ARRC Journal 2019 | Page 93

READY FOR TODAY – EVOLVING FOR TOMORROW One of the most dangerous times, and the point in which the group can fragment irrevocably, is the Storming stage. This is the point in which most friction, resistance, hostility and emotional escalation can occur. worldview). Some will be easier than others to utilise, and much does depend on the situation and the emotional intelligence of the parties involved. To overcome this challenge, the application of Cultural Theory and Interest Based Negotiation tactics are highly recommended. The principle is that when resolving any difference in opinion or dispute, the key is not to entrench one’s position, but to seek out common ground, re-establish rapport and build ‘social favour’ by focussing on shared interests. Such a tactic calms the divisive situation and helps move the situation from one of defensiveness to one of pragmatism. Figure 4 indicates how this process looks followed by an explanation. Figure 4 – Pictorial Representation of Interest Based Negotiation Strategy Party A and party B (represented by the Figure 5 – Cultural Iceberg Model triangles), come to the table with different positions. If Representation party A simply to push Strategy Figure 4 – Pictorial of Interest tries Based Negotiation their position without incorporating B’s position, A will only be able to achieve Conclusion limited gains, if any, and the same for The nature of CIMIC operations has B. However, by focussing on common been proven to remain consistent over ground where needs and interests time: Support the force; support civil overlap (e.g. avoid human suffering), actors; and liaise (AJP-3.4.9). However, emotional outreach can be achieved, because there are often different actors and B’s original triangle position could and different environments in which be shifted to the left and start to overlap, CIMIC is conducted, the approach to provided consensus and rapport is built implementing these principles can and upon these needs/interests. needs to adapt for every occasion. In order to help define for the reader what Utilising modern management and ‘common ground’ could consist of or to be psychological theory provides the of such an inspiration as to gain buy-in, cognitive handrail to guide the CIMIC the Cultural Iceberg is utilised. As shown operative, helping them to deliver their below in Figure 5, the iceberg is roughly work effectively, efficiently and always in divided up into three sections: Visible, a professional manner. less visible and not visible. Each section represents parts of a human’s cultural identity, the difference being the visible ones are the most overt/recognisable, whilst the other two are much less. When an impasse is reached, in the Storming stage for instance, the key to creating a positive relationship is to find common ground on any of the factors listed in the Iceberg (e.g. life experiences or ABOUT THE AUTHOR Major Neil Weddell is a 15-year veteran of the British Army and currently serves as the ARRC’s Military Liaison Officer to Non-Governmental Organisations (NGO). In his previous assignment he served as the Strategic Planning Officer for the Government of Sierra Leone at Freetown during Operation GRITLOCK (2014 Ebola outbreak). Maj. Weddell has led civil-military collaboration efforts during combat operations, defence engagement activities and humanitarian missions across Afghanistan, Saudi Arabia, Nigeria and Sierra Leone. Maj. Weddell holds a Master’s Degree in Project Management from Cranfield University, a Master’s Degree in Education from the University of Southampton and a Master’s Degree in Business Administration from the University of Plymouth. ALLIED RAPID REACTION CORPS 93