MANAGING CONFLICT AND BUILDING RELATIONSHIPS: THE ENERGY

DEVELOPMENT CORPORATION/NORTHERN NEGROS GEOTHERMAL PROJECT MT.

KANLAON BUFFERZONE EXPERIENCE

A Research Proposal
Presented to
The Faculty of the Graduate School
Of the University of St. La Salle
Bacolod City

In Partial Fulfillment
Of the Requirements in MAC 201
Methods of Research with Statistics

By
Jingo M. Sobrevilla

Sylvino V. Tupaz, PhD

Instructor

October 31, 2012

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 Chapter 1
INTRODUCTION

Conflict management is a complex process in settling disputes over competing interests,

resources or positions. The level varies greatly from managing frequent daily interpersonal
conflicts between individuals through to a more complex case of intragroup or intergroup
conflicts. Conflict transformation through an effective conflict management program leads to an
end of hostilities or violence and the growth of a renewed partnership. Inversely, leaving conflict
in as it is will consequently will further polarize the differences.
Conflict is all around us. We are in contact with conflict all of the time. Contradicting
beliefs, different goals, opposing interests all lead to conflict. More often, the real conflict is
more of imaginary rather than real. These interpersonal or intergroup conflicts can stem from
stereotyped beliefs or perceived manifestation of hostility rather than actual showing of
antagonism. In fact, the other group may have been acting only out of fear rather than
aggression. True resolution of conflict will constructively address each party’s deepest needs and
interests, and this is unlikely if hostility perception obscures the understanding of these needs
and interests (Cataldi, 2011).
Such is the case of the Energy Development Corporation/Northern Negros Geothermal
Project (EDC/NNGP) experience. The conflict all started when the said company envisioned the
very first merchant plant and an energy sufficient Negros Occidental. The move was met with
opposition by the church, Non-Governmental Organizations (NGOs) and Peoples Organization
(POs). Through the years opposition mounted. Tirades were being thrown. Alliances after
alliances were formed. Principle against principle. Relationships among the groups had been
tainted. Reconciling broken relationships calls for a creative solution, and this is not an easy job.
This paper will follow the development of conflict, seek to understand how inherent
biases viewed from different stand points often lead to stand-offs and why even a noble conflict
management approach still fails to resolve the problem resulting to deadlocks.
The conflict had been in existent for a long time now. This paper will follow the
development of conflict, seek to understand how inherent biases viewed from different stand
points often lead to stand-offs and try to explore if reconciliation is possible starting with the
views of the EDC/NNGP employees.

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Statement of the Problem
The aim of the study is to determine the level of awareness of EDC/NNGP employees on
the Mt. Kanlaon buffer zone experience between LGUs and NGOs opposed to the project in
Brgy. Mailum, Bago City, Negros Occidental.
Specifically, it seeks to answer the following questions:
1. What is the level of understanding of the employees on the most prevalent
cause of conflict gaps?
2. What is the most prevalent conflict management approach of the employees?
When grouped according to gender?
3. From the point of view of EDC/NNGP employees, is there a possibility of
reconciliation between EDC/NNGP and LGUs/NGOs?

Conceptual Framework
This paper was based on the Constructive Conflict Theory by Johan Galtung or the
Transcend Method on the hypothesis that violent conflicts could be transformed in a creative
way and prevent further escalation or recurring. Failure in transforming conflicts leads to
violence. (Galtung, 2009).
Conflict can be driven by actual or perceived incompatibility of goals, it is critical to
understand the true goals of the parties in order to determine whether they are in fact
incompatible or merely appear to be so. (Cataldi, 2011). A group hostile attitude to oneself or
one’s own self often aggravates a conflict than the actual conflict.

In order to prevent violent conflict and develop the its creative potential, conflict has to
be transformed. Transforming a conflict requires transcending the goals of conflicting parties,
defining other goals, disembedding the conflict from its original situation and embedding it in a
more promising place. This is achieved through dialogue based on empathy, non-violence and
joint creativity. (Galtung 2009).

Addressing hostility perception can enable a real understanding of issues, interests, and
intentions; reduce sense of threat; build relationships; facilitate cooperative problem-solving; and
increase the likelihood that future problems that may arise will be dealt with constructively

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through mechanisms of partnership. (Cataldi, 2011). This could be achieved through dialogue
based empathy, non-violence and joint creativity or a joint project.

To summarize the conceptual framework of the study, Figure 1 below shows the
schematic diagram of the study.

INPUT PROCESS OUTPUT

Employees Level of
Enhanced Conflict Management
Energy Devt Corp/NNGP understanding on the causes of
Program
Employees conflict and conflict
management approach

Fig. 1 Schematic Diagram of the Conceptual Framework of the Study

The schematic diagram shows that the respondents will answer the survey questionnaires
to on: a) Level of understanding on the causes of conflict, conflicy management approach and
their views on the possibility of reconcilitiation. From the analysis of the survey results, an
enhanced conflict management program will be proposed to successfully to increase the
knowledge of employees and hope to resolve and transform conflicts of similar nature.

Significance of the Study

This study will be of benefit to the following:
Managers- The result of the study will may be used to become a basis of future conflict
management strategies in the successful resolution of conflict.
NGOs / LGUs/Stakeholders- The result of the study may serve as an inspiration to and
be critical that a peaceful conflict resolution begins with an open mind, the search for common
ground and integrate this commonalities to work together in the search of a peaceful resolution.
Peace Builders- The result of the study will be a basis of future peace building solutions
in an effort to search for the third alternative and joint project planning for conflicting parties.

Scope and Limitation

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 The purpose of the study is to evaluate the possible conflict gaps and the opportunities
missed during the conflict resolution process/mediation.
The respondents were concerned department/section employees of the Energy
Development Corporation/Northern Negros Geothermal Project (EDC/NNGP), The survey was
conducted from October 15-19, 2012.

Definition of Terms
The following terms are defined as used in the study:
Conflict. As used in the study a state of opposition between ideas, interests, goal
differences, differing perspectives, etc; disagreement or controversy. Resolution of said
differences however could also be a source of renewed partnership and long lasting relationships
between opposing parties.
Conflict management. As used in the study Conflict Management is the practice of
identifying and handling conflicts in a sensible, fair and efficient manner that prevents them from
escalating out of control and becoming violent.
Energy Development Corporation/Northern Negros Geothermal Production Project
(EDC/NNGP). As used in the study is a private company engaged in the production of
geothermal steam. Formerly PNOC-EDC/NNGP prior to its privatization in November of 2007.
Experience. As used in the study, a series of events observed, encountered and the
knowledge and practical wisdom learned as a result.
Mt. Kanlaon. As used in the study is the largest active volcano and the highest peak in
the Island of Negros.
Bufferzone. As used in the study is an area separate of the Mt. Kanlaon Natural Park set
aside for geothermal exploration as per RA 9154 otherwise known as the Munt Kanlaon Natural
Park Act of 2001 which is the subject of contention between NGOs. LGUs & EDC/NNGP
Relationship. As used in the study is an association between two or more people or
groups based on inference, solidarity, regular business interactions, or some other type of social
commitment. Relationships are formed in the context of social, cultural and other influences. The
context can vary from family or kinship relations, friendship, marriage, relations with associates,
work, clubs, neighborhoods, and places of worship. They may be regulated by law, custom, or
mutual agreement, and are the basis of social groups and society as a whole.

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 Chapter 2-OK?

REVIEW OF RELATED LITERATURE

This chapter presents some of the related literatures and studies from which concepts and
theories were banked on.

Conflict Transformation by Peaceful Means (The Transcend Method)

Galtung believed that conflict cannot be prevented, cannot be solved, resolved or

dissolved. Conflict can only be transformed. Galtung hypothesized that in order to prevent
violence and develop the creative potential of a conflict, conflict has to be transformed. Failure
to transform conflicts leads to violence. Transforming a conflict goes beyond the goals of
conflicting parties, redefining the goals. The goal of conflict transformation is to end the conflict
through reconciliation and rebuilding relationships. This is achieved through dialogue based on
empathy, non-violence and joint creativity.

The Transcend Method has six basic premises, drawn from Hindu, Buddhist, Christian,
Daoist, Islamic and Judaic thought respectively. These include: consideration of conflict as a
source of both violence and development; mutual causation and shared responsibility; and the
importance of dialogue. Ultimately the Transcend Method aims to help bring parties together in a
self-sustaining process.

A conflict has its own life cycle. Normal conflicts are complex and involve many actors,
goals and issues. Incompatible goals can breed contradictions, which - combined with attitudes
of hatred and violent behavior - generate conflict. Violent cultures (which legitimize violence),
violent structures (which exploit and alienate) and violent actors can combine to produce basic
conflicts, which, if unattended, can spiral into meta-conflicts. The task is to transform conflicts,
through a focus on cultures, structures and actors, by finding positive goals for all parties and
imaginative ways of combining them. (Galtung, 2009)

Conflict work is the art of the impossible, requiring optimism, idealism of the heart and
realism of the brain

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Hostility Perception Theory

When interpersonal or intergroup conflicts arise, it is a common notion that either one of
the party is the victim and the other party is the culprit. Taken from this point of view, the
resolution of the problem will either favor the other party or at best will only settle the dispute
with both party half-happy or worst, no resolution will be come upon at resulting to a deadlock
because neither the “victim” nor the “culprit” is willing to cooperate. The other party may see
themselves as the aggrieved and the opposing party the aggressor. This also holds true the other
way around and at a higher degree.

Misperceptions are present on both sides, both have an erroneous perception of reality.
Misperceptions and misconceptions to divide individuals, not only of different cultures, but also
of the same culture (Gudiere & Howard, 2006). The other person may not be as bad as we think
but it is only because we perceive him that bad. And the succeeding actions we display tends to
exaggerate the actual conflict.

A clash of perceptions can thus become a real clash, it is an essential parameter that must
be considered seriously, especially in during the decision making process. Source of deadlocks is
a lack of adaptation of principles of perception. Parties to a conflict may in fact have compatible
or similar goals or interests, but conflict can still arise if they perceive that their goals or interests
are divergent or incompatible. Commonality of values, clash of perceptions that concerns
individual characteristics, values, principles and concepts, winning the hearts and minds, trivial
information must be distinguished from information essential to decision-making. An
overabundance of data can disturb perception, partial perception is misconception, individuals
only perceive one part of the problem.

Negative feelings and beliefs about the other party lead to negative interpretations of the
other party’s behavior, reduce contact, make retaliation more acceptable, and result in reduced
empathy for the other party (d’Estree, 2008). When people perceive that a person or group is
hostile to them or their identity group, they will often mistrust the other side’s intentions, refrain
from building relationships, view the other as an adversary rather than a partner for problem-
solving and therefore not engage in problem-solving, and react with hostility toward the other
group and/or dehumanise the other in return. (Guidere & Howard, 2006).

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 Conflicts can be interpreted as situations inherent in human relationships and that they
encourage social changes when they are managed peacefully (Cataldi, 2008). Awareness of this
interpretation, will not only allow us to accustom ourselves to seeing conflicts as part of our lives
and as a catalyst for growth.

Theories on Causes of Conflict and Sources of Conflict

There is an abundance of theories and sources causing conflict. Below are theories on
the most common causes and sources of everyday conflicts.
1. Community Relations Theory. Assumes that conflict is caused by ongoing
polarization, mistrust and hostility between different groups within a community
2. Principled Negotiation Theory. Assumes that conflict is caused by incompatible
positions a ‘zero-sum’ view conflict being adopted by the conflicting parties
3. Human Needs Theory. Assumes that deep rooted conflict is caused by unmet or
frustrated basic human needs-physical, psychological and social. Security, identity, recognition,
participation and autonomy are
4. Identity Theory. Assumes that conflict is caused by feeling of threatened, of
rooted in unsolved past loss and suffering.
5. Intercultural Miscommunication Theory. Assumes that conflict is caused by
incompatibilities between different cultural communication styles
6. Conflict Transformation Theory-conflict is caused by real problems of
inequality and injustice by competing social, cultural and economic framework

Common Sources of Conflict

1. Data Problem- Parties get into conflict due to lack of information, Conflicting
information/data, different interpretations of information, lack of credibility.
2. Relationship Problem-Strong emotions, past unresolved misunderstanding and
quarrels, miscommunication, misunderstanding, incompatible personalities, different levels of
status or power.
3. Values Differences-Differences in beliefs and attitudes towards what is good and
right, political, social, cultural.
4. Structural Problem-Problems caused by external factors, which cannot be
resolved through negotiation between/among disputing parties.
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 5. Interests-Needs, aspirations and fears of disputing parties.
a. Substantive-Tangible outcomes like money, jobs, land, percent, crop,
etc
b. Procedural-How the disputants want the process of conflict resolution
or management to be-Participatory/consultative; Ease of process, time
to get decision
c. Psychological-How the disputants want to feel or be treated (respected,
appreciated, trusted)

Conflict Management Strategies

It's important to remember that there are many strategies we can use in conflict
situations, but each of us tends to habitually use some strategies more often than others. To most
effectively resolve a conflict, we should use the strategy that is most appropriate for that
particular conflict situation. However, that strategy might not be the strategy that we habitually
use.
To manage conflict well, we have to remember that there are several conflict management
strategies. The key to managing conflict well is choosing and executing the strategy that best fits
the situation.

 Competing - using formal authority or other power that you possess to satisfy your
concerns without regard to the concerns of the party that you are in conflict with.
 Harmonizing - allowing the other party to satisfy their concerns while neglecting your
own.
 Avoiding - not paying attention to the conflict and not taking any action to resolve it.
 Compromising - attempting to resolve a conflict by identifying a solution that is partially
satisfactory to both parties, but completely satisfactory to neither.
 Collaborating - cooperating with the other party to understand their concerns and
expressing your own concerns in an effort to find a mutually and completely satisfactory
solution (win-win).

Research on conflict management styles has found that each of us tends to use one or two of
the above five strategies more than the others. For instance, some people predominantly use

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collaborating when in interpersonal conflict situations. In other words, although there are five
different ways to handle conflicts, such a person is more likely to collaborate than they are to
force, accommodate, avoid, or compromise. There are many advantages to using a collaborating
strategy to handle interpersonal conflict situations. Collaborating with the other party promotes
creative problem solving, and it's a way of fostering mutual respect and rapport. However,
collaborating takes time, and many conflict situations are either very urgent or too trivial to
justify the time it takes to collaborate. There are many conflict situations that should be handled
with one of the other four conflict management strategies rather than collaboration. Managers
who are very skilled at conflict management are able to (a) understand interpersonal conflict
situations and (b) use the appropriate conflict management strategy for each situation.

Matching Strategies to Situations

There are a few key variables that define conflict management situations and determine
which conflict management strategies are likely to be effective. Time pressure is an important
variable--if there were never any time pressures, collaboration might always be the best approach
to use. In addition to time pressures, some of the most important factors to consider are issue
importance, relationship importance, and relative power:

 Issue importance - the extent to which important priorities, principles or values are
involved in the conflict.
 Relationship importance - how important it is that you maintain a close, mutually
supportive relationship with the other party.
 Relative power - how much power you have compared to how much power other party
has.

When in conflict over very important issues, normally, our actions is to try to collaborate
with the other party. But, if time is precious and if you have enough power to impose your will,
forcing is more appropriate. Realize that you might need to repair the relationship after using a
forcing strategy if the other party feels that you did not show adequate consideration for their
concerns. Again, collaborating is normally the best strategy for handling conflicts over
important issues. When dealing with moderately important issues, compromising can often lead
to quick solutions. However, compromise does not completely satisfy either party, and

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compromise does not foster innovation the way that taking the time to collaborate can. So,
collaborating is a better approach to dealing with very important issues. When in conflict over a
fairly unimportant issue, using an accommodating strategy is a quick way to resolve the conflict
without straining your relationship with the other party. Collaborating is also an option, but it
might not be worth the time. Avoiding should normally be reserved for situations where there is
a clear advantage to waiting to resolve the conflict. Too often, interpersonal conflicts persist and
even worsen if there is no attempt to resolve them. Avoiding is appropriate if caught too busy
with more important concerns and if relationship with the other party is unimportant. However,
if either the issue or the relationship between the parties is important, then avoidance is a poor
strategy.

Social Issues Raised and Measures Adopted in Philippine Geothermal Projects

Energy Development Corporation as a geothermal company was not spared of social

issues. For the past fourteen (14) years, these social issues have been inventoried as follows: a)
lack of consultation, b) physical and economic dislocation of settlements, c) lack of benefits d)
encroachment of ancestral domain and e) privatization of the people’s forest patrimony. The
measures that have been developed to address these concerns are discussed. These measures
include: a) awareness and acceptance campaigns, b) opening up communication, c) translating
commitments into action d) third party multi-stakeholder monitoring, e) installation of
environmental guarantee fund, f) resettlement, g) provision of benefits, h) protection of prior and
ancestral rights, i) protection of patrimony and j) advocacy for appropriate public policies.
The resolution of these social issues raised was the result of the efforts of the company in
improving communication as the foundation for sustainable relations with its stakeholders.
Improved communication led to improved understanding of the stakeholders’ views. With a
determined effort to nurture relations, the company also opened its heart and minds to changes
that led to: a) recognition and payment of obligations, b) respect for prior and natural rights and
c) sharing of benefits, authorities and resources so that the stakeholders can participate
meaningfully in the economic development brought by the geothermal project. Lastly, these
initiatives were institutionalized in the company and legislated as public policies for permanence
for the protection of both the company and its project stakeholders. In the end, all these efforts
resulted in the respect and trust of stakeholders and ensured the sustainable operation of the
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geothermal business due to less complaints, less cases, no loss in executive time for attendance
in hearings and less expense for public relations due to a generally supportive community. The
company does not expect a zero complaint in its operation as there will always be new issues and
new publics that may arise. It is however confident that with these mechanisms in place, these
can be minimized. (De Jesus, 2005)

Synthesis
Conflict cannot be avoided, it can only be transformed. It is important to note that only
violent conflicts should be transformed. Destructive conflict can be a source of a creative joint
project for conflicting parties towards a reconciliation and lasting relationship.
Hostility among individuals often result from just a misalignment of perspectives even to
minute degree. And often the counter reaction is more than the typical reaction due to
preconceive notions of hostility. Most of the time, it is the mind that is the culprit and we fall
victims of this inner working of the human brain.
Putting everything to the proper perspective and seeing things in its proper frame will
greatly reduce the chance of conflict.
There are a variety of conflict analyses and conflict analysis tools are available to help
the peace builder to fully understand the underlying cause of conflict
EDC/NNGP is doing concrete steps to address social issues raised on its geothermal
projects.

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 Chapter 3

RESEARCH METHODOLOGY

This chapter describes the research design, subject of the study, sample size, research
instruments, its validity and reliability, procedures for data gathering and the analysis of data.

Research Design
This study employed a descriptive method using quantitative research approach.
Descriptive because it aims to provide an accurate description of a situation or of an association
between variables from which one can make a statement about a certain group or population.
(Tejero, 2011).

Respondents of the Study

The respondents were 51 employees of the Energy Development Corporation/Northern
Negros Geothermal Project (EDC/NNGP).
The respondents of this study was considered large enough, thus a sample size of 40
computed using Slovin’s Formula was used. The sample was selected using convenient
sampling.
The respondents were distributed as shown in table 1.
Table 1
Distribution of Respondents
Section N n
SFO 18 17
PGS 13 13
EMD/WMD 13 3
ISD 1 1
HR 1 1
QC 1 1
SCM 4 4
TOTAL 51 40

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Research Instrument
This study used a combination of researcher-made research questionnaire and a Conflict
Management Quiz downloaded from the web. The questionnaire is made up of three parts. The
first part is 20-item questions in a 5-point Likert scale that tends to measure the level of
understanding of concerned individuals on the causes of conflict gaps as follows:

Scale Interpretation Description

5 Definitely True Full knowledge about the facts/issue

4 True Knows satisfactorily about the facts/issue
3 Neutral Some knowledge about the facts/issue
2 Not True Not so sure about the facts/issue
1 Definitely Not True No idea about the facts/issue

The respondent’s minimum score was 1 and the maximum score was 5. The mean score
that determines the level of awareness of the respondents about the conflict gaps was distributed
as follows:

Mean Score Interpretation Description

4.20- 5.00 very high Full knowledge about the issue

3.40-4.19 high Knows satisfactorily about the issue
2.60-3.39 average Some knowledge about the issue
1.80-2.59 low Not so sure about the issue
1.00-1.79 very low No idea about the issue

The second part is a 15-item, 5-point Likert scale adaptation Conflict Management Quiz
questions to determine the preferred conflict management approach of the respondent. (Source:
Reginald Adkins, PhD, Elemental Truths http://elementaltruths.blogspot.com/2006/11/conflict-
management-quiz.html). The 15 statements correspond to the five conflict resolution styles as
follows:
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 Scale Interpretation Description

5 Definitely True Very high concern of self and others

4 True High concern of self and others
3 Neutral Equal concern of self and others
2 Not True Less concern of self and others
1 Definitely Not True Not concerned of self and others

The respondent’s minimum score was 1 and the maximum score was 5. The mean score
that determines the most prevalent conflict management approach was distributed as follows:

Mean Score Interpretation Description

4.20- 5.00 very high Very highly assertive and cooperative

3.40-4.19 high Highly assertive and cooperative
2.60-3.39 average Assertive and cooperative
1.80-2.59 low Less assertive and cooperative
1.00-1.79 very low Non-assertive and non-cooperative

The third part is open ended questions on the respondents’ personal thoughts on the
buffer zone experience and the possibility of reconciliation.

Validity of the Instruments

The test instrument used was subjected to a content validation by Professor Sylvino V.
Tupas, PhD, MAC 201 professor and an authority on the subject matter and a byword in the field
of research. The comments were incorporated in the final draft of the research instrument.

Reliability of the Instruments

The test instruments used were subjected to a test-retest reliability test. The questionnaire
was administered to representatives of EDC, LGUs and NGOs. Pearson Product Moment (PPM)
correlation resulted to a correlation coefficient of 0.90, thus the instrument was considered
reliable.
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Data Gathering Procedure
The following procedures were followed when gathering data for this research study.
1. The research instrument was administered to 4 EDC/NNGP employees, 4
members of an NGO and 4 members of the LGU while re-test was administered to the same
group after a week. Pearson Product Moment (PPM) Correlation coefficient was computed to
ensure the reliability of the research instrument.
2. A letter was sent to the office of the Manager seeking permission to conduct the
study among the employees of EDC/NNGP. (Appendix A)
3. Sample size was identified using Slovin’s Formula.
4. Sufficient number of copies of research instrument was reproduced.
5. The survey was conducted to the respondents using convenient sampling method
to ensure that the characteristics of the sample are somewhat the same with that of the
population.
6. The questionnaire was corrected and tallied.
7. Appropriate statistical treatment was used to answer the specific questions
presented in chapter 1.

Statistical Treatment
To answer the specific questions made in chapter 1, the following statistical treatment
was used.
1. To answer specific question number 1, mean was used. Mean was the most stable of
the measures of the central tendencies. This is appropriately used when data being measure was
interval or ratio.
2. To answer specific question number 2, mean was used. Mean was the most stable of
the measures of the central tendencies. This is appropriately used when data being measure was
interval or ratio.
3. To answer specific question number 3, frequency count was used. Frequency count is
appropriately used when data are categorical in nature.

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 Chapter 4
PRESENTATION, ANALYSIS, AND INTERPRETATION OF DATA

This chapter presents, analyzes, and interprets the data as a result of the study. The
findings are presented in the same sequence as that of the problem presented in Chapter 1.

On the Level of Understanding on the Causes of Conflict Gaps

The level of understanding on the causes of conflict gaps is shown in table 2.

Table 2
Level of Understanding on the Causes of Conflict Gaps

Conflict Gaps Mean Interpretation

Data Problem 3.56 High
Relationship Problem 3.52 High
Values Differences 3.33 Average
Structural Problem 2.35 Low
Interest 3.93 High
TOTAL 3.34 Average

Table 2 revealed that Conflict of Interest is the most prevalent cause of conflict gaps with
a mean score of 3.93 interpreted as high. These conflicts arise from unmet needs, aspirations and
fears of disputing parties. More too often, when trade-offs are necessary, people tend to question
what is the motive behind what was said and done. As with Rebeca Cataldi’s Hostility
Perception Theory, conflicting group tend to question what are each others’ motive.

On the Most Prevalent Conflict Management Approach Among EDC/NNGP Employees

Table 3 below shows the most prevalent conflict management approach among
EDC/NNGP employees.
Table 3
On the Most Prevalent Conflict Management Approach Among EDC/NNGP Employees

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 Approaches Mean Interpretation
Collaborating 3.99 High
Competing 2.32 Low
Avoiding 2.93 Average
Harmonizing 3.36 Average
Compromising 3.26 Average
TOTAL 3.17 Average

Table 3 revealed that the most prevalent conflict management approach among
EDC/NNGP employees is Collaborating with a mean score of 3.99 interpreted as high.
Collaborating conflict management approach involves people with diverse interests working
together to achieve mutually satisfying outcomes. (Engel & Korf, 2005)

On the Most Prevalent Conflict Management Approach Among EDC/NNGP Employees

Table 4 below shows the most prevalent conflict management approach among
EDC/NNGP employees when grouped according to gender.

Table 4
Most prevalent conflict management approach when grouped according to gender

Approaches Males Females Mean Interpretation

Collaborating 3.94 4.19 4.07 High
Competing 2.38 2.05 2.22 Low
Avoiding 2.98 2.72 2.85 Average
Harmonizing 3.49 2.80 3.15 Average
Compromising 3.30 3.09 3.20 Average
TOTAL 3.22 2.97 3.09 Average

Table 4 revealed that the most prevalent conflict management approach among
EDC/NNGP employees when grouped according to gender is Collaborating with a mean score of
4.07 interpreted as high.

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 Table 5
Possibility of reconciliation from the point of view of EDC/NNGP employees

Section Possible No Undecided Total

SFO 8 2 7 17
PGS 10 3 13
EMD/WMD 3 3
ISD 1 1
HR 1 1
QC 1 1
SCM 4 4
TOTAL 65% 5% 35% 100%

Table 5 revealed 65% of EDC/NNGP employees believe that reconciliation is Possible, 5% said
No and 35% were Undecided. Collaborative individuals tend to express above average
assertiveness and above average cooperation. These individuals believe that two people working
together can come up with a better answer than either can produce individually and is open for
reconciliation when the opportunity comes. (Thomas-Kilmann, 1974)

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 Chapter 5

SUMMARY, CONCLUSION, AND RECOMMENDATION

This chapter presents the summary of the findings, the conclusion drawn from the
findings and the recommendation.

Summary of the Findings

The aim of the study is to determine the level of awareness of EDC/NNGP employees on
the Mt. Kanlaon buffer zone experience between LGUs and NGOs opposed to the project in
Brgy. Mailum, Bago City, Negros Occidental.
This study employed a descriptive-comparative survey method using quantitative
research approach. The respondents of the study were 40 employees of EDC/NNGP.
Researcher-made instrument and questionnaire downloaded from the web was used to
determine the level of understanding on the cause of conflict gaps existing between
organizations, to determine the respondents preferred conflict management approach and open
ended questions on the respondents’ personal thoughts on the buffer zone experience and the
possibility of reconciliation.
The results of the survey are the following:
1. The level of awareness of EDC/NNGP employees on the Mt. Kanlaon buffer zone
experience between LGUs and NGOs opposed to the project has a mean score of 3.34 interpreted
as average.

2. The most prevalent cause of conflict gaps is Conflict of Interest with a mean score
of 3.93 interpreted as high.

3. The most preferred conflict management approach is Collaborating with a mean

score of 3.99 interpreted as high. The most prevalent conflict management approach among
EDC/NNGP employees when grouped according to gender is also Collaborating with a mean
score of 4.07 interpreted as high.

4. 65% of EDC/NNGP employees believe that reconciliation is Possible, 5% said

No and 35% were Undecided.

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Conclusion
The level of awareness of EDC/NNGP employees on the Mt. Kanlaon buffer zone
experience between LGUs and NGOs opposed to the project is average. The most common
cause of conflict gap is conflict of interest. And the most preferred conflict management
approach among male and female EDC/NNGP employees is the collaborative approach. Also,
majority of EDC/NNGP employees believed that reconciliation is possible with government and
non-governmental organizations opposed to the project at Bago City.

EDC/NNGP have adopted measures to address the social issues being hurled against
them. However, good working relationship with stakeholders were strained during the process.

As presented in the related literature, unresolved conflict have the potential to escalate if
left unattended as with the case of EDC/NNGP and the organizations opposed to the NNGP
buffer zone project. Had it been done, the long standing conflict between EDC/NNGP, the LGU
and the NGOs would have been prevented. However, there is still a ray of hope. Reconciliation
is possible only if both of the conflicting parties are willing to talk and dialogue, listen and
engage in a creative joint project, then and only then, reconciliation could be achieved. In a
creative effort to transform destructive conflict, understanding how various groups in the conflict
resolution movement complement and reinforce each other is critical in accounting for such
transformations.
Reconciliation is a two way process and no one organization can make it happen. It
always takes two to tango. EDC/NNGP have already opened its doors to conflict resolution and
reconciliation. The challenge now is in the hands of the people or organization willing to reach
for the hand that is being offered.

Recommendation
The researcher recommended to the following:
To the Managers, they shall take full responsibility of their actions taking into
consideration the people and the environment. Having been made aware that conflict is not
always destructive, but can be transformed in a creative way to foster lasting relationships, they

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shall look at the adversary in a new perspective-an adversary is a friend in the making. They
shall also take the initiative to train their employees in conflict analysis and resolution.
To NGOs, LGUs, Stakeholders, they should always be critical that a peaceful conflict
resolution begins with an open mind, search for the common ground and integrate this
commonalities to reach a peaceful resolution to any conflict. I any way, peaceful resolution to a
conflict will be of mutual benefit to all parties concerned. Take and shake the hand offered
towards reconciliation.
To peace builders, they should have the determination and passion for the work they have
decided they wanted to be. They shall not cease in their quest for the search for peaceful conflict
resolution and transformation. May this research serve as a starting point to re-establish
reconciliation efforts among conflicting parties. They shall make themselves indispensable in the
peace process.

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 References

I. International References:

Engel, Antonia;Korf, Benedick (2005) Negotiation and mediation techniques for natural
resource management, Rome
D’ Estree, Tamra Pearson (2008). “Dynamics”, in Conflict, ed. Sandra Cheldelin, Daniel
Druckman, and Larissa Fast (London: Continuum)
Cataldi, Rebeca (2011) Clash of Perceptions: Hostility Perception and the US-Muslim World
Relationship, UK
Guidere, Mathieu Dr. & Newton, Howard Dr.(2006), The Clash of Perceptions, USA
Kriesberg, Loius (2009). Journal of Conflictology-Constructive Conflict Transformation
Journal of Conflictology, E-journal promoted by the Campus for Peace, Universitat Oberta
de Catalunya
Galtung, Johan. 2009. “Toward a conflictology.” in Handbook of Conflict Analysis and
Resolution, edited by Sean Byrne Dennis J.D. Sandole, Ingrid Sandole-Staroste and Jessica
Senehi. London and New York: Routledge.
Lo, Bernard; Marilyn J. Field (2009). Conflict of Interest in Medical Research, Education,
and Practice. Washington DC: National Academies Press. ISBN 978-0-309-13188-9.

Thomas, K.W. and R.H. Kilmann, 1974, The Thomas-Kilmann Conflict Mode Instrument,
Tuxedo, NY: XICOM, Inc.

Reginald Adkins, PhD, Elemental Truths.

http://elementaltruths.blogspot.com/2006/11/conflict-management-quiz.html.

II. Local References:

De Jesus, Agnes C. (2005). Social Issues Raised and Measures Adopted in Philippine
Geothermal Projects, PNOC Energy Development Corporation, Merritt Road, Fort
Bonifacio, Taguig City 1201, Philippines

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