EVALUATING THE EFFECTIVENESS OF MEDIATION IN CONFLICT MANAGEMENT IN KASESE DISTRICT, UGANDA.

BY 

ANANIA NUWE

2017/FEB/MSSS/M222143/WKD

A DISSERTATION SUBMITTED TO THE SCHOOL OF SOCIAL SCIENCES IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE AWARD 
OF THE DEGREE OF MASTER OF SECURITY AND STRATEGIC 
STUDIES OF NKUMBA UNIVERSITY, ENTEBBE UGANDA

AUGUST, 2019
DECLARATION
This dissertation is my original work and has not been presented for a degree or any other academic award in any University or Institution. And where other citations has been used, due acknowledgement has been made.

Sign……………………….   Date:  	………………………………….                                                                                                     

ANANIA NUWE

 (STUDENT) 

	
APPROVAL

‘I confirm that the work reported in this dissertation was carried out by the candidate under my supervision’

Sign ………………………………….			Date ………………………
ANNE ABAHO

SUPERVISOR 

DEDICATION
I dedicate this research to my family members. 

ACKNOWLEDGEMENT
By the will of God, it has been possible; all glory and honor to the Almighty.

I would like to thank my family members especially for their support both spiritually and materially. .

I am heartily thankful to my Supervisor Ms. Anne Abaho and all my lecturers more especially Mr. Onzima whose training, love and guidance have enabled me reach this far of completing a masters degree program successfully, thank you. 

Special thanks go to all my respondents and leadership of different stakeholders I interfaced during my research for your support and cooperation.

Finally great thanks to my superiors in Uganda Police Force who have always allowed me to further my education besides tight programs at work, am sincerely indebted for your humane and parental support especially during research process. 

.

TABLE OF CONTENTS
DECLARATION
APPROVAL
DEDICATION
ACKNOWLEDGEMENT
TABLE OF CONTENTS
LIST OF TABLES
ABSTRACT
CHAPTER ONE
INTRODUCTION
1.0 Overview
1.1 Background to the study.
1.1.3 Contextual background
1.2 Problem Statement
1.3 Purpose of the Study
1.4 Specific Objectives of the study
1.6 Scope of the study
1.7 Significance of the study
1.8. Conceptual Framework
CHAPTER TWO:LITERATURE REVIEW
2.0 Introduction
2.1 Literature Survey
2.2 Theoretical Review
2.3. Causes of conflicts
2.3.1 Conflict as an economic transaction
2.3.2 The Colonial legacy as basis of conflict
2.3.3. Political repression and non-respect for human rights
2.2. Factors that hinder Mediation
2.3.1 Failure to understand the second party
2.3.2 Aggressive behavior
2.3.4 Violence
2.3.5 Complexity
2.4 The strategies put in place to resolve conflicts
2.4.1 Framing the conflict
2.4.2 Preparation and Planning
2.4.3 Promoting conflict management options
2.4.4 Definition of ground rules
2.4.5 Clarification and justification
2.4.7 Positional bargaining and problem solving
2.4.8 Closure and Implementation
2.4.9 Development of consensual mediations
2.4.10 Promoting effective communication
2.4.11 Collaborative conflict management
CHAPTER THREE:RESEARCH METHODOLOGY
3.0 Introduction
3.1. Research Design
3.1 Research approach
3.2 Study population
3.3 Study sample
3.4 Sampling Techniques
3.5. Data collection methods
3.6. Data Collection Instruments
3.7. Data Quality Control
3.8. Data Collection and Processing
3.9. Data Analysis
3.10 Ethical Considerations
CHAPTER FOUR: DATA PRESENTATION, INTERPRETATION AND ANALYSIS
4.0. Introduction
4.1 General Information
4.1.1 Age of the respondents
4.1.2 Gender
4.1.3 Marital status
4.1.4 Level of Education
4.1.5 Length of stay in Kasese District
4.2 Causes of conflicts in Kasese District
4.2.1 Violent armed groups are among the causes of conflicts in Kasese District.
4.2.2 The rivalry between political leaders.
4.2.3 Different cultural settings among the people living in Kasese district
4.2.4 Democratic process such as national election
4.2.5 Unequal distribution / access to resource among the people of Kasese District.
4.2.6 Unequal Distribution of authority
4.2.8 The failure of the government to build and maintain peace.
4.3 Factors that hinder mediation in Kasese District
4.3.1 Lack of common character among the concerned parties.
4.3.2 Lack of transparency in the mediation process.
4.3.3 The absence of procedural fairness in treating the conflicting parties.
4.3.4 Lack of public confidence from the mediating parties which creates mistrust.
4.3.5 Aggression between the both parties
4.3.6 Inadequate funds to run the mediation.
4.3.7 The existence of different people with different interests
4.4 Strategies put by the government to conflict management in Kasese District.
4.4.1 All the parties should frame their conflict ideologies.
4.4.2 Effective planning and preparation for mediation.
4.4.3 Promotion of conflict management option.
4.4.4. The well defining of the mutual ground rules of mediation.
4.4.5 Clarifying and justifying the need for mediation
4.4.6 Promoting effective communication
CHAPTER FIVE: SUMMARY, CONCLUSIONS AND RECOMMANDATIONS
5.0 Introduction
5.1. Summary of findings
5.1.1 The causes of conflicts in Kasese District
5.1.2 Factors that hinder mediation in Kasese District
5.1.3 Strategies put by the government to conflict management in Kasese District.
5.3 Conclusions
5.4 Recommendations
5.4 Areas for further research
REFERENCES
APPENDICES
Appendix I: Questionnaire
Appendix II: Interview Guide

LIST OF TABLES
Table 3.1: Sampling frame
Table 4.1: Age group
Table 4.2: Gender
Table 4.3: Marital status
Table 4.4: Level of Education
Table 4.5: Length of stay in Kasese District
Table 4.6: Violent armed groups are among the causes of conflicts in Kasese District.
Table 4.7: The rivalry between political leaders.
Table 4.8: Different cultural settings among the people living in Kasese district
Table 4.9: Democratic process such as national elections
Table 4.10: Unequal distribution / access to resource among the people of Kasese District.
Table 4.11: Unequal Distribution of authority
Table 4.12: Poverty.
Table 4.13: The failure of the government to build and maintain peace.
Table 4.14: Lack of common character among the concerned parties hinders their satisfaction.
Table 4.15: Lack of transparency in the mediation process.
Table 4.16: The absence of procedural fairness in treating the conflicting parties.
Table 4.17: Lack of public confidence from the mediating parties which creates mistrust.
Table 4.18: Aggression between the both parties
Table 4.19: Inadequate funds to run the mediation.
Table 4.20: The existence of different people with different interests
Table 4.21: All the parties should frame their conflict ideologies.
Table 4.22: Effective planning and preparation for mediation
Table 4.23: Promotion of conflict management option
Table 4.24: The well defining of the mutual ground rules of mediation
Table 4.25: Clarifying and justifying the need for mediation
Table 4.26: Promoting effective communication

ABSTRACT
The study aimed at evaluating the effectiveness of mediation on conflict management in Kasese District, Uganda. The study was guided by the following objectives: To examine the causes of conflicts in Kasese District, to identify the factors affecting mediation as a conflict management   strategy in Kasese District and to assess the strategies put in place by government of Uganda in resolving conflicts in Kasese District.  The study specifically adopted a cross sectional survey with both qualitative and quantitative researcher approaches. The study used a population of 632 and a sample of 245 but only 240 filled the questionnaires. Interview Guide and questionnaires were the main data collection instruments. The study found out that, the causes of conflicts in Kasese District include violent armed groups, the rivalry between political leaders, Different cultural settings among the people, Democratic process such as national election, Unequal distribution / access to resource, unequal Distribution of authority, Poverty and the failure of the government to build and maintain peace. The study also revealed that, the factors that hinder mediation in Kasese District include lack of common character among the concerned parties, lack of transparency in the mediation process, the absence of procedural fairness in treating the conflicting parties, lack of public confidence from the mediating parties and inadequate funds to run the mediation. The study also discovered that, the strategies to conflict management in Kasese District include framing conflict ideologies, effective planning and preparation for mediation, promotion of conflict management option, the well defining of the mutual ground rules of mediation, clarifying and justifying the need for mediation and promoting effective communication. The study recommended that, there should be greater use of traditional community based systems, such as elders' arbitration councils, there is need to institute the use of local justice system to support the national court system and the mediating strategies suggested in this study should be adopted in order to manage conflicts in Kasese District.

CHAPTER ONE
GENERAL INTRODUCTION
1.0 INTRODUCTION 
The study aimed at evaluating the effectiveness of mediation in conflict management in Kasese District, Uganda. This chapter presents the background to the study, problem statement, and purpose, specific objectives of the study, research questions, scope and significance of the study.
1.1	Background to the study. 
Over a year after Kasese District was plunged into a conflict which claimed hundreds of lives, the widows and orphans left behind are struggling to make ends meet and this means that, investigations must be carried out in order to manage these conflicts.
1.1.1	Historical  background 
Historically, the development of mediation, as it is understood today, began with its adoption in the 1990s within the spheres of family breakdown and neighborhood disputes and was followed by its appropriation into the civil justice system as a settlement tool, forming part of the drive towards alternative dispute resolution (Portelo & Long, 1994). Since that time the use of mediation has expanded to include conflicts in the workplace, issues surrounding human rights, educational needs, questions about the environment or construction, homelessness disputes, inter-generational arguments and business disputes (Rosenthal & Hautaluoma, 1988).  Dating back at least as far as the second century BC, it has been recognized that, if the reconciliation of two quarrelling parties is not possible by their own efforts, their next option is to turn to a neutral or ‘indifferent’ third party who might help them bring their disagreement to a friendly end (Burton, 1998). Anstee (2001) demonstrates the use of mediation and arbitration as two conceptually distinct but often related processes with which people have been very familiar from Ancient Greece to the present day.  Balliet (2010) also demonstrates that, not only that forms of mediation practice existed but that the role of a mediator became more clearly defined until various principles of practice emerged and were incorporated into an ethical code. The central features of mediation practice today can clearly be traced back at least as far as the 17th century, Cetin & Hacifazlioglu (2004) sought to establish the ‘ethical principles of mediation practice’ that were characteristic of all fields of mediation, despite differing styles and approaches. Alvise Contarini, an ambassador  designated  by the  Republic  of  Venice,  and  Fabio  Chigi,  a  cardinal designated by the Pope (Greef & De Bryne,2000), were two mediators who, working over a period of five years, played a crucial role in bringing an end to the thirty years’ war. Some 38 years later, Abraham de Wicquefort, a Dutch author writing about the art of diplomacy, reflected on the peace treaty drawn up in 1648 and developed a theory about the practice of mediation together with a means of evaluating it (Donahue & Kolt (1992). Wicquefort’s account, Canyameres and Salberg suggest, provides the ‘first handbook for mediators’ and his writing does indeed cover several elements that are to be found on any mediation training course today. He points, for example, to the importance of a lack of decision-making  authority  on  the  part  of  the  mediators  in  order  to  ensure  that agreements are not imposed but determined by the parties themselves. It is clear, therefore, that a range of measures, both formal and informal, have been available to people in conflict over the ages to help resolve their differences (Derouen & Bercovitch, 2008).  Where protagonists were unable to deal with a disagreement for themselves, history indicates a natural tendency to turn to third parties for support, for guidance and sometimes, for judgment. The processes that were used and the role of designated third parties incorporated a range of possible routes through which disputants could achieve a ‘just result’, as Davies and Fouracre describe it.  Kellen & Murphy, (2003) noted that, the options that are available reflect not only the fact that disagreements are of different levels of complexity and intensity, but they also call for different interventions, people in conflict have different perceptions of what 'justice' might mean and how it might be achieved (Katz, Lawyer & Sweedler, 2011).
1.1.2	Conceptual background  
Mediation is a process where by one party known as a third party intervenes into other parties conflicts or disputes with aim of ending them in a peaceful means (Svensson & Mathilda, 2013). Mediation is a tool to promote community cohesion and to encourage members to address conflict constructively at an early stage. 
Conflict is the misunderstandings between two or more contending ethnic groups, the source of the conflict may be political, social, economic and religious, the individuals in conflict must expressly fight for their ethnic group position within the society (Gandu, 2004).  Conflict management is the practice of being able to identify and handle conflicts sensibly, fairly, and efficiently (Mason, 2009). Since conflicts in a business are a natural part of the workplace, it is important that there are people who understand conflicts and know how to resolve them. This is important in today's market more than ever. Everyone is striving to show how valuable they are to the company they work for and at times, this can lead to disputes with other members of the team. Conflict management is the process of limiting the negative aspects of conflict while increasing the positive aspects of conflict (Zartman, 2015). The aim of conflict management is to enhance learning and group outcomes, including effectiveness or performance in an organizational setting. Conflict management minimizes the negative outcomes of conflict and promotes the positive outcomes of conflict with the goal of improving learning in an organization (Ajzen, 1997)

1.1.3. Theoretical background 
The study was guided by the conflict Management theory, conflict management theory presents a set of skills an individual uses to relate to another person during a conflict (Rahim, 2011). This theory relates to situations of individual’s way of behaving in a conflict situation. This theory emphasizes integrating ideas, obliging all parties’ inputs, compromising activities that would affect mediation, dominating the mediation process and avoiding negative aspects during mediation (Rahim, 2011). Conflict management style/mode is the basic pattern of behavior that an individual uses when dealing with conflict in interpersonal situations (Folger et al., 2005; Thomas & Kilmann, 1974). Conflict theory falls into one of two categories or dimensions depending on whether the individual has more or less concern for relationships and focuses more or less on his or her task and personal goals to end conflicts (Jones & Brinkert, 2008; Katz et al., 2011; Moore, 2003; Wilmot & Hocker, 2007). This theory states that, a conflict is a situation where interests, needs, and values of individuals are different and/or incompatible and therefore an arbitrator is needed to make them come into an agreement. 
1.1.3	Contextual background  
Recently Kasese District has been marred by many conflicts, for example, the military raid on Rwenzururu King, Omusinga Charles Wesley Mumbere’s palace on November 26-27, 2016 robbed many families of their breadwinners. About 150 people, including children died while other 193 people including 23 women are in Kirinya prison battling a plethora of charges including treason, murder and terrorism, arising from the same conflict (Human Rights Watch, 2017). Security claims Kilhumira Muthima was responsible for attacks on military installations in the Rwenzori sub-region. These attacks prompted the army, commanded by then Brigadier Peter Elwelu (later promoted to major general), to surround the palace on November 26 and order Mumbere to surrender to them. According to the Rwenzori Consortium for Civic Competence (RWECO) (2017), states affirmative action should not depend on the goodwill of leaders but, rather, a deliberate government policy to facilitate peace and development processes. Government seems to rely on the formal justice systems. The Rwenzori question is a political matter with criminal manifestations.  In 1962, another group of Bakonzo-Bamba leaders rebelled against Tooro. They were led by Yeremiya Kawamara, Petero Mupalya and Mumbere’s father, Isaya Mukirania.They walked out of Tooro parliament where they were representatives and ran to the mountains to wage war against Tooro kingdom, giving birth to the current Rwenzururu kingdom (Uganda Compendium of Conflict, 2017).
Kasese District and Bundibugyo have been locked in conflicts since pre-colonial Uganda, including one with Bunyoro kingdom in the 1870s. Recent conflicts can be traced from 1912 when Tibamwenda, Nyamutswa and Kapolyo stood against Tooro kingdom and the British (Uganda Compendium of Conflict, 2017). After they were executed, they were buried in one grave near present-day Kagando hospital in Kisinga sub-county in 1921. The execution sparked off a lot of anger which found expression in the Rwenzururu insurrection between 1962 and 1982; rebellions of the National Army for the Liberation of Uganda [NALU] and the Allied Democratic Forces [ADF] between 1996 and 2002.

1.2 Problem Statement
Mediation is adopted in order to make people end conflicts in a peaceful way; however, Kasese District has been locked in conflicts since pre-colonial Uganda, including one with Bunyoro Kingdom in the 1870s mostly battling over resources (Tumushabe, 2012).  Mediation has been taking place between different stakeholders in the area for example the former archbishop Stanley Ntagali and other religious personnel’s under the inter religious council participated in the mediating process, in addition, government officials such as general Salim Saleh also intervened but this has not worked. Kasese District has been marred by a lot conflict and the most recent, the military raid on Rwenzururu King, Omusinga Charles Wesley Mumbere’s palace on November 26-27, 2016 robbed many families of their breadwinners. According to the security report of Kasese District (2017), about 150 people, including children died while another 193 people; 23 of them women are in Kirinya prison battling a plethora of charges including treason, murder and terrorism, arising from the same conflict. Security personnel claims civilians were responsible for attacks on military installations in the Rwenzori sub-region. According to the Human Rights Watch (2017) noted that with Kasese District clashes, over 70 people died, government lost over 15 security personnel, over 30 home states were destroyed and over 200 people were displaced. Up to now measures have not been put forward to end the conflicts in Kasese District and it is against this background that the study intended to conduct a deeper analysis into the effectiveness of mediation on conflicts management Kasese District and make recommendations. 
1.3 Purpose of the Study
The purpose of the study is to evaluate the effectiveness of mediation on conflict management in Kasese, Uganda  
1.4	Specific Objectives of the study
i.	To examine the  causes of  conflicts in Kasese District
ii.	To identify the factors affecting mediation as a conflict management   strategy in Kasese District. 
iii.	To assess the strategies put in place by government of Uganda in resolving conflicts in Kasese District.  
1.5 Research Questions
i.	What  are  the  causes of  conflicts in Kasese District
ii.	What are the factors affecting mediation as a conflict management strategy in Kasese District. 
iii.	What are the strategies put in place by government of Uganda in resolving conflicts in Kasese District?
1.6 Scope of the study
The study covered the content, geographical and time scope.
1.6.1 Content scope
The study focused on the effectiveness of mediation on conflicts management, it focused on examining the causes of conflicts in Kasese District, to identify the factors affecting mediation as a conflict management   strategy in Kasese District and to assess the strategies put in place by government of Uganda in resolving the Kasese District conflicts.  

1.6.2 Geographical scope
The study was carried out in Kasese District in Uganda. Kasese District is located in the Rwezururu region in the western Uganda. It sits on geographical areas of 2,724 km²    borded by Fortfortal district on the north, queen  Elizabeth national park on  the east. It is located 0.0646° N, 30.0665° E    and it is situated on an elevation of 122 meters  above sea level 
1.6.3 Time scope
The study covered a period of 2015-2017. This is the period when relative peace in the area was at stake.

1.7 Significance of the study
The study shall serve as reference material for scholars in conflict and peace studies such as academicians and researchers by adding on the existing literature in the current area of investigation. It shall benefit local leaders in Uganda since they are involved in implementing policies on the attainment of peace in their respective areas.  This study shall also be significant because Uganda, like most East Africa countries, has been faced with challenges related to conflict resolution related activities, mostly linked to civil unrest in the sub region. It shall also benefit international governmental organizations which are involved in conflict resolution as a way of promoting everlasting peace in Uganda. 

1.8. Conceptual Framework

     Independent Variable                                                   Dependent Variable
                                                                                                                                                                     
    Conflict Management   

•	Freedoms 
•	Human rights protection
•	Unity
•	Stability
•	Peace building 
•	Dispute Resolution

	
Mediation
•	Room for Negotiation 
•	Problem solving process
•	Civility & personal responsibility	

                                               Intervening Variables 

•	Environment
•	Political climate
•	Culture
•	Human expectations
	
Source: Constructed by the researcher
Figure 2.1: Conceptual framework for evaluation the effectiveness of mediation on conflict management      
In the conceptual framework above, the independent variable is mediation and the indicators include room for negotiation, problem solving process and civility & personal responsibility and the dependent variable is conflict management which is reflected by fundamental freedoms and human rights protection, stability, peace building and dispute resolution. However, there are some extraneous variable affecting conflict management and these include among others political environment, mediating rules, government intervention and available resources.

CHAPTER TWO
LITERATURE REVIEW
2.0 Introduction
This chapter presents the review of the related literature, critically analyzing the existing research gaps and contributions by previous researchers and scholars in the current area of investigation. The review is based on the specific objectives of the study and variables and guided the conceptual framework.
2.1 Literature Survey

Tumushabe (2016) carried a study on Ethno-community conflict in Uganda. The researcher examined the relationship between community, ethnicity and conflict in Uganda, the study found out that, those inter-ethnic conflict in Uganda form part of the dynamics of identity politics. Political elites in Uganda always sought to reap advantages from the multidimensional identities, more so during electioneering periods, and this has resulted in conflicts and instability. This politicization of community identities during contests for political office often lacks any sustaining unifying ideology. Somehow, politics in Uganda are fashioned on the appeasement of community motives. As a consequence, community attains the level of suffering that is difficult to challenge or overpower. However, the study did not cover conflict resolutions in Kasese district and the current study filled this gap.

2.2 Theoretical Review
The study was guided by the conflict Management theory, conflict management theory presents a set of skills an individual uses to relate to another person during a conflict (Rahim, 2011). This theory relates to situations of individual’s way of behaving in a conflict situation. This theory emphasizes integrating ideas, obliging all parties’ inputs, compromising activities that would affect mediation, dominating the mediation process and avoiding negative aspects during mediation (Rahim, 2011). Conflict management style/mode is the basic pattern of behavior that an individual uses when dealing with conflict in interpersonal situations (Carnevale & Pruitt, 1992). Conflict theory falls into one of two categories or dimensions depending on whether the individual has more or less concern for relationships and focuses more or less on his or her task and personal goals to end conflicts (Chigas, 2003). This theory states that, a conflict is a situation where interests, needs, and values of individuals are different and/or incompatible and therefore an arbitrator is needed to make them come into an agreement. 

2.3. Causes of conflicts 
This section of the literature review focuses on the causes of conflicts between various parties;
2.3.1 Conflict as an economic transaction
Economic science explicitly acknowledges conflictual interests due to the scarcity of resources. But conflictual or even antagonistic interests will not necessarily lead to conflictual actions. Suppose that there is a conflictual interest with regard to an economic change. According to the principle of potential Pareto superiority or the Kaldor-Hicks test (Coleman, 1988), a change is efficient whenever the winners win more than the losers lose, in the sense that, if the winners could in principle compensate the losers to their satisfaction, the winners would still be better off than they were before the change. In this case, the winners can avoid open conflict by redistributing part of their benefits to compensate the losers. Thus, the Walrasian general equilibrium integrates conflictual interests without assuming an open confrontation.
In groups, conflict is treated like money, it is neutral with regard to economic performance and disappears in equilibrium (Vahabi, 2010), with the application of the Coarse theorem to appropriative and coercive activity, it necessarily excludes conflictual action and real destruction, and reduces conflict to an economic transaction. 
2.3.2 The Colonial legacy as basis of conflict
Some scholars, including Mokwugo Okoyo (1977), Bonny Duala-M’Bedy (1984), Claude Ake (1985) and Herman Cohen (1995), consider the numerous conflicts in Africa as a natural consequence of Africa’s colonial past. Okoyo (1977), for example, posits that ‘political instability is rooted in the very structure of society and, for most new countries, in the colonial past’. He also adds that ‘Africa’s post-colonial present can be said to have been fashioned for Africa by Africa’s colonial past’. Subscribing to this viewpoint, Ambassador Herman Cohen (1995) asserted that ‘the sources and consequences of Africa’s internal conflicts have their roots in colonialism, the subsequent processes of de-colonisation and state formation, and the ensuing crisis of nation building’. For Cohen, the colonial state was fraught with contradictions. As he put it, ‘The modern African state was created by colonial powers out of ethnic and regional diversities, and rendered conflictual by gross inequities in power relations, and in the uneven distribution of national wealth and development opportunities’ (Cohen 1995). In other words, the basis had been created for many of the conflicts experienced in post-independence Africa. Duala (1984), subscribing to this viewpoint, asserted that ‘the problems being experienced by modern African States are based on our colonial experience’.
Cohen (1995) also indicted the de-colonization process when he observed that in many countries the contradictions of the colonial state were passed on to the independent states through a flawed process of de-colonization. He argued that ‘conflict, recurring instability, and bad governance in Zaire, Rwanda, and Burundi can be traced back to the hasty and unprepared granting of independence by Belgium in 1960’. He also considered the major wars in Angola and Mozambique as arising out of ‘panic de-colonization from a revolutionary and chaotic Portugal in 1974-75’. Insofar as the war in Sudan was concerned, he traced it to ‘the manner in which the Anglo-Egyptian administration brought the North and the South together, but kept them apart under a separatist policy for most of the Condominium rule, and then left them in a centralized unitary state without constitutional guarantees for the disadvantaged South’ (Cohen 1995). These are only some examples of the conflicts in Africa which General Obasanjo (1991) described aptly as the continent with the greatest number of conflicts.
African independence and African political leadership can be seen to be very closely related. Former colonial masters were not in search of good leaders of the people. The concern of the colonial masters at independence and beyond, for the most part, was to hand power to a group of cronies whose mission was always not to ‘govern their people well’ but to protect the interests of the metropole. In this regard, many political leaders of Africa, especially those in the former French colonies, were and continued to be imposed upon the people with almost no consideration for good governance. As Ake (1985) put it, ‘the circumstances of African history conspired to produce an elite which could not function because it had no sense of identity or integrity and no confidence, did not know where it was coming from or where it was going’. The examples of the military and economic pacts concluded by French-speaking African leaders with France at independence are cases in point. In many cases, these pacts have not been rescinded half a century after independence and that is why former French colonies either still have the French military stationed in the countries or continue to call on France for military intervention as in the recent cases of Central African Republic and Mali. 
In Africa, the concept of state or nation is based on Africa’s colonial past. Article 4 of the Constitutive Act of the African Union places emphasis on respect of state boundaries inherited at independence. African states have also remained spheres of influence of former colonial powers, and no power in the world has been interested in changing that situation. Duala-M’bedy (1984) asserted that ‘the European concept of state has had a strong influence on African countries and that it was this concept of state that led to drawing up of arbitrary borders throughout Africa’. Such Eurocentric thinking, reinforced by technological and scientific achievements, is still very present in Africa. This is why most western literature on conflicts in Africa may still need further clarification in regard to specific conflict types. Some light will be shed on the typology of African conflicts later on in this analysis.
2.3.3. Political repression and non-respect for human rights

Political repression and non-respect for human rights are synonymous with bad governance. Political repression in Africa goes back to Africa’s colonial legacy. Colonial rule was the antithesis of democracy, because it was premised on the usurpation of the fundamental right of self-determination and of the fundamental human rights of citizens and peoples. Okoyo’s (1977) work underscored the fact that whatever legitimacy colonialism possessed was derived not from any set of agreed rules or consensus, but from the monopoly of the means of coercion and violence, and by its divide-and-rule strategies aimed at intensifying the cleavages (class, tribal, religious) inherent in the social structure and at prolonging its rule. Colonial rule never raised the issue of good government. The only issues were power and violence, and that remains the tradition of politics that African leaders took to independence in their respective nations. These African leaders have not only retained the politics of power and violence, but many of them have also continued to reinforce the tradition. 
Ake (1985) argued strongly that ‘because many leaders in Africa were insecure when they inherited power, they continued to cling tenaciously to the idea of the ruler’s exclusive claim to power’. This situation is verifiable in many African countries where leadership has been clinging to power for twenty, thirty or forty years from Uganda and Sudan, through Chad and Cameroon, to Angola, Zimbabwe, and others. Power and bad governance, traditions inherited from colonial rule and the nature of de-colonisation, have been a major source of conflict in Africa. Although viewed in general terms as African conflicts, there are need to point out that conflict in Africa does not only vary from case to case, it is often traceable to colonial rule and the de-colonization process. 
Economists who have studied rebellions tend to think of rebellions not as the ultimate protest movements, but as the ultimate manifestation of organized crime. As Grossman (1999) states, in such insurrections the insurgents are indistinguishable from bandits or pirates. Rebellion is large-scale predation of productive economic activities, however, the view is so at odds with the popular discourse on conflict that there is a temptation to dismiss it as fanciful (Rahim, 2011), and the techniques of economics do not help its arguments: compared with the compelling historical detail produced by histories of protest, the economist's approach seems arcane and technocratic. 
2.2. Factors that hinder Mediation 
The challenges facing the mediations during conflict management include;
2.3.1 Failure to understand the second party
The biggest challenge to mediation is when individuals are not ready to understand the second party at all. PrachiJuneja (2018), noted that inadequate time is also a major challenge to effective mediation. One should never be in a hurry. One must have time to convince others, never be in a rush to purchase things or close a deal. Analyze things carefully and then only come to conclusions. Going unprepared for mediation is unacceptable, so lack of patience also leads to a bad mediation. Every individual has the right to express his views and one should not interfere in his speech. Criticism, sarcasm, derogatory remarks are the biggest threats to an effective mediation. 
2.3.2 Aggressive behavior
Mediations can be intimidating because some negotiators use sarcasm and bully tactics to make you feel uncomfortable and inferior just to get what they want. In mediation, the purpose is to come to a mutual agreement (PritiRamjee, 2017). Aggressive behavior can create resentment, create a hostile environment and build poor relationships. Instead, showing respect during mediations to understand the sides of both parties should result in long-term benefits.
Emotions can rise during mediations to the point where the parties do not take the time to understand each other's needs. Ramjee, (2017) added that they can only think about their own interests rather than trying to come to a mutual agreement. The other party does not have to be considered the enemy. They have expectations just as you do. With both parties acknowledging each other's needs, you can reach a satisfactory agreement.
Conflict Barometer from Heidelberg Institute for International Conflict Research (2012) is the main alternative to peaceful conflict resolution, complexity, as it hampers effective management of the mediation process in conference diplomacy. Bureaucracy slows down the mediation process, thereby creating problems of time and timing, fourth and foremost, the people, namely the negotiators with their preferences and peculiarities hinders the process of mediation.
2.3.4 Violence 
Mediation as way of resolving conflicts by peaceful means is under constant threat of being destroyed by violent actions if parties see them as a more effective instrument in defending their interests. Human Security Brief Featuring a special report, (2007) reports that the dominant opinion in academia is that ripeness can be expected if stakeholders are in a mutual hurting stalemate, while they can envisage a mutual enticing opportunity, in other words a peaceful exit strategy. However, if one of the parties prefers war over words, the process of mediation will be relatively helpless. This is why countries try to establish international frameworks like international organizations, to help them to contain violence and to run mediation processes protected by rules and regulations (Fischer, 2001). In the last 50 years, two-thirds of conflicts have been decided through international mediation; one-third was ended by military victory. This trend is expected to continue in the coming decades.
2.3.5 Complexity
From the Human Security Brief Featuring a Special Report, (2007), as the world is becoming ever more interdependent, the number of actors around the tables and the number of issues on the table are growing in an exponential way. This enhances the complexity of diplomatic mediation enormously, both horizontally and vertically: horizontally, because of the relative strength of the countries and the relative weakness of the intergovernmental and non-governmental organizations, so the countries, while pushing for their own interests, will have a centrifugal impact on the mediation processes, while the organizations try to contain those and guide their members in the direction of outcomes; and vertically, as constituencies are more and more influential, and because the media allows parliaments and populations to be more involved in the mediation processes through external pressures such as lobbying. Furthermore, modern means of communication will enhance transparency, which makes mediators to understand the interests of both parties.
2.4 The strategies put in place to resolve conflicts 
Johnston (2008) states that the mediation process permeates the interactions of almost everyone in groups and organizations, and in today’s loosely structured organizations, in which members work with colleagues over whom they have no direct authority and with whom they may not even share a common boss, mediation skills become critical. There is no magic or mystery to mediations or to what makes a master negotiator. There are five steps and practices that consistently work. 
2.4.1 Framing the conflict
Framing means the way in which people construct and represent a conflict. A frame provides critical insights into a party's perspectives, motivations and interests (Fischer, 2001). Conflict management often involves a process of helping parties to reframe their misunderstandings, shifting their perception of the conflict or their ways of dealing with it. Conflicts often involve strong emotions, sadness, anger and/or frustration. Part of the task of conflict management is helping people to deal with or overcome these emotions, so that they are better prepared to address the problems at the heart of the conflict (Fischer, 2001). 

Similarly for Bigdon and Korf (2004), there is an important behavioural or action component in conflicts. Conflict management involves helping people to recognize ways of making their behaviour helpful to resolving their perceived differences. Managing conflict offers a set of principles and tools for transforming conflict into a force that promotes more sustainable livelihoods. In particular, such principles and tools can be used to strengthen the existing customary and legal mechanism for managing conflict. The objective of this guide is to equip natural resource practitioners to manage tensions as and when they arise (Fischer, 2001). 

In fact as Burgess and Burgess (1994) point out, conflict can have constructive and positive outcomes, depending on the way people handle it for example, conflict can help to clarify the policies, institutions and processes that regulate access to resources. Conflict can also be an important force for social change, because it alerts people to grievances in the wider socio-economic or political system, competitive or contradictory laws or policies regulating access to or control over natural resources, weaknesses in the ways in which natural resource management policies or laws are implemented and people's need or desire to assert their rights, interests and priorities and undesirable environmental conditions, such as overharvesting of renewable resources (Burgess and Burgess, 1994).
2.4.2 Preparation and Planning
For Hames (2011), before the start of negations, one must be aware of the conflict, the history leading to the mediation of the people involved and their perception of the conflict expectations from the mediations and others. Before starting the mediation, it needs to do homework. Moreover before any mediation takes place; a decision needs to be taken as to when and where a meeting will take place to discuss the problem and who will attend (Bush, 2002). Setting a limited time-scale can also be helpful to prevent disagreement from continuing. This stage involves ensuring all the pertinent facts of the situation are known in order to clarify own position.

Before any mediation takes place, a decision needs to be taken as to when and where a meeting will take place to discuss the problem and who will attend. Johnston (2008) states that setting a limited time-scale can also be helpful to prevent the disagreement continuing. This stage involves ensuring all the pertinent facts of the situation are known in order to clarify your own position.  In the work example above, this would include knowing the ‘rules’ of your organisation, to whom help is given, when help is not felt appropriate and the grounds for such refusals. Organisation may well have policies to which you can refer in preparation for the mediation. Undertaking preparation before discussing the disagreement will help to avoid further conflict and unnecessarily wasting time during the meeting (Bercovitch, 2004).

2.4.3 Promoting conflict management options
The various conflict management options vary in terms of (Moore, 2003), that is the legal recognition of process and outcome, the privacy of the approach, the specialization required of the third party that might be assisting in conflict management, the role and authority of any third party that might be involved, the type of decision that will result and the amount of coercion that is exercised by or on the disputing parties. Conflict management moves outside the law (becomes extralegal) when it does not rely on socially required or acceptable processes (Obuoga, 2016). Extra-legal approaches involve processes of coercion to persuade or force "opponents" into compliance or submission.
Mediation
Mediation as a bargaining relationship among the opposing parties, mediations are voluntary and require that all parties are willing to consider the others' interests and needs (Mason Simon, 2009). If mediations are hard to start or have reached an impasse, the conflict parties may need assistance from a third party.
Arbitration
Arbitration is a process whereby the parties submit the issues at stake to a mutually agreeable third party, who will make the decision for them (Odigie, 2016). Arbitration is an informal, private procedure, unlike adjudication, in which the resolution process is shifted to the public domain. In adjudication, the disputants usually hire lawyers to act as their advocates, and cases are argued in front of judges or other officials from provincial authorities or technical ministries with adjudicative authority in land disputes. These representatives of public law take into consideration the disputants' concerns, interests and arguments, and make a decision based on the norms and values of a society and in conformity with legal statutes (Hayner, 2009). The disadvantage of this is that the decision is premised on one party being right and one wrong. The outcome therefore tends to produce a winner and a loser. The advantage is that the results of the process are binding and enforceable because the judge is socially sanctioned to make the decision.
2.4.4 Definition of ground rules
Once the planning and strategy are developed, one has to begin defining the ground rules and procedures with the other party over the mediation itself that will do the mediation (Trotschel; Hufmeier; Loschelder; Schwartz; Collwitzer, 2011). During this phase, the parties will also exchange their initial proposals or demands.
Bercovitch and Rubin (1992) states that establishing code of conduct is vital to buttress mediations; codes of conduct are in place in all strata of occupations to ensure that work is carried out at the highest level of professionalism. This is also true for mediators; codes of conduct are established by mediation institutes all around the world to provide guidelines for mediators and uniform standards to which they must consistently endeavour to adhere. However, these guidelines and standards may be easier to employ in situations that are already well regulated and where the law is clear, such as industrial relations and civil litigation (Mason, 2009).
2.4.5 Clarification and justification
In a publication by Cloke and Goldsmith (2002), when initial positions have been exchanged both the parties will explain amplify clarify bolster and justify their original demands. This need not be confrontational. Rather it is an opportunity for educating and informing each other on the issues why they are important and how each arrived at their initial demands. This is the point where one party might want to provide the other party with any documentation that helps support its position.  From the discussion, the goals, interests and viewpoints of both sides of the disagreement need to be clarified. It is helpful to list these factors in order of priority (Herrberg, Gunduz and Davis, 2009).  Through this clarification it is often possible to identify or establish some common ground. Clarification is an essential part of the mediation process, without it misunderstandings are likely to occur which may cause problems and barriers to reaching a beneficial outcome (Herrberg, Gunduz and Davis, 2009).
In international peace mediation, conflicting parties are usually much more diverse in nature with varying aims and objectives (Bush, 2002). The law is also not as clear when it comes to deciding on matters such as independence, autonomy, human rights violations and claims over natural resources or democracy. Therefore, codes of conduct for mediators working in an armed conflict setting cannot be as rigid or conclusive as those working in fields of family law or industrial relations; they should allow for flexibility, creativity and spontaneity on the part of the mediator. The mediator will have been trained for the purpose of peace mediation and should therefore be relied upon to decide when and how various strategies should be employed.
Loschelder et al., (2011) revealed that during this stage, individuals or members of each side put forward the case as they see it, which is their understanding of the situation. Key skills during this stage include questioning, listening and clarifying. Sometimes it is helpful to take notes during the discussion stage to record all points put forward in case there is need for further clarification.  It is extremely important to listen, as when disagreement takes place it is easy to make the mistake of saying too much and listening too little.  Each side should have an equal opportunity to present their case (Muyangwa & Voigt, 2000).
The concepts of neutrality, impartiality and bias are not necessary elements of codes of conduct; as empirical evidence has shown, these terms are badly defined and used interchangeably (Carroll, 2004). This can cause confusion and ultimately hinder rather than help the mediation process. Research has indicated that a mediator can never be neutral; a mediator is a human being with an inherent value system that cannot be abandoned nor suppressed. Empirical evidence has also shown that it is not always useful for a mediator to remain impartial; often a certain amount of bias can have a positive impact on the mediation process. Should the terms ‘neutrality’, ‘impartiality’ and ‘bias’ be used, they should be individually defined and it should be clearly stated how they are to impact the mediator (Zartman, 2005).
2.4.7 Positional bargaining and problem solving
Cloke and Goldsmith (2002), further highlights that the essence of the mediation process is the actual give and take in trying to hash out an agreement, a proper bargain. It is here where concessions will undoubtedly need to be made by both parties. As a mediation style, positional bargaining is usually applied when parties perceive that the contested resources are limited and that a distributive solution, which allocates gains and losses to each party, is the only possible outcome (Bigdon and Korf, 2004). It may also be adopted when a party places more importance on achieving its own goals than on the continuance of good relationships with other parties.
Reconciling interests rather than positions works for two reasons. Every interest can usually be satisfied by one of several possible positions. All too often people simply adopt the most obvious position. Second, behind opposed positions lie many more shared and compatible interests than the conflicting ones (Fisher, Ury and Patton, 1991). This makes it easier to find common ground at the level of interests, particularly regarding the longer-term interest that all the parties involved have in achieving a cooperative relationship, which will ultimately be of benefit to all. Positional bargaining can be an impediment to consensus building. In a conflict situation, parties tend to lock themselves in positions, which they have to defend and argue for (Zuckman, 2005). Conflict stakeholders often exaggerate their differences by adopting positions that do not necessarily correspond to their interests (Walter, 2002). They may think that taking a strong position will help them to give as little as possible to the other party. Once the parties have identified themselves with their positions, the arguments and offers of the other side will no longer be evaluated rationally. To "give in" may appear equal to loosing face. Mediations become a contest of wills in which each side tries to win. During such positional bargaining processes, the parties view themselves as adversaries; the goal is victory (Zuckman, 2005).
According to Muyangwa and Voigt (2000), positional bargaining can be an impediment to consensus building. In a conflict situation, parties tend to lock themselves in positions, which they have to defend and argue for. Conflict stakeholders often exaggerate their differences by adopting positions that do not necessarily correspond to their interests. They may think that taking a strong position will help them to give as little as possible to the other party (Zuckman, 2005). Once the parties have identified themselves with their positions, the arguments and offers of the other side will no longer be evaluated rationally. To "give in" may appear equal to loosing face. Mediations become a contest of wills in which each side tries to win. During such positional bargaining processes, the parties view themselves as adversaries; the goal is victory (Zuckman, 2005).
2.4.8 Closure and Implementation
The final step in the mediation process is formalization the agreement that has been worked out and developing and procedures that are necessary for implementation and monitoring (Echavarria Martin, 2015). For major mediations this will require hammering out the specifics in a formal contract. Mediation Process has five stages. In all steps of a mediation process, the involved parties bargain at a systematic way to decide how to allocate scarce resources and maintain each other’s interest (Zartman, 2015).
2.4.9 Development of consensual mediations

In some conflict situations, for consensual mediations to succeed, a third party (mediator) has to intervene. Intervention means to enter into an ongoing system of relationships, to come between or among persons, groups, or objects for the purpose of helping them (Moore, 2003). The assumption behind a third party's involvement is that a mediator will, to some extent, be able to help the parties to examine their interests and needs, help them to negotiate an exchange of viewpoints, and assist them in redefining their relationship in a way that is mutually satisfactory. Fisher (2001) noted that as consensus building is based on voluntary agreements, enforcement depends solely on the willingness of all parties to comply with an agreement. A mediator has no power to force the parties to resolve their differences or to make decisions for the parties. The mediator's success therefore depends on how far it is possible to overcome the tendency to view conflicts as interactions in which one side wins and the other loses (Aggestam, 2005).
Lewicki et al., (2003), consensual mediations are not based on positions, but on interests and needs. Positions imply concrete and explicit demands (what people say that they want), whereas interests are often less clearly articulated (what people really need). Interests are more long-term and reflect the broader hopes of a person or group, such as the desire to live peacefully, to have stable access to livelihood resources or to have his/her identity recognized. Interests can focus on factual issues for example distribution of resources and on relationship issues, trust and confidence (Aggestam, 2005).
2.4.10 Promoting effective communication

Juneja (2018) opine that an effective communication is directly proportional to an effective mediation. The better the communication is the better the mediation would be. Discussion does not mean fighting and shouting, instead it is simply the exchange of one’s ideas, thoughts and opinions with each other. One needs to have excellent communication skills for a healthy and an effective discussion. Communication is an art and one should master it to excel in all kinds of mediation. The other person will never come to know about your thoughts and ideas unless and until you share it with them.

2.4.11 Collaborative conflict management
According to Warner (2001), collaborative conflict management promotes joint decision-making and seeks voluntary agreement among disputants in win-win solutions. It arose in part as a response to the purely power-based or purely judicial regulation of conflicts, both of which produce winners and losers. Because collaborative conflict management is based on voluntary agreements, enforcement depends solely on all parties' willingness to comply with an agreement. Third parties may facilitate this process, but cannot force anything on the disputants. Collaborative conflict management works best with conflict stakeholders who are fairly equal in strength (Aggestam, 2005).
Whitman (2009) states that non-violent directive action occurs when one conflict party forces the other(s) to make concessions by refusing to cooperate or by committing undesirable acts. This may be possible when the conflict parties rely on each other for their well-being and livelihoods. Violence (or physical coercion) means that one party threatens or uses force to impose its will on the other(s). Coercion means that one party is forced to accept an outcome imposed by another party (Aggestam, 2005).

CHAPTER THREE
RESEARCH METHODOLOGY
3.0 Introduction 
This chapter describes and justifies the research design, area of the study, the sample and sampling techniques. This is followed by a description and a justification of the tools used to collect data and the data quality control measures. Lastly the chapter gives a description on the methodological limitations and the research ethical consideration.
3.1. Research Design
In the study, the researcher specifically adopted a cross sectional design and according to Amin(2005), Mugenda and Mugenda(2003), a cross sectional design is appropriate for studies of this nature; since it provided a quantitative and qualitative description of attitudes and opinions of the population by studying a sample or cross section of the population as well as collecting data from a sample from varied sources at one point in time. Such a design can produce data which permit the establishment of causal relationships (Creswell 2003).
3.1 Research approach
The researcher used both qualitative and quantitative research approaches.  According to Mugenda and Mugenda(2003) quantitative research tends to be more exploratory in general. In addition, the quantitative approach is informed by inductive logic, in which potential understandings of a phenomenon with statistical figures are collected and analyzed.  The use of both methods ensured that the data is effectively interpreted using the numbers, figures as well as the narrative.
According to Joshua (1998) both qualitative and quantitative provide insight into how individuals (or organizations, groups, etc.) understand aspects of their worlds.  The researcher used both qualitative and quantitative approaches of data collection and analysis so as to capture the details and adequate information. The use of both methods ensured that the data is effectively interpreted using the numbers, figures as well as the narrative.
3.2 Study population
According to 2014 Uganda national population and housing census report, Kasese District is estimated to have a population of 694,987 people. In the study, the target population had a total of 632, comprising of local leaders, government officials and Civil servants.
3.3 Study sample
According to Sekaran (2003), sample size is the act of choosing the number of observations or replicates to include in a statistical sample. The sample size is an important feature of any empirical study in which the goal is to make inferences about a population from a sample. The sample size for this study was 245 respondents selected using Sloven’s formula (1967) as noted by Kothari, (2004). 

Where n= sample size 
	N= population size 
	e= level of precision (0.05) 
n 	=	 632
                   1+632(0.05)2		
		632
2. 58
n      =	245

The distribution of the population and sample size is indicated in table 3.1
Table 3.1: Sampling frame
Category of respondents	Population 	Sample 	Sampling techniques	
Local leaders	70	27	Purposive sampling	
Political leaders 	162	63	Simple Random sampling	
Civil servants	90	35	Purposive sampling	
Security officers	50	19	Purposive sampling	
Community Leaders 	260	101	Simple Random sampling	
Total 	632	245		
Source: Primary Data (2019)
3.4 Sampling Techniques
Simple random sampling technique was used to select members of the general public which gave equal chance for every respondent to participate in the study.  Purposive sampling was used to select civil servants and police officers. According to Mbabazi (2007), Gay (1996), Creswell (1994) and Keller et al (1994), purposive sampling technique offers a faster, cheap and less complicated approach to sampling. In addition, it saves time, ensures ease of administration and a high participation rate while allowing generalization to similar subjects.

3.5. Data collection methods 
The research applied the following data collection methods;
Interviews
The interview method was selected because it allowed the respondents to express their mind, allowed the study of non-verbal communication and enables the researcher to avoid alienation from the respondent. It is also found to be flexible, with high response rate, easy to administer and ability to probe and seek clarifications during the interview. The interview guide was used as a research instrument, and it was constructed in such a way that it allows flexibility during the interviewing process.  The interviews were conducted following a number of successive steps. Basically it involved selecting and approaching individuals, arranging time, date, duration and conditions of the interview. The respondents were selected basing on the criteria of knowledge about the subject in question. The researcher targeted 60 interviewees from all the categories of people that was targeted.  
Surveys 
Surveys were close ended and were used to attract a large response of respondents from the population. It contained majorly three sub headings, that is; demographic characteristic of respondents, description of dependent variable and description of independent variable. The results given by the questionnaires were categorized and summarized accordingly. The researcher gave out 245 questionnaires to 245 respondents. 
3.6. Data Collection Instruments
As Miles and Huberman (1994) recommend, the researcher collected data using a variety of instruments that included questionnaires and interviews guide. 
3.6.1. Interview Guide
According to Karoro (2001), interviews can provide in-depth data not possible with a questionnaire. The researcher opted for interviews because they have a high response rate, first hand data can be obtained from persons of interest, more than one view of the matter can be got, quick information is collected, flexibility is high and clarifications can be made on spot. Information that was gathered through the interview guide was then be corroborated by that had been collected using questionnaires to ensure reliability (Kakooza 2002).

3.6.2 Questionnaires
Questionnaires were constructed and administered to the respondents. Choice of questionnaires were based on the fact that they give standard questions, uniform answers, easy to distributed, can be filled at ease, are time saving, eliminate interview bias and create greater anonymity(Mbabazi 2007)

3.7. Data Quality Control
The following criteria were applied to this qualitative and quantitative study in order to make the research credible that is reliability and validity. Respondents’ checking was undertaken to give credibility to the analysis. It was now up to the reader to determine whether the text has sufficient credibility/ vesimilitude to describe it as a quality piece of research.
Validity 
Questions were relevant to the objectives and were first taken to the supervisor and distinguished academics to ensure validity or relevance. The researcher discussed the research instruments with the supervisor before they were distributed to the respondents in the field to check for their validity.
Reliability 
Information given assured of consistency and accuracy which underlined the concept of reliability of data collection instruments. The researcher ensured that the information given was in line with the objectives and instruments that were designed in a way that the researcher avoids bias. Errors and faulty information was avoided since data was collected from different sources using multi methods.
3.8. Data Collection and Processing
In order to shift the power of the researcher/participant relationship to the study participants, the research was undertaken in environments that were selected by and comfortable for study respondents. Interviews were conducted in comfortable places for respondents. Key informants were interviewed at their convenience. In this way it was an interviewee-guided interview and the researcher was able to direct, select and structures the story. Data editing, coding the data and cleaning was done after data is collected to ensure that all mistakes made by respondents are cleared then entering the data into the computer for analysis and summarizing the data. 
3.9. Data Analysis
Both qualitative and quantitative data was collected. Qualitative data analysis involved making sense out of an enormous amount of narrative data i.e. looking for categories, patterns and common themes to facilitate a coherent synthesis of the data (Meadows 2003). Quantitative data from questionnaires and checklists was coded using frequencies and percentages for analysis and the data was put into categories (frequencies, percentages and proportions) in order to reflect the effect of the independent variable.
3.10 Ethical Considerations
For any research to be valid and objective in nature, it has to take into consideration of the ethical aspect. Ethical considerations refer to the morality, uprightness and justification of the researcher’s conduct in carrying out research.  The researcher   was guided by the following main considerations. 
The researcher proved to the respondents that, the information was strictly for academic purpose only. The researcher was honest in his work by avoiding any form of falsification, misrepresentation, plagiarism and any other form of academic malpractice that could hinder the dependability of the data collected. In addition, the researcher will report the actual findings without omission and adding personal information to distort the information.
Participation in the research was voluntary based on consent to avoid collection of wrong data and other inconveniences to the researcher. The researcher was non-discriminative in nature when selecting samples. This was implemented by avoiding bias in selecting respondents according to their sex, tribes and even culture. Thus the researcher gave all the people equal chances of being chosen.
The Researcher was also prudent to document information from archives only with the consent of respondents. 

CHAPTER FOUR
DATA PRESENTATION, INTERPRETATION AND ANALYSIS
4.0. Introduction
The chapter presents and discusses respondent’s perception about “evaluating the effectiveness of mediation on conflict management in Kasese, Uganda”.  However, it starts with the background information of respondents which include gender, age, academic qualification and period of stay. The researcher distributed 245 questionnaires, however 240 were filled and returned, making the response rate of 93.8%. The 240 was therefore used for data analysis thought this research.
4.1 General Information
The General information focused on gender, number of years in the organization, age group, and departments in which the respondents work, and their qualifications. Details of the findings are presented below:
4.1.1 Age of the respondents
The study asked respondents to state their age and the results are indicated in the table 4.1 below
Table 4.1: Age group
 	Frequency	Percent	Cumulative percentage	
Valid	21 – 30	89	37	37	
 	31 - 40 Years	70	29.2	66.2	
 	41 - 50 years
Above 50	40
41	16.6
17.2	82.8
100	
 	Total	240	100		
Source: primary data
From the table above, 89(37%) were between the age brackets of 21-30 years, 70(29.2%) were between 31-40 years, 40(17.2%) were of 41-50 years and 41(17.2%) above 50 years. All the respondents were above 18 years.  All the respondents were above 20 years and this implies that, they had gathered enough information about the history of Kasese District regarding conflicts and how they have been dealt with and thus they gave reliable data.   
4.1.2 Gender
The study asked respondents to state their gender and the results are indicated in the table 4.2 below: 
Table 4.2: Gender
 	Frequency	Percent	Cumulative percentage	
Valid	Male	150	62.5	62.5	
 	Female	90	37.5	100	
 	Total	240	100.0		
Source: primary data
From the table above, 150 (62.5%) were male and 90(37.5 %) were female. Majority of the respondents were males and this implies that males were more willing to participate in research. In addition, men were more directly or indirectly participating either creating or mediating conflicts and therefore, they had more knowledge about conflicts and how they were mediated in Kasese District and thus gave reliable data.

4.1.3 Marital status 
The study asked respondents to state their marital status and the results are indicated in the table 4.3 below
Table 4.3: Marital status 
 	Frequency	Percent	Cumulative percentage	
Valid	Single 	60	25	25	
 	Married 	115	48	73	
 	Divorced
Separated	35
30	15
12	88
100	
 	Total	240	100		
Source: primary data
From the table above, 60(25%)) were single, 115(48%) were married, 35(15%had divorced and 30(13%) were separated. Majority of the respondents were single and this was due to the fact that married people have strong attachment to their culture and thus affected by conflicts and at the time they are the ones to get solutions to such conflicts. 
4.1.4 Level of Education
The study asked respondents to state their highest academic qualification and the results are indicated in the table 4.4 below

Table 4.4: Level of Education 
 	Frequency	Percent	Cumulative percentage	
Valid	Certificate 
Diploma 	55
52	23
22	23
45	
 	Degree 	71	30	75	
 	Master
PhD	9
3	4
1	79
80	
 	None of the above
Total	50
240	20
100.0	
100	
Source: primary data
According to the table above, 55(23%) had certificate, 52(22%) were diploma holders, 71(30%) were degree holders, and 9(4%) were master holders, 3(1%) were PhD holders and 50(20%) had not attained any of these levels.  Majority of the respondents had at least attained at least a certificate and this implies that they would understand and interpret questions that were sent to them and thus they gave reliable data.  I
4.1.5 Length of stay in Kasese District
The study asked respondents to state the length of stay in Kasese District and the results are presented in the table 4.5 below;

Table 4.5: Length of stay in Kasese District
 	Frequency	Percent	Cumulative percentage	
Valid	1 year and below	25	10.5	10.5	
 	2-5 years	70	29.1	39.6	
 	5-10years 
Above 10 yrs	90
55	37.5
22.9	77.1
100	
 	Total	240	100		
Source: primary data
According to the table above, 25(10.5%) had stayed in Kasese District 1 year and below, 70(29.1%) 2-5 years, 90(37.5%) 5-10 years and 55(22.9%) were above 10 years. Majority of the respondents had worked for at least 1 year and this implies that they are experienced people who deliver the required services and at the same time these respondents had gathered enough information about the topic under study and therefore they gave valid and reliable data.  
4.2 Objective one: Causes of conflicts in Kasese District
In most of the time conflicts do not have one reasons, some of the conflicts, due to their nature, are multifaceted they have different causes. In some cases, a conflict might have one reason for the concerned parties but has another reason for other people. Therefore, this section presents the view of respondents on the causes of conflicts in Kasese District. The analysis of the questions that were asked to respondents is discussed as below:
4.2.1 Violent armed groups are among the causes of conflicts in Kasese District.
The study asked respondents whether violent armed groups is among the causes of conflicts in Kasese District and the results are indicated in the table 4.6 below: 
Table 4.6: Violent armed groups are among the causes of conflicts in Kasese District.
	Frequency	Percent	Cumulative percentage	
Valid	Strongly Disagree
Disagree	40
40	16.7.
16.7	16.6.
33.4	
 	Not sure	35	14.6	48	
 	Agree 
Strongly agree 	65
60	27
25	75
100	
 	Total	240	100.0		
Source: Primary data
According to the table above, 40(16.7%) strongly disagree, 40(16.7%) disagreed, 35(14.5%) were not sure, 65(27%) agree and 60(25) strongly agreed with the statement that violent armed groups is among the causes of conflicts in Kasese District. The study found that the armed forces of Rwenzururu insurrection between 1962 and 1982; rebellions of the National Army for the Liberation of Uganda (NALU) and the Allied Democratic Forces (ADF) between 1996 and 2002 are the source of present conflicts in Kasese District

4.2.2 The rivalry between political leaders who exploit the existing ethnic tension is the source of conflicts in Kasese District.
The study asked respondents whether the rivalry between political leaders who exploit the existing ethnic tension is the source of conflicts in Kasese District and the results are indicated in the table 4.7 below:

Table 4.7: The rivalry between political leaders who exploit the existing ethnic tension is the source of conflicts in Kasese District.
 	Frequency	Percent	Cumulative percentage	
Valid	Strongly disagree	0	0	-	
 	Disagree	50	20.8	20.8	
 	Not sure
Strongly agree  
Agree
	20
80
90	8.3
33.3
27.5	29.1
62.5
100	
 	Total	240	100		
Source: Primary data
The table above indicates that, majority of respondents 80(33.3%) strongly agreed, 90(27.5%) agreed, 20(8.3%) were not sure, 50(20.8%) disagreed and 0(00%) strongly disagreed this implies that the rivalry between political leaders who exploit the existing ethnic tension is the source of conflicts in Kasese District. The study found out that some leaders in Kasese District use people especially the youth to exert on their opponents, it was revealed that, the leaders of the Rwenzururu kingdom were inciting their subordinates to fight other groups.   On other hand the Deputy Residence district commissioner of Kasese told the researcher that, the government opposition leaders in Kasese District also lead people into Riots and demonstrations which at the end cause conflicts. 

It was further discovered that, during the national election campaign of 2016, the local people never wanted to see the flyers and posters of candidates who where not from their linguistic group and this led to the fighting and thus creating conflicts between candidates and their followers.

4.2.3 Different cultural settings among the people living in Kasese district also cause conflicts
The study asked respondents whether different cultural settings among the people living in Kasese district also cause conflicts and the results are indicated in the table 4.8 below:
Table 4.8: Different cultural settings among the people living in Kasese district also cause conflicts
 	Frequency	Percent	Cumulative percentage	
Valid	Strongly disagree
Disagree	0
70	0
29.1	0
29.1	
 	Not sure	40	16.6	45.7	
 	Agree
Strongly agree	80
50	33.3
20.8	79
99.8	
 	Total	240	100	100	
Source: primary data 
According to the table above, 0(00%) strongly disagreed, 70(29.1%) Disagreed, 40(16.6%) were not sure, 80(33.3%) agreed and 50(20.8) strongly agreed. Majority of the respondents agreed with the statement and this implies that different cultural settings among the people living in Kasese district also cause conflicts. The study found out culture has also been a major factor in some creating conflicts, majority of people in Kasese District live in joint families, they distribute their lands among their off springs and the land gets divided with every new generations, which results in intra family conflicts. It was also revealed that, the rapid growth of the population in Kasese also contributes to an increasing scarcity of land and intra family conflicts, as inherited plots become ever smaller and are often insufficient for subsistence
4.2.4 Democratic process such as national election is among the causes of conflicts in Kasese District
The study asked respondents whether democratic process such as national election is among the causes of conflicts in Kasese District and the results are indicated in the table 4.9 below: 

Table 4.9: Democratic process such as national election is among the causes of conflicts in Kasese District
	Frequency	Percent	Cumulative percentage	
Valid	Strongly Disagree
Disagree	60
40	25.
16.6	25.
41.6	
 	Not sure	35	14.5	56.1	
 	Agree 
Strongly agree 	45
60	18.75
25.	74.85
99.8	
 	Total	240	100.0	100	
Source: primary data
According to the table above, 60(25%) strongly disagree, 40(16.6%) disagreed and 35(14.5%) were not sure, 45(18.75%) agree and 60(25) strongly agreed. Majority of the respondents agreed with the statement and this implies that democratic process such as national election is among the causes of conflicts in Kasese District. 
Respondents told the researcher that, activities such as elections divides people for example into different political parties, creates hatred among them and they are always in disagreements which is the source of conflicts
4.2.5 Unequal distribution / access to resource among the people of Kasese District is another cause of conflicts.
The study asks whether unequal distribution / access to resource among the people of Kasese District is another cause of conflicts and the Results are presented in the 4.10 tables below: 
Table 4.10: Unequal distribution / access to resource among the people of Kasese District is another cause of conflicts.
 	Frequency	Percent	Cumulative percentage	
Valid	Strongly disagree  	40	16.7	16.7	
 	Disagree	0	0	16.7	
 	Not sure
agree
Strongly agree	70
80
50	29.1
33.3
20.8	45.8
79.2	
 	Total	240	100	100	
Source: primary data
The table above indicates that, majority of the total respondents 50(20.8%) Strongly Agreed, 80(33.3%) agreed, 70(29.1%) were not sure, 0(00%) disagreed and 40(16.7%) strongly disagreed. Majority of the respondents agreed with the statement and this implies that unequal distribution / access to resource among the people of Kasese District is another cause of conflicts. 

4.2.6 Unequal Distribution of authority 
The study asked respondents whether unequal distribution of authority is another cause of conflicts in Kasese District and the results are indicated in the table 4.11 below:

Table 4.11: Unequal Distribution of authority
	Frequency	Percent	Cumulative percentage	
Valid	Strongly Disagree
Disagree	55
40	22.9
16.7	22.9
391.6	
 	Not sure	35	14.5	54.1	
 	Agree 
Strongly agree 	47
63	19.6
26.3	73.7
	
 	Total	240	100.0	100	
Source: primary data
According to the table above, 55(22.9%) strongly disagree, 40(16.6%) disagreed, 35(14.5%) were not sure, 47(19.6%) agreed and 63(26.3%) strongly agreed. Majority of the respondents agreed with the statement and this means unequal distribution of authority is another cause of conflicts in Kasese District.  The study found out that, the unequal distribution of authority was noted in different situations as all these distributions were based on ethnicity, there were disputes on land and water among ethnic groups and disagreements on ethnic based positioning where most political positions in Kasese District are occupied by the Bakonzo. Other ethnic groups developed feelings of inferiority and attempts to secure more power or access to more resources were among some of the causes of ethnic conflict in Kasese District. 
It was further revealed that, every ethnic group want to show superiority on other group for that purpose, each and every group is try to support  from their own ethnic groups in order to take the advantage over the other ethnic groups. Each and every ethnic group is always competing for resources and reaching to power on other ethnic group and the rest will remain with dissatisfaction. 
4.2.7 Poverty also causes conflicts.
The study asked respondents whether poverty also causes conflicts because it makes people to turn into violent activities as a way to earn a living and the results are indicated in the table 4.12 below: 
Table 4.12: Poverty also causes conflicts because it makes people to turn into violent activities as a way to earn a living.
	Frequency	Percent	Cumulative percentage	
Valid	Strongly Disagree
Disagree	35
40	14.5
16.6	14.5
31.2	
 	Not sure	35	14.5	45.7	
 	Agree 
Strongly agree 	45
85	18.8
35.5	64.5
100	
 	Total	240	100.0		
Source: primary data
According to the table above, 35(14.5%) strongly disagree, 40(16.6%) disagreed and 35(14.5%) were not sure, 45(18.8%) agree and 85(35.5%) strongly agreed with the statement and this implies that poverty also causes conflicts because it makes people to turn into violent activities as a way to earn a living. The study found out that Land dispute is also a big problem and the cause of conflict in the community and mostly it has created violent conflict due to the fact that it is not enough compared to the population and this was common among the Bakonzo and the Bamba. 
  
4.2.8 The failure of the government to build and maintain peace also cause conflicts in Kasese district.
The study asked respondents whether the failure of the government to build and maintain peace also cause conflicts in Kasese district and the results are indicated in the table 4.13 below:
Table 4.13: The failure of the government to build and maintain peace also causes conflicts in Kasese district.
 	Frequency	Percent	Cumulative percentage	
Valid	Strongly disagree
Disagree	0
70	0
29.1	0
29.1	
 	Not sure	40	16.6	45.7	
 	Agree
Strongly agree	80
50	33.3
20.8	79
99.8	
 	Total	240	100	100	
Source: primary data 
According to the table above, none of them strongly agreed, 70(29.1%) Disagreed and 40(16.6%) were not sure and 80(33.3%) were not sure and 50(20.8) strongly disagree Majority of the respondents agreed with the statement and this implies that the failure of the government to build and maintain peace also cause conflicts in Kasese district. 

4.3 Factors that hinder mediation in Kasese District
This section presents the analysis about Factors that hinder mediation in Kasese District.
4.3.1 Lack of common character among the concerned parties hinders their satisfaction. 
The study asked respondents whether lack of common character among the concerned parties hinders their satisfaction and the results are indicated in the table 4.14 below: 
Table 4.14: Lack of common character among the concerned parties hinders their satisfaction.
	Frequency	Percent	Cumulative percentage	
Valid	Strongly Disagree
Disagree	60
40	25.
16.6	25.
41.6	
 	Not sure	35	14.5	56.1	
 	Agree 
Strongly agree 	45
60	18.75
25.	74.85
99.8	
 	Total	240	100.0	100	
Source: primary data
According to the table above, 60(25%) strongly disagree, 40(16.6%) disagreed, 35(14.5%) were not sure, 45(18.75%) agree and 60(25) strongly agreed. Majority of the respondents agreed with the statement and this implies that lack of common character among the concerned parties hinders their satisfaction. The study found out that one of the aspects that reflects the characteristics of the parties is the difference of power between them, and if the balance of power between the parties is equal then mediation is more likely to be successful in creating a new peace agreement which was not the case for Kasese District. 

4.3.2 Lack of transparency in the mediation process affects satisfaction among the parties.
The study asked respondents whether lack of transparency in the mediation process affects satisfaction among the parties and the results are indicated in the table 4.15 below:
Table 4.15: Lack of transparency in the mediation process affects satisfaction among the parties.
 	Frequency	Percent	Cumulative percentage	
Valid	Strongly disagree  	40	16.6	16.6	
 	Disagree	50	20.8	37.4	
 	Not sure
Agree
Strongly agree	25
80
45	10.4
33.3
18.9	47.8
81.1
100	
 	Total	240	100		
Source: primary data
The table above indicates that, majority of the total respondents 40(16.6%) Strongly disagreed, 50(20.8%) disagreed, 25(10.4%) were not sure, 80(33.3%) Agreed and 45(18.9%) strongly agreed this implies that lack of transparency in the mediation process affects satisfaction among the parties. The study revealed that lack of transparency does not allow an individual to learn from their own experiences.  It was revealed that, the role of a third party in mediation is as someone who is known and trusted within the community, to encourage parties to reach a friendly conclusion within their value system, in the interests of both the individuals concerned. For the case of Kasese District more especially the conflicts between the community and the government, respondents told the researcher that, the mediators were always appointed by the government which affected transparence.  
4.3.3 The absence of procedural fairness in treating the conflicting parties.
The study asked respondents whether the absence of procedural fairness in treating the conflicting parties and the results are indicated in the table 16.16 below:

Table 4.16: The absence of procedural fairness in treating the conflicting parties.
 	Frequency	Percent	Cumulative percentage	
Valid	Strongly disagree
Disagree	0
70	0
29.1	0
29.1	
 	Not sure	40	16.6	45.7	
 	Agree
Strongly agree	80
50	33.3
20.8	79
99.8	
 	Total	240	100	100	
Source: primary data (2019)
According to the table above, 0(00%) strongly disagreed, 70(29.1%) disagreed and 40(16.6%) were not sure, 80(33.3%) agreed and 50(20.8) strongly agree.  Majority of the respondents agreed with the statement and this implies that the absence of procedural fairness in treating the conflicting parties. This means that the absence of procedural fairness in treating the conflicting parties has hindered the mediation process in Kasese District.  This is supported by Odigie (2016) who started that in order to reach a fair outcome in the mediation process, each individual has to behave with fairness themselves towards their protagonist and retain responsibility for behaviour that would be culturally acceptable. 
The deputy residence District Commissioner told the researcher that, the needs of the community for harmony are regarded as being more important than those of the individual, conflict could be managed through promoting fairness in respect to the community’s interests and values. 
Chigas 2003 also stated that, for the mediation to be successful, all the parties must have the opportunity to be heard; the opportunity to influence the decision maker; the even-handedness of the decision maker and being treated with courtesy and respect. In my view these criteria can equally be applied to the mediation process in the following ways. One of the fundamental characteristics of mediation is that it is a listening process. Mediators use listening skills to get beyond the disagreements presented and to reach an understanding of the underlying issues which is non-judgmental, even-handed and accepts difference. However for the case of Kasese District, it was discovered through interviews with respondents, the community members are always not given an opportunity to be heard which hinders the mediation process

 4.3.4 Lack of public confidence from the mediating parties which creates mistrust.
The study asked respondents whether lack of public confidence from the mediating parties which creates mistrust and the results are indicated in the table 4.17 below: 

Table 4.17: Lack of public confidence from the mediating parties which creates mistrust.
	Frequency	Percent	Cumulative percentage	
Valid	Strongly Disagree
Disagree	60
65	25
27	25
52	
 	Not sure	30	12.5	64.5	
 	Agree 
Strongly agree 	45
40	18.8
16.7	83.3
100	
 	Total	240	100.0		
Source: primary data
According to the table above, 60(25%) strongly disagree, 65(27%) disagreed, 35(14.5%) were not sure, 45(18.75%) agree and 40(16.7) strongly disagreed with the statement and this implies that lack of public confidence from the mediating parties creates mistrust and this is because mediation recognizes a human ability to make balanced, well informed decisions with integrity and offers the opportunity to do so. This is in line with Bush (2002) who argues that, opportunities for individuals to manage their own conflict through the use of processes like mediation is taken by the strong parties frequently bypassed to protect their interests and this makes people not to value mediation and they translate conflicts into legal disputes.  It was further discovered that, mediation process promotes other values which underpin a healthy society such as individual responsibility and corporate accountability which the majority of the people in Kasese district were not supporting.
4.3.5 Aggression between the both parties 
The study asks whether aggression between the both parties has hindered mediation process in Kasese District and the results are presented in the 4.18 tables below: 
Table 4.18: Aggression between the both parties
 	Frequency	Percent	Cumulative percentage	
Valid	Strongly disagree  	0	0	-	
 	Disagree	50	20.8	37.4	
 	Not sure
Agree
Strongly Agree	70
80
40	29.1
33.3
16.6	66.5
95.6	
 	Total	240	100	100	
Source: Primary data
The table above indicates that, 40(16.6%) Strongly Agreed, 80(33.3%) agreed, 70(29.1%) were not sure, 50(20.8%) disagreed and 0(00%) strongly disagreed. Majority of the respondents agreed and this implies that language barrier among the concerned parties which affects the flow of information. The study found out that, during the median process some people within the Kasese district especially from the Rwenzuru Kingdom use aggressive language, criticisms of the central government officials and thus leads to stalling of mediations between the two parties. On the side of the government, its officials also provoke the community by stating that “some thing bad will happen will happen to them if they don’t agree with what the government is saying” and this makes the community not to pay respect to the mediation process. 

This is in line with Zuckerman (2005) who argues that, a mediators listen first to one party, understand the issues and ascertain the parties' commitment to continue, before approaching the second party and finally bringing them together. He talks about the importance of good listening and allowing both parties to express strong emotions and even makes suggestions about what appear to be recurrent problems for mediators: the refusal of parties to mediate or, perhaps worse, the use of mediation as a delaying tactic. 
4.3.6 Inadequate funds to run the mediation is another factor that hinder the mediation process.
The study asks respondents whether inadequate funds to run the mediation are another factor that hinders the mediation process and the results are indicated in the table 4.19 below:
Table 4.19: Inadequate funds to run the mediation are another factor that hinders the mediation process.
	Frequency	Percent	Cumulative percentage	
Valid	Strongly Disagree
Disagree	60
0	25.
0	25.
25	
 	Not sure	35	14.5	39.5	
 	Agree 
Strongly agree 	45
100	18.75
41.7	58.3
100	
 	Total	240	100.0		
Source: primary data
According to the table above, 60(25%) strongly disagree, 0(00%) disagreed, 35(14.5%) were not sure, 45(18.75%) agree and 100(41.7) strongly agreed. Majority of the respondents agreed with the statement and this implies that inadequate funds to run the mediation are another factor that hinders the mediation process. 

4.3.7 The existence of different people with different interests
The study asked respondents whether the existence of different people with different interests during the mediation process affects its outcomes and the results are indicated in the table 4.20 below: 
Table 4.20: The existence of different people with different interests
	Frequency	Percent	Cumulative percentage	
Valid	Strongly Disagree
Disagree	10
40	4
16.6	4
20.6	
 	Not sure	15	6.25	26.25	
 	Agree 
Strongly agree 	85
90	35.4
37.5	62.5
100	
 	Total	240	100.0		
Source: primary data
According to the table above, 10(4%) strongly disagree, 40(16.6%) disagreed, 35(14.5%) were not sure, 85(35.4%) agreed and 90(37.5%) strongly agreed. Majority of the respondents agreed with the statement and this implies that the existence of different people with different interests during the mediation process affects its outcomes. The existence of a number of different interests creates inconsistency and risks the kind of divergence of ideology and practice of mediation criticized. Also Bercovitch (1992) argues that, different interests are perceived as disorganized, which in turn undermines the credibility of mediation and lowers the mediating standards. In the light of recent legislative settings in Uganda, this lack of clarity which prove to be a risk that the government is not prepared to take, preferring to provide its own regulation instead than mediation. 
The findings from the interviews attempted to position mediation as the default process which encourages informality and individual responsibility, with adjudication as the exception when all else fails.  But these aspirations have not been realized in Kasese district. The results indicated that, the take-up of mediation has been relatively low and this has led to debates about whether it should be mandatory. Folger, & Bush  (2007) suggests that mediation works best when undertaken voluntarily, but, while usage is low and lack of awareness is high, the arguments for compulsion have an immediate appeal. Furthermore, there are concerns in each context about reducing cost and saving time to the exclusion of the more ideological aims of conflict management and relationship repair. Respondents increasingly emphasized the importance of ‘process pluralism’ and the notion of matching the right conflict management process to the needs of the individuals concerned. However, the most powerful barrier to mediation is the lack of awareness and understanding of the process among potential users and referrers alike. 

The security personnel told the researcher that, despite its ubiquity, mediation is not a process with which the public is familiar. Nor is it considered as an automatic first step when conflicts arise. The RPC Kasese district stated that, conflicting interests and expectations have therefore resulted in a lack of clarity, and repeated attempts have been made in the various areas to establish a mediation provision which meets the needs of individuals in conflict and the government. 

4.4 Strategies put by the government to resolve conflicts in Kasese District.
This section presents the analysis on strategies put by the government to resolve conflicts in Kasese District.
4.4.1 All the parties frame their conflict ideologies in order to end conflicts in Kasese District.
The study asked respondents whether framing conflict ideologies in order to end conflicts in Kasese District and the results are indicated in the table 4.21 below: 
Table 4.21: All the parties frame their conflict ideologies in order to end conflicts in Kasese District.
	Frequency	Percent	Cumulative percentage	
Valid	Strongly Disagree
Disagree	60
40	25.
16.6	25.
41.6	
 	Not sure	35	14.5	56.1	
 	Agree 
Strongly agree 	45
60	18.75
25.	74.85
99.8	
 	Total	240	100.0	100	
Source: primary data
According to the table above, 60(25%) strongly disagree, 40(16.6%) disagreed, 35(14.5%) were not sure, 45(18.75%) agree and 60(25) strongly agreed. Majority of the respondents agreed with the statement and this implies framing conflict ideologies in order to end conflicts helps to end conflicts in Kasese District. The study found out that conflict management often involves a process of helping parties to reframe their conflict, shifting their perception of the conflict or their ways of dealing with it. The study through interviews discovered that, conflicts often involve strong emotions sadness, anger and/or frustration and therefore, the task of conflict management is helping people to deal with or overcome these emotions, so that they are better prepared to address the problems at the heart of the conflict. 
This is in line with Bigdon and Korf (2004) who argues that, conflict management involves helping people to recognize ways of making their behaviour helpful to resolving their perceived differences, in addition managing conflict offers a set of principles and tools for transforming conflict into a force that promotes more sustainable livelihoods.

 4.4.2 Planning and preparation for mediation.
The study asked respondents whether effective planning and preparation for mediation helps to end conflicts using peaceful means and the results are indicated in the table 4.22 below:
Table 4.22: Planning and preparation for mediation
 	Frequency	Percent	Cumulative percentage	
Valid	Strongly disagree  	0	0	-	
 	Disagree	45	18.8	18.8	
 	Not sure
Agree
Strongly agree	30
80
85	12.5
33.3
35.4	31.3
64.6
100	
 	Total	240	100		
Source: primary data
The table above indicates that 0(00%) Strongly disagreed, 45(18.8%) disagreed, 30(12.5%) were not sure, 80(33.3%) agreed and 85(35.4%) strongly agreed. Majority of the respondents agreed and this implies that effective planning and preparation for mediation helps to end conflicts using peaceful means.
The study revealed that, before the start of negations, one must be aware of the conflict, the history leading to the mediation of the people involved and their perception of the conflict expectations from the mediations and others and this was supported by the Hames (2011) who stated that, before starting the mediation, it needs to do homework moreover before any mediation takes place; a decision needs to be taken as to when and where a meeting will take place to discuss the problem and who will attend. 
Respondents through interviews told the researcher that setting a limited time-scale is also helpful to prevent disagreement from continuing because it ensures all the pertinent facts of the situation are known in order to clarify own position. Also Johnston (2008) argues that, before any mediation takes place, a decision needs to be taken as to when and where a meeting will take place to discuss the problem and who will attend. 

4.4.3 Establishment of conflict management option.
The study asked respondents whether promotion of conflict management option will end conflicts in Kasese District and the results are indicated in the table 4.23 below:

Table 4.23: Establishment of conflict management option
 	Frequency	Percent	Cumulative percentage	
Valid	Strongly disagree
Disagree	0
70	0
29.1	0
29.1	
 	Not sure	40	16.6	45.7	
 	Agree
Strongly Agree	80
50	33.3
20.8	79
99.8	
 	Total	240	100	100	
Source: primary data 
According to the table above, none of them strongly agreed, 70(29.1%) Disagreed and 40(16.6%) were not sure and 80(33.3%) were not sure and 50(20.8) strongly disagree Majority of the respondents agreed with the statement and this implies that establishment of conflict management option will end conflicts in Kasese District. The study found out mediation is the best option because due to the specialization required of the third party that might be assisting in conflict management, the role and authority of any third party that might be involved, the type of decision that will result and the amount of coercion that is exercised by or on the disputing parties. However, one of the option was mediation and according to of (Moore, 2003), mediation as a bargaining relationship among the opposing parties, mediations are voluntary and require that all parties are willing to consider the others' interests and needs which in turn helps to reach on the agreement.

4.4.4. The well defining of the mutual ground rules of mediation.
The study asked respondents whether well defining of the mutual ground rules of mediation will help end conflicts in Kasese District and the results are indicated in the table 4.24 below: 

Table 4.24: The well defining of the mutual ground rules of mediation
	Frequency	Percent	Cumulative percentage	
Valid	Strongly Disagree
Disagree	60
40	25.
16.6	25.
41.6	
 	Not sure	0	0	41.6	
 	Agree 
Strongly agree 	75
65	31.25
27.1	72.9
100	
 	Total	240	100.0		
Source: primary data
According to the table above, 60(25%) strongly disagree, 40(16.6%) disagreed, 0(00%) were not sure, 75(31.25%) agree and 65(27.1) strongly agreed. Majority of the respondents agreed with the statement and this implies that well defining of the mutual ground rules of mediation will help end conflicts in Kasese District. The research through interviews with respondents found out that defining the ground rules and procedures with the all parties over the mediator itself that will do the mediation. It was further discovered that codes of conduct are established to provide guidelines for mediators and uniform standards to which they must consistently endeavour to adhere and this is in line with Bercovitch and Rubin (1992) who states that establishing code of conduct is vital to buttress mediations and that is where the parties exchange their initial proposals or demands and this helps to understand each ones demands.
4.4.5 Clarifying and justifying the need for mediation 
The study asks whether clarifying and justifying the need for mediation will bring peace in Kasese District and the Results are presented in the 6.5 tables below: 
Table 4.25: Clarifying and justifying the need for mediation
 	Frequency	Percent	Cumulative percentage	
Valid	Strongly agree  	40	16.6	16.6	
 	Agree	50	20.8	37.4	
 	Not sure
Disagree
Strongly agree	15
80
55	6.25
33.3
22.9	43.7
77.1
100	
 	Total	240	100		
Source: primary data
The table above indicates that, majority of the total respondents 40(16.6%) Strongly disagreed, 50(20.8%) disagreed, 156.25%) were not sure, 80(33.3%) agreed and 55(22.9%) agreed. Majority of the respondents agreed and this implies that clarifying and justifying the need for mediation will bring peace in Kasese District. The study revealed that clarification is an essential part of the mediation process, without it misunderstandings are likely to occur which may cause problems and barriers to reaching a beneficial outcome. Also  Bush (2002) states that, clarification is the point where one party might want to provide the other party with any documentation that helps support its position, interests and viewpoints of both sides of the disagreement need to be clarified. Justifying need the need for mediation also is helpful to list all factors in order of their priority.  The study through interviews with respondents revealed that clarifying and justifying the need for mediation provides and an opportunity for educating and informing all the parties on the issues why they are important and how each arrived at their initial demands which in turn reduces conflicts.
4.4.6 Promoting effective communication 
 The study asks respondents whether promoting effective communication will end conflicts in Kasese District and the results are indicated in the table 4.26 below:
Table 4.26: Promoting effective communication
	Frequency	Percent	Cumulative percentage	
Valid	Strongly Disagree
Disagree	60
40	25.
16.6	25.
41.6	
 	Not sure	35	14.5	56.1	
 	Agree 
Strongly agree 	45
60	18.75
25.	74.85
99.8	
 	Total	240	100.0	100	
Source: primary data
According to the table above, 60(25%) strongly disagree, 40(16.6%) disagreed and 35(14.5%) were not sure, 45(18.75%) agree and 60(25) strongly agreed. Majority of the respondents agreed with the statement that promoting effective communication will end conflicts in Kasese District. The study found out that mediation does not mean fighting and shouting, instead it is simply the exchange of one’s ideas, thoughts and opinions with each other. Therefore, all the concerned parties need to have excellent communication skills for a healthy and an effective mediation. Communication is an art and one should master it to excel in all kinds of mediation. The other person will never come to know about the others thoughts and ideas unless and until they share it with them. In addition, Whitman (2009) states that non-violent directive action occurs when one conflicting party forces the other(s) to make concessions through using soft language. This may be possible when the conflict parties avoid abusive language. 
CHAPTER FIVE
SUMMARY, CONCLUSIONS AND RECOMMANDATIONS
5.0 Introduction
This chapter presents the discussion, conclusions and recommendations based on the study findings.
5.1. Summary of findings 
 The section discusses the major findings obtained per objective regarding to mediation and conflicts management.  Two hundred and forty respondents participated and these were categorized as detailed in the sample size in accordance to their gender, age, qualification level of experience and the involvement in the mediation activities.

5.1.1 The causes of conflicts in Kasese District
As presented in chapter four, most respondents indicated that in some cases, a conflict might have one reason for the concerned parties but has another reason for other people. The various sources of restlessness were identified which include violent armed groups are among the causes of conflicts in Kasese District, the rivalry between political leaders who exploit the existing ethnic tension is the source of conflicts in Kasese District, Different cultural settings among the people living in Kasese district also cause conflicts, Democratic process such as national election is among the causes of conflicts in Kasese District, Unequal distribution / access to resource among the people of Kasese District is another cause of conflicts, unequal Distribution of authority, Poverty also causes conflicts because it makes people to turn into violent activities as a way to earn a living and the failure of the government to build and maintain peace also cause conflicts in Kasese district.
The study also through interviews with respondents also revealed that, Political repression and non-respect for human rights are synonymous with bad governance is also the cause of conflicts in Kasese District. This is in line with Okoyo’s (1977) who states that, political repression in Africa goes back to Africa’s colonial legacy because it was premised on the usurpation of the fundamental right of self-determination and of the fundamental human rights of citizens and peoples. work underscored the fact that whatever legitimacy colonialism possessed was derived not from any set of agreed rules or consensus, but from the monopoly of the means of coercion and violence, and by its divide-and-rule strategies aimed at intensifying the cleavages (class, tribal, religious) inherent in the social structure and at prolonging its rule.

5.1.2 Factors that hinder mediation in Kasese District
As presented in chapter four, most respondents indicated that some of the factors that hinder mediation between conflicting parties in Kasese District include lack of common character among the concerned parties hinders their satisfaction, lack of transparency in the mediation process affects satisfaction among the parties, the absence of procedural fairness in treating the conflicting parties, lack of public confidence from the mediating parties which creates mistrust, aggression between the both parties, inadequate funds to run the mediation is another factor that hinder the mediation process and the existence of different people with different interests.
Findings from interviews also indicated that, failure to understand the second party hinders mediation and this is when individuals are not ready to understand the second party at all and this supported by  PrachiJuneja (2018) who noted that poor understand is also hinders mediation.  Aggressive behavior through intimidations and use sarcasm and bully tactics to make some parties feel uncomfortable and inferior just to get what they want also hinder mediation. 

5.1.3 Strategies put by the government to resolve conflicts in Kasese District.
Findings in chapter four also indicated that the strategies to conflict resolution in Kasese District include the following: All the parties frame their conflict ideologies in order to end conflicts in Kasese District, effective planning and preparation for mediation, promotion of conflict management option, the well defining of the mutual ground rules of mediation, clarifying and justifying the need for mediation and promoting effective communication. All the above is supported by Johnston (2008)  who states that the mediation process permeates the interactions of almost everyone in groups and organizations, and in today’s loosely structured organizations, in which members work with colleagues over whom they have no direct authority and with whom they may not even share a common boss, mediation skills become critical.  
5.3 Conclusions
It can be concluded that there are various sources of conflicts in Kasese District which range from political, social and economical dimensions but social causes like difference in cultural settings were identified as the most causes of conflicts in Kasese District.
It was revealed that, mediation is the process whereby an acceptable third party who has limited or no authoritative decision-making power assists the principle parties in a conflict to resolve their dispute through promoting conciliation and facilitating mediations but being hindered by many factors which affected its intended outcomes. 
It can also be concluded that, due to different mediation strategies, the mediation process permeates the interactions of almost everyone in conflicts in which parties work with colleagues over whom they have no direct authority and with whom they may not even share a common understanding.
5.4 Recommendations
The following recommendations are suggested in respect to mediation and conflict management in Kasese District. 
There should be greater use of traditional community based systems, such as elders' arbitration councils and Rwenzururu Kingdom Leadership to resolve long standing conflicts between different groups in Kasese District. 
There is need to institute the use of local justice system to support the national court system using the indigenous people in Kasese District. 
The mediating strategies suggested in this study should be adopted in order to manage conflicts in Kasese District.
5.4 Areas for further research
The following areas were recommended for further research:
i.	The effectiveness of negotiation on conflict resolution in Kasese District 
ii.	The effectiveness of arbitration in resolving national conflicts in Uganda
iii.	Promotion of National Unity through Dialogues 

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APPENDICES

Appendix I: QUESTIONNAIRE
Dear respondent, I am Anania Nuwe conducting a research on “Evaluating the Effectiveness of Mediation on Conflict Management in Kasese, Western Uganda”. 

SECTION ONE:  GENERAL INFORMATION
Please Tick your appropriate Choice 
1.	Age (Years):  21-30		31 – 40	   41 – 50	     Above 50

2.	Gender:  Male 		Female 

3.	Marital Status 

        Single 		Married 		Divorced/Separated 
4.	Level of Education 
           Professional 	    Masters Degree 	     Bachelor Degree	          Diploma 
          Certificate 	     	Any other please specify ………………………………
5.	Length of stay in Kasese District  
Less than one year 	      1 – 3 years   	     3 – 6 years 	            Above 6 years 

SECTION TWO: Causes of conflicts in Kasese District 
In this section the researcher seeks to establish the causes of conflicts in Kasese District.  Please Tick the appropriate alternative, Key: Where SA-strongly agree, A- agree, NS-not sure, SD-strongly disagree D-disagree. 
Violent armed groups is among the causes of conflicts in Kasese District 	SA	A	NS	SD	D	
The rivalry between political leaders who exploit the existing ethnic tension is the source of conflicts in Kasese District 						
Different cultural settings among the people living in Kaseses district also cause conflicts  						
Democratic process such as national election  is among the causes of conflicts in Kasese District 						
Unequal distribution/access to resource among the people of Kasese District is another cause of conflicts 						
Un equal distribution of authority among social groups in Kasese District						
Poverty also cause conflicts because it makes people to turn into violent activities as a way to earn a living						
The failure of the government to build and maintain peace also cause conflicts in Kasese district						

SECTION THREE:  Factors that hinder mediation in Kasese District 
In this section the researcher seeks to establish the factors that affect mediation process in Kasese District. Please Tick the appropriate alternative. Key: Where, SA=strongly agree, A= Agree, NS= Not sure, D=Disagree, SD=strongly disagree 
Lack of common character among the concerned parties hinders their satisfaction 	SA	A	NS	SD	D	
Lack of transparency in the mediation process affects satisfaction among the parties 						
The absence of procedural fairness  in treating the conflicting parties  						
Lack of public confidence from the mediating parties which creates mistrust 						
Aggression between the conflicting parties in Kasese District 						
Inadequate funds to run the mediation is another factor that hinder the mediation process						
Different interests among the conflicting parties in Kasese District						

SECTION FOUR:  Mediating strategies to conflict management in Kaseses District 
In this section the researcher seeks to establish the mediating strategies to conflict management in Kaseses District.  Please Tick the appropriate alternative                          
Key: SA=strongly agree, A= Agree, NS= Not sure, D=Disagree, SD=strongly disagree
All mediating parties in Kasese District should reframe their conflicting ideologies	SA	A	NS	SD	D	
There should be effective planning and preparations for mediation process						
There should be promotion of conflict management options in Kasese District						
There should be well defined mutual ground rules for mediation process						
All concerned parties should clarify and justify the need for mediation  						
There should be promotion of effective communication 						

Thank you for your cooperation

Appendix II: Interview Guide

What are the   causes of conflicts in Kasese District? 

What are the factors affecting mediation in Kasese District?. 

What are mediating strategies that can put in place to resolve conflicts the Kasese District?