major caused there were;
First, it was the external cause. These causes came from poor waste water management of many private dormitories, shops, and restaurants. After 1990, the urbanization had been increased. Many of entrepreneurs invested in many business activities for supporting the community expanding. These were the apartments, dormitories, grocery shops, internet cafes, restaurants, coffee shops, pubs, and bars. Without the proper city plan, the waste water and pollutants had been discharged directly or indirectly into Kolng Nong Lek without adequate treatment to prevent harmful to the residents.
Second, it was the internal cause. This cause came from the university’s buildings and dormitories, especially Naresuan University Hospital and The Medical Health Centre of Naresuan University had also been major cause accused by the local residents. The senior university staff stated that on average the waste water released daily was approximately 1,190 cubic meters per day. Some villagers accused that the water pollution had been released of waste products and contaminants into surface runoff into river drainage systems, leaching into groundwater, liquid spills, wastewater discharges, and littering. This information needed to be scientifically proved.
In 2005 – 2006, this problem escalated the conflict with local residents. Distress was found in the form of the complaint letter sendt to the provincial governor. However, the channel of communication stilled remained closed. An atmosphere of misunderstanding was found among local residents. Afterwards, it was found that the university waste water treatment system had been damaged for a period. Although some university lecturers stated that the system was fixed, the disappointment from villagers was enormous. The mistrust of the villagers led to conflicts in the following time.
The university and local administrative organizations cooperated in programs launched for resolving this problem through the joint–committee in 2008. However, more organizations and development actors needed to be more involved. Lack of monitoring budgeting and trolling systems were the major obstacle up to this point.
In addition, the uncontrollable newcomers came together with the urbanization. The increasing growth of the surrounding infrastructure without proper planning, the lack of public communication between the involving development actors and organizations, and the lack of public consciousness and sense of belonging of local residences were all significant roots of conflict. These indicated social problems which were in the forms of the crowd, crime, traffic jam, and flooding. Theses problems reflected the ineffective resolution of all participants.
The problems of this village varied across time. Mistrust and frustration were exhibited in both agents’ perspectives. This may be in the form of humanization, silences, and aggressive behaviors. The boredom felt in the problem was emerged as opposite as the intense of conflict had been increased. Ignorance and the civil inattention or public avoidance was applied as the conflict strategy between the two agents.
These strategies were not directed to the point resolution. It just hid the problems below the surface. This study found that the communications between the two were closed and the collaborative atmosphere was locked. The insecurity, mistrust, and frustration remained.
Prejudices and Culture Differences
More than 20 years of the establishment of Naresuan University. The demographic of the community was increasingly changed. It brought about new constructions and building expanding within the university and surrounding the community. These constructions produced new form of supporting activity such as the educational activities, the student affair activities, the university activities, and the diary life activities of local residents. Simultaneously, land used had been decreased as well as land rights. The cultivating area had been changed to the business area such as the dormitories and shopping malls. Furthermore, the new constructions and buildings was dramatically increased the cost of living.
Approximately 200 private dormitories surrounding the university area were confirmed the conflict of interest. This construction plan had been increased continuously since 1990. Approximately 65% of the university students were domiciled in lower northern Thailand. Only 25% were the native student of Phitsanulok province. About 70% of total students were forced to live in the university dormitories. The rest were living in private dormitories outside the university. Moreover, of the university lecturers and staff, about 70% immigrated to the surrounding community. The limitations of the university dormitory in the form of the oldness, narrowness, and insufficient infrastructure facilities provided frustration to university students. The growth of property business increased the number of dormitory to 60% during the last 10 years.
In 2006, the university announced the new university dormitory construction plan. Without the public hearing, the construction led to the ambiguity felt among local and outsider entrepreneurs. The uncertainty in beneficial sharing was the conflict’s output. The mistrust and misunderstanding was the conflict’s outcomes in the following time. This was the beginning point o the conflict of interest between two agents. In 2007, the conflict was extremely escalated after the university officially opened the university dormitory. This emphasized the fact of displeasured of inequality of the beneficial sharing between the two agents. This situation was terribly extended after the aggressive behaviors of villagers were presented through the protesting. The complaint letter and mass media announcement had been sent to the university boards and so too the provincial governor. Today, these conflicts remained unsolved. The competitive atmosphere was still very strong.
Third major research goal: present an alternative strategy for conflict management
Previously, the state, provincial, local government and the university exercised their power to solve the problem. Therefore, it is necessary to open space for all participants to participate in community planning which was the core conflict resolution. This communication channel includes creating social spaces of meeting, group discussion, public forum and public dialogue. The space was comprised not only of the personal space of neighborhood of clan network, but also the social space of cultural activities and ritual ceremonies such as funerals, weddings or New Year ceremonies. This involves making new form of public space such as community and university forum. All counterparts experience a culture of partnership by exercising the behavior of sharing and giving instead of the culture of inequality.
Opening the communication channel and space helps an integration of diversity. All participants are able to build a strong sense of ownership and public consciousness. Considering Thai culture of informality and personal relationship, more communication and space leads to a new form of relationship among the two counterparts.
However, it seems that the university officers so far remain in their traditional relationship. Formal communication and short–term relationship is the most preferable practice. The villagers, in contrast, seem to have more willingness to change to a more formal discussion. They have more social interaction with the university officers and other government staff. They increase interactions and sharing information with the other in a more informal way. The community forum brings the university academic project such as the mobile unit project and research projects. Indeed, it is the community who is ready for changes.
To resolve conflicts, local people tend to focus on the contradictions in the positions problem, values, and interests rather than the whole system of the conflict situation. The university, on the other hand seems to spend more time talking. The researcher thus, emphasized the process for getting the two participants for more sharing, and learning. This is an active process by which beneficiary or vulnerable groups influenced the direction and implementation of the community development based on self – reliance and empowerment.
This seems that the community empowerment process based on the recognition of differences among social classes and culture becomes an alternative of this research finding. During the study, the researcher found that the strength of partnership was highlighted. The opening of communication channels between the disputants were deliberately sought and respected. At the end of the day, the participatory community development plan came up based on the participant’s consensus.
Finally, the researcher and the participants combined an agenda of possible change by adopting the conceptual model based on the participant agreement of all actors and organizations as follows;
Figure 2: An Alternative Way for Conflict Management
In addition, the state, provincial, and local government play equal roles as facilitators and supporters. The university plays a crucial role as academic mentors in order to:
1. Share decision–making power,
2. Increase the communication channel,
3. Enlarge public participation,
4. Empower the academic knowledge, and
5. Strengthen learning system.
By doing this, all participants equally and democratically participate and share their ideas, scenarios, visions, and responsibility to conduct and to implement development projects. The friendship atmosphere is emerged through the collaborative process. Community development plan becomes a major compass to sustainable development. It increases an effective agenda for conflict management.
The Conclusion
The conflict between Naresuan University and Taphoe Community was complex and dynamic. There were a number of participants with differ perspectives, cultures, needs, and interests. The researcher classified his perspectives of both aspects of the representative of disputants on the 7 process base on the community context (Checkland 1981).
The analysis and diagnosis of the root of conflict and conflict resolution demonstrated that SSM is an energetic conflict management tool. Appling SSM is an effective strategy to combine the different perspectives of the participants. The technique helps encourage the participants to share their thoughts in order to diagnose the conflict presented. The opening of communication channels creates a collaborative atmosphere for thinking and working together as a team. Formal discussions among participants also created the initiation of the trust building process. These participants learn to be a part of each other as a working team. These indicate the sense of community ownership developing for all members through the 7 stages of SSM.
To avoid resistance, the collaborative community development plan should be highlighted through the holistic view of the participant perspective. The friendship and collaborative atmosphere were the empirical factors for conflict management. The collaborative work created trust among participants. It allowed the groups to share their thoughts. Therefore, studying and working as a team provided opportunities to accept the differences and to share the similarities. Using the brainstorming technique provided a culture of respect. These offered chances to open, share, and expand thoughts amongst the development actors. More communication channels increased opportunities and choices among development actors for considering the problem situation. This new environment offered an alternative way to solve the problem.
The Recommendation
To live together in a complex society, the two partners had shared their conflict experiences. The application of SSM extended the systematic thinking and sharing experiences of the two partners. The cultural diversity became an advantage. It provided the two agencies benefits from exchange learning. The researcher recognized that a more open communication channel offered a better understanding and acceptance among people. By doing this, the conflict was no longer labeled ‘destructive’. It created a constructive result by empowering community development as well as eventually strengthening the community.
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