Community Development - Mining and the Environment: From Ore to Metal - page 628

FIGURE 15.6
Plotting the Outcomes of Different
Grievance Resolution Strategies

Strong

Accommodation Consensus

The ever-increasing duration of the
project planning process is due in
large measure to efforts on the part
of responsible mining companies to
achieve consensus-based confl ict
resolution.

Compromise/
Trade off

Withdrawal Force

Weak

SATISFACTION OF INTEREST

Not Achieved Achieved

access roads; employed community members may go on strike. Mining companies on the
other hand may ask for government or legal support in conl ict resolution. Damage to the
long-term relationship is accepted if conl ict resolution favouring one party is an essen-
tial outcome. Such a case may occur in land acquisition, when mine development can only
proceed if the site is fully accessible and free from private use. The ever-increasing dura-
tion of the project planning process is due in large measure to efforts on the part of respon-
sible mining companies to achieve consensus-based conl ict resolution.
From the conl ict resolution perspective, the absolute reality of a conl ict situation is
often less important than each party's perception of that situation (SFCG 2006). For exam-
ple, while there may be no actual stated threat of violence between the mining project and
its adjacent communities, the simple perception of a threat may be enough to bring one or
both disputants to action. It is necessary to consider perceptions objectively in an attempt
to determine how they can create misunderstandings, limit options, and hinder communi-
cation. Sensitivity to the differences between perceptions and reality is important.

The absolute reality of a confl ict
situation is often less important
than each party's perception of
that situation.

Ongoing Feedback and Adaptation

As important as it is to start the CD programme early, it is also important to evaluate ini-
tial ventures - to see if they work. Since ongoing feedback and adaptation is important,
a clear system for continuously evaluating success should be incorporated into any CD
programme using both objective and subjective measures. Both company and community
need to be realistic about whether a CD programme is serving their respective needs, even
when this requires backing down from previous positions.
In addition to the kind of feedback that allows a failing programme to be modii ed or
terminated, there must be recognition that even successful CD programmes may cease
serving their designed purpose because the community itself will change as the mining
operation grows and develops. Some constituencies will develop in either the company or
in the community that have vested interests in continuing CD programmes; however con-
tinuation of these programmes should be based on their inherent strengths.
Internal or external audits provide formal feedback. In the Philippines, for example,
legislation requires mining companies to form multi-party working groups to monitor
community programmes ( Case 15.2 ). Monitoring CD progress begs the question 'How to
measure success?'

Internal or external audits
provide formal feedback.