Conflict Resolution and Peacemaking

University of Phoenix
PSY/400
Dr.

Abstract
Conflict resolution is a method of facilitating a peaceful resolution of a conflict. It is also knowing how to manage and reduce if not resolve a dispute or a conflict. Japan has been employing a strategy in trying to resolve their current conflict with China through a non- violent means and this is through a simple handshake. The Japanese has been negotiating for the handshaking to happen with the goal of striking a mutually satisfactory deal.
Key words: handshake, conflict management, negotiation, collaboration.

The current tension between China and Japan over disputed islands in East China Sea has been a cause of concern by political and economic leaders in the Southeast and East Asia Regions. However, the tension could be lessened by nonverbal gestures and niceties as asserted by Katie Shonk in her Harvard-published article on November 5th, 2014 entitled “For Conflict Resolution in Asia, A Simple Handshake Could Go Far” (Shonk, 2014). A simple but significant gesture, a handshake between Japanese Prime Minister Shinzo Abe and Chinese President Xi Jinping is what the Japanese officials hope will happen during the regional economic summit in Beijing scheduled this month. There are two major factors that have caused the strain in the relationship between the two countries. First is the refusal of Xi to meet with Abe. It was surmised that “Xi would not engaged in formal talks unless Abe promised to stop visiting a shrine to Japan’s war dead that offends many Chinese haunted by Japanese World War II atrocities”. Second, tension escalated when Abe’s predecessor purchased a disputed band of islands off the coast of Japan. This prompted China to send paramilitary ships and aircraft to the waters near the uninhabited islands. Japan, in-turn launched its own assets to intercept the Chinese boats and aircraft. The current situation has dampened investments and trade between the two countries. Hence, both sides decided to “quietly carry out a series of diplomatic negotiation aimed at conflict resolution”. The Japanese news media, in mid-October, reported that a top Japanese diplomat had visited Beijing to negotiate a handshake between Xi and Ab. What was seen as an encouraging sign was the previous handshake between Abe and China’s number two leader, Premier Li Keqiang (Shonk, 2014). Handshakes have taken a significant weight in business around the world. Adopted from the West, Japanese have taken on handshakes, accompanied by the traditional bow, in carrying out negotiations.
The article cited the importance of handshaking in a research conducted by Harvard Business School Professor Francesca Gino in the April issue of Negotiation Briefings. The research found that simply being randomly assigned to shake hands before negotiating increased the study participants’ cooperative behavior decreased their antagonistic behavior and improved their negotiated outcomes. “A pair of negotiators who were instructed to shake hands divided the pie of resources more evenly and more truthful than the pair who were not told to shake hands”.
According the Shonk, it remains to be seen in Asia whether a handshake can bring about a mutually satisfactory deal which is the goal of any negotiation (Shonk, 2014). The article presents conflict resolution case making use of negotiation in an effort to achieve a handshake of conflicting leaders. It provides some elements in resolving conflicts in order to reconcile the differences and interests of both countries. First, it uncovered and clarified the sources of conflicts, which in this case, stemmed from the nationalistic stance of Prime Minister Abe over his visit to Japan’s war dead shrine, and the disputed islands in East China Sea. In the literature, certain rules are used in clarifying the conflict situation: (a) look beneath the conflict which could be caused by certain beliefs and values; (b) determine the facts; (c) be sensitive to the other’s position and perspective and (d) state the other’s arguments and demands. Evident in our article is that both leaders have different sets of values and perspectives (Flanney, 2014). Xi’s refusal to meet with Abe is due to the latter’s proud nationalist stance and this has become their major source of conflict. Second, the article presented a conflict management strategy. Two prevalent conflict management strategies are being espoused in most literature - Compromise and Collaboration. Compromise is a “meeting half way strategy” for settling most disputes. It could take on mediation and arbitration necessitating the need for a third party. Collaboration takes a more progressive approach to resolution and assumes that conflict is due to differences in people. In our case study, collaboration with Chinese officials in Beijing was used by a Japanese diplomat to initiate a handshake between Xi and Abe. For the Japanese diplomat, negotiating for a handshake is battle where the goal is to win. An encouraging sign to win the battle is a previous handshake by Abi with a Chinese deputy minister. While the Chinese tend to avoid dealing with the other party, the stance of the Japanese is not to neglect this high-conflict situation and allow it fester out of control. Third is communication. Resolving a conflict also requires an open line of communication. In this case, the Japanese has been carrying out a series of diplomatic negotiations and information exchange aimed at conflict resolution. A virtually successful negotiation is to have an active listener to hear what the other party or people is saying and filter what is behind the words. It is said that a good listener will disarm an opponent. We can take it as the probable reason for actual handshake between Abe and Premier Li Keqiang (Malhotra, 2014).
In conclusion, when a dispute flares up, all the parties that are involved must take a step back from their positions and attitudes ask themselves which would be the best course of action to take. In the article, Japan historically has made a decision to use, what would be considered nonviolence resistance measures like negotiations as an approach to resolving its conflict with China. It is thought that the party who makes the first offer often tends to achieve greater benefit than the other party. The validity of this presumption remains to be seen, however perpetuating a fatalistic approach would without a doubt y not achieve the desired resolve.

References:
Malhotra, D. (2014). Effective Conflict Resolution Strategies to Avoid Litigation. Retrieved from: http://www.pon.harvard.edu/freemium/the-new-conflict-management- strategies-for- dealing- with-tough-topics-interpersonal-conflicts
Shonk, K. (November 2014). “For Conflict Resolution in Asia, A Simple Handshake Could Go
Far”. Retrieved from: http://www.pon.harvard.edu/daily/conflict-resolution/for-conflict- resolution-in-asia-a-simple-handshake-could-go-far/
Flanney, B. (2014). “Conflict Resolution Strategies - -Skills For Managing Conflict” Retrieved from: http://blakeflannery.hubpages.com/hub/Conflict-Management-Insight-and-Skills