System Dynamics Approach to Managing Community Development
Orasa Suksawang
Faculty of Social Sciences, Kasetsart University
E-mail : fsocoss@nontri.ku.ac.th
Abstract
Most community development work viewed as planned social change often involves or leads to
conflict. The basic premise of conflicts is usually distribution of benefits in society, with one
group seeking to maximize its potential. Social conflict is a behaviour threat by one party directed
at the territory - rights, interests, or privilege- of another party. If conflict is seen as functional
social process, one is likely to be committed to it as a useful tool to achieve the change desired.
This paper applies system dynamics as a tool for explaining social behaviour over time and
integrating experimental learning in community development for social science students and
community development practitioners. The lectures incorporate experimentation in computer-
based learning for understanding theories and information relationships existing in social changes,
social conflicts and development. The dynamics simulation model developed in this paper aims
to study the community conflict in terms of territoriality which helps in understanding what the
problem is and who is causing it. Robinson’s conflict cycle is applied as feedback system
interacting with the actors -dominator, manipulator, mediator, compromiser and avoider - in terms
of participant’s behaviour styles in the conflict situation. Students were evaluated to be energetic
in discussion among themselves the strategies regarding conflict for approaching to community
development, preventing it or managing and resolving it while learning and doing assignments.
1. INTRODUCTION
"Community development is concerned with public policies, government action, economic
activities, institution building, and other types of actions that not only affect people but can be
affected by people" (Christenson et al.,1989:3). Sanders (1958) classified community development
into 4 types: process, method, program and movement. Warren (1978:20) defines community
development as "a process of helping community people analyze their problems....". The primary
goal is to help people improve their social and economic situation which can be achieved through
a variety of methods such as selfhelp, technical assistance, and conflict (Christenson, 1989:32).
Most community development work may be viewed as planned social change and often involves
or leads to conflict (Alinsky,1969,1972). No two conflicts are the same. Based on levels and
entities involved, conflicts involving community can be identified into three major levels: 1)
conflicts within communities; 2) conflicts between neighbouring communities; and 3) conflicts
between communities and outside entities. In heterogeneous and change-oriented societies, conflict
is seen as a positive and necessary force serving as an important impetus for positive change.
While conflict can be very destructive and is seen as a negative performance in more
homogeneous and tradition-oriented societies (FAO,1994:3,10). Whether societies view conflict
as threat or close to core value, they have to deal with it in terms of using it or preventing it or
managing and resolving it. This paper applies system dynamics as a tool for explaining theories
and information relationships existing in social changes, social conflicts and community
development to social science students and community development practitioners. The simulation
model developed in this paper aims to study the community conflict in terms of territoriality
which helps in understanding what the problem is and who is causing it.
533
ow
2. COMMUNITY DEVELOPMENT CONCEPT
Regarding literature, Hillery (1955) and Willis (1977) suggest four main components for defining
the concept of community : people (community members), territory (space, rights, interests, or
privilege), social interaction (shared territory, a common life, and collective behaviour) and
psychological tie (common attachment of or psychological identification with a community).
Based on Christenson et al. (1989:9), development implies improvement, growth and change-
"Development as improvement means social transformation in the direction of more egalitarian
distribution of social goods such as education, health services, housing, participation in political
decision making, and other dimensions of people’s chances. Development as growth focuses on
economic prosperity. It includes the institutional transformation of structures to facilitate
technological advancement and improvement in the production and distribution of goods and
services. Development as social change is putting a particular ideological orientation into action
to restructure the social normative and economic order for desired ends." Community
development together, therefore, is purposive effort by people to articulate and maintain
community as a relationship among themselves. In practice, community development means that
people who are engaged in efforts to reach specific goals and solve specific community problems
also pay attention to the community relationships involved in their efforts (Wilkinson, 1989).
3. ROBINSON’ S CONFLICT CYCLE CONCEPT
Robinson’ s conflict cycle comprises 5 stages : 1) behaviour threat, 2) tension development, 3)
role dilemma, 4) injustice collection, 5) confrontation or adjustment. Social Conflict in terms of
a behaviour threat by one party directed at the territory -right, interests, or privileges- of another
party is usually directed toward limiting or eliminating one party’s access to some resource or
goal. The behaviour threats are prompted by values and goals and are directed towards policy
changes. If the threat is strong and the issue are clear, some community members may choose
sides at this stage. Others may delay this decision until additional information is available or until
pressure is applied. The strong threats cause fear or tension development. This results in role
dilemma stage. The questions will be raised by the community members. The decision making
to take sides will be taken place by the end of this stage. Injustice collection follows role
dilemma. During injustice collection, adversaries become polarized further through a process of
name-calling, making innuendoes, and taking public positions. Emotion and information are
directed toward weakening the opponent’s position. This reinforces negative behaviour, and
encourage dysfunctional criticism in all parties. Some conflicts move from injustice collection to
face-to-face confrontation while others move to stage of adjustment. Severe confrontations often
lead to the destruction of property and tend to reinforce the belief that conflict is always bad. The
final stage is adjustment process comprising at least four alternatives: domination, cold war,
withdrawal or isolation and compromise. Compromise may be regarded as a positive solution
while the rest can have positive or negative effects depending on the opposing parties (Robinson,
1989:96-99).
4, BEHAVIOUR STYLES OF PARTICIPANTS IN THE CONFLICT
The most important factor influencing a conflict is a participant’s behaviour style in the conflict
situation. Each participant may be a dominator, a manipulator, a mediator, a compromiser, or an
avoider. Dominators appear to know the best solution and use authority and power to impose it.
534
They are rigid and tell people what to do to solve the conflict. The manipulator lacks the
courage, strength, and power of dominators. They also are rigid and respect authority but do not
know how to use it. His style is likely to offend people. Mediators explore and develop
alternatives. They use flexible behaviour but can rigidly enforce fairness and rules of fair play
as individuals discuss and decide on an issue. Compromiser would like to resolve conflicts in a
favourable way , but may lack the patience, courage and skill to do so. Thus, while the
compromiser might argue a little, he or she avoids the judging and ridiculing behaviour. However
the compromiser may try to buy solutions with rewards and bribes. Avoider abhors conflict and
avoids fights (Robinson, 1989:100-102).
5. FEEDBACK LOOP OF CONFLICT IN COMMUNITY DEVELOPMENT
Fig.1 shows the
Social Interaction feedback structure of
: * conflict in community
‘ian re) development.
- ° Papahilogieal Robinson’s concept of
tie/role dilemma conflict cycle is
~ Social - :
Threat 4 Tension a incorporated in the
Development/ -
(+) community system
Fear oe
comprising four
(6) elements : population,
Confrontation ~+ = ed desired territory, social
Compromise, pose Rieandiy Coleone interac ti on an d
ro Pepslatend ibys _/ psychological tie. The
Community Management development as social
<a change is the goal of
Adjosment wg __-” the community system.
. , An increase of
Fig.1 Feedback Loop of Conflict in Community Development community population
results in difficulties of
resource access. This
develops the threat or
social conflict between parties within a community or between neighbouring communities. The
behaviour threat reduces desired territories. This results in more fear or tension development and
motivates more psychological tie with community to have more potential in social interaction in
order to maintain or gain more desired territory. The growth of psychological tie in terms of
negative view resulting in injustice collecting of information and might cause. face-to-face
confrontation and again develop more behaviour threat. To approach alternative conflict
management for solving the conflict tends to change conflict situation into adjustment process and
might result in more compromise which can reduce the threat.
6. MODEL STRUCTURE
The previous causal-loop diagram is interpreted to define the types of variables in terms of levels
and rates as well as significant parameters. The model has been developed with Powersim
Package. Technical details of the model are available on request.
S35
7. EVALUATION ON STUDENTS ’ PERFORMANCE
Since every conflict is unique, to understand the dynamics of conflicts in community development
would bring together social science theory and knowledge as well as the real practice experience.
Policies, goals and values, as a key in social change, define rights, interests and privileges in our
society. "One part of social change is concerned with changes that are planned and some portion
of these planned changes are carried out through a process identified as community development"
(Cary, 1989:162). "All groups and individuals do not share commitments to common policies,
goals and values. ...Because their goals and values are incompatible and their feelings are strong,
the respective groups are likely to encounter conflict" (Robinson, 1989:90). Without real practice
experience, but experimental and interactive learning cooperatively with the simulation model
developed in this paper, there is potential for students to improve their thinking and rapidly grasp
the significant parameter which is sensitive to the community development. Case studies from
culture to culture differing in their scope and scale were also illustrated. Students were evaluated
to be energetic in discussion among themselves the strategies regarding conflict for approaching
to community development, preventing it or managing and resolving it while learning and doing
assignments. Based on feedback concept, they also learned how to organize questions and answers
in various conflict situations. This indirectly automated them to become optimistic and have good
social interaction. The important changed performance reported by students after learning is that
they viewed conflicts as positive movement for a better change of society. When they dealt with
conflicts at home, they made their efforts to seek for win-win rather than win-lose solutions.
REFERENCES
Alinsky, $.1969. Reveille for Radicals. New York:Random House.
Alinsky, $.1972. Rules for Radicals. New York:Random House, Vintage Books.
Cary, L.J. 1989. Teaching Community Development. In Community Development in Perspective,
Jame A. Christenson & Jerry W. Robinson, JR., eds. Iowa State University Press.
Christenson, J.A. 1989. Themes of Community Development. In Community Development in
Perspective, Jame A. Christenson & Jerry W. Robinson, JR., eds. lowa State University Press.
Christenson, J.A., Fendley, K. and Robinson, J.W. 1989. Community Development. In
Community Development in Perspective, Jame A. Christenson & Jerry W. Robinson, JR., eds.
Towa State University Press.
FAO, 1994. The Role of Alternative Conflict Management in Community Forestry. Working
Paper for Forests, Trees and People Phase II Prepared by Christine Pendzich, Garry Thomas
and Tim Wohlgenant. UN: FAO.
Hillery. G.A. 1955. Definitions of Community- Areas of Agreement. Rural Sociology
20(2):111-123.
Robinson, J.R., J.W. 1989. The Conflict Approach. In Community Development in
Perspective, Jame A. Christenson & Jerry W. Robinson, JR., eds. Iowa State University Press.
Sanders, I.T. 1958. Theories of Community Development. Rural Sociology 23(1):1-12.
Warren, R. 1978. The Community in America, 3d ed. Chicago: Rand McNally.
Wilkinson, K.P.1989. The Future for Community Development. In Community Development
in Perspective, Jame A. Christenson & Jerry W. Robinson, JR., eds. Iowa State University
Press.
Willis, C.W.1977. Definitions of Community IJ:An examination of definitions of community
since 1950. Southern Sociologist 9(1):14-19.
S53
