This is where many people have a problem. In America, you can choose to fail. You can choose to be unsuccessful. It is NOT the government’s job to take care of us. It is NOT the government’s job to ensure we are successful. The Occupy Movement is focused on creating awareness of social and economic inequality along with shutting down large corporation which, they feel, are reshaping our lives. The current administration is accommodating this concept and presenting legislation which gives the government even more control of our lives.

The Occupy Movement and those who are finding themselves in dire straits financially are in favor of the government intrusion into our freedoms because it is something else they are not paying for. They feel it is another way they are able to “stick it” to the man. It is easy to fight against something just by saying it is bad. Our society is in a constant battle over everything it seems: White and Black, AFC and NFC, East and West, Democrat and Republican, Occupy and Tea Party. This is normal, but there is no defined plan for the future with the Occupy Movement. What are we supposed to do once you close the corporations down? Do you know how to farm? Do you know how to make a pair of jeans? Do you know how to start a fire?

Too often today we are punishing the successful. Instead of praising the man who has what he wants in life, we are pushing people to take from these people without working for their own success. So you have student loans and it’s not fair. It’s nice that you live in a country where you have the opportunity to go to school and are able to borrow money for college from the government. Now when it is time to pay back, you say it’s not fair. If you borrowed that money from a friend, I’m sure they would not be happy that you would not pay them back.

You don’t have enough money to pay your tuition, yet you can afford $5.00 Starbucks coffee every day as you listen to Pandora on a $400.00 cell phone which you are paying $100.00 per month in service charges. Hmm… It sounds like you just need to reprioritize what is important to you.

There is a very simple way to fight ‘big” corporations: Don’t buy their products and/or services. Support local businesses. Fight for the little girl in Portland who was told she needed a $120.00 license to operate her lemonade stand and not the grunge-styled, Starbucks coffee-drinking, Apple iPad, iPod, iMac-toting, Hollister designer jeans-wearing hypocrite who shouts he has been victimized by big business.

Sources

Occupy Together (2012). Retrieved from http://www.occupytogether.org/

Oregon Live (2010). Portland lemonade stands run into health inspector, needs $120.00 license to operate. Retrieved from http://www.oregonlive.com/portland/index.ssf/2010/08/portland_lemonade_stand_runs_i.html

Shut Down the Corporations (2012). Retrieved from http://www.shutdownthecorporations.org/  

In response, Iran has announced another military exercise, which they are calling “Great Prophet.” Following their recently concluded “Velayat 90” military exercise, these new training operations seems designed specifically to place Iranian troops in close proximity with the U.S. and Israeli forces. The dueling military operations are greatly raising tensions in the Middle East and around the world.

When we see and hear reports from the Middle East, the driving theology behind the Iran’s Islamic Republic is grounded in the belief that war is necessary in order to bring about Muslim rule over the entire world. Iran’s President Ahmadinejad and Supreme Leader Ayatollah Khamenei both subscribe to the teaching that a “hidden imam” will be revealed following a bloody war. They believe he is the one who will place the world under sharia law.

Finally, this religious belief system means that they are not subject to deterrence by threat of retaliation. Iran is massively larger than Israel, and their extremist leaders would be more than willing to trade dead Iranians in the millions in exchange for many thousands of dead Jews. We must pray for the protection of Israel and people living in the Mideast because war appears to be approaching the region.

References:

• Prophecy Report; Rabbi Jonathan Bernis; 2012        
• Prophecy Blog; Dr. Maurice Sklar; 2009
• Prophecy Blog; Dr. John Mcternan; 2012.
• Prophecy Blog; Bill Salus; 2012.
• Prophecy Conference; Dr. Grant Jeffrey; 2009.

The war between the villages that often occurs in the Moluccas is usually triggered by a disputed issue customary land border, the problem of young children or other problems that have nothing to do with religion.

SARA nuanced conflict in Maluku is still vulnerable due to old riot wounds have not fully healed. So since the signing of the Malino agreement has been many times there is a conflict between the Islamic and Christian communities casualties.

Steps that the government wishes to use the Act No. 15 of 2003 on Combating Criminal Acts of Terrorism further muddy the waters. Because its application is discriminatory.

Sense of justice farther away from the Muslims, when dozens of Muslims imprisoned by the bondage of Law No. 15 year 2003.While no one ever called a Christian terrorist acts of terror despite the use of bombs and firearms.

In March 2007 a bomb exploded in Ambon harbor road Yos Sudarso and bombs in Mardika. In a subsequent investigation of the Maluku Police Detachment 88 arrested two people suspected as the culprit, namely Betus and Simon Saiya Saiya, both Christians. When it reached the court before the hearing is completed until the demands of the two defendants acquitted by reason of the prosecutor is not able to bring witnesses and evidence sufficient to entrap the defendant.

The case is the latest bloody incident that killed seven Muslim activists, almost a hundred Muslims and burned Muslim houses of the village on 11 September 2011 ago. Official data of Al-Fatah hospital in Ambon, in the incident Christian rioters also used bombs and firearms.

Compare with cases involving Muslims following:

1. The attack Christian village Waimkana South Buru.

The incident in April 2004 in an atmosphere of conflict occurred after the RMS anniversary ceremony on 25 April 2004 which led to clashes between Muslims and Christians. In the event K. Muslim villages were burned out of the Crusaders, 28 Muslims were killed and hundreds more wounded.

Background of these events, some Muslim youths retaliated by attacking Christian villages Waimkana. It was later suspected attackers were arrested by police Waimkana village of Maluku Police Detachment 88. The suspected perpetrators entangled with the law no 15 of 2003 on the eradication of terrorism. Three people from unexpected offender sentenced to life imprisonment and one was sentenced to 18 years.

2. Grenade attack on a Christian village Lateri in 2005 as an act of retaliation against the attack party Jamat-pilgrimage in the Christian village of small Hative by police officers named Christian Otnil Layaba aka Otis. Maluku Police Detachment 88 arrested two young men suspected perpetrators. In the trial prosecutor can not bring evidence and witnesses. Even the victims and witnesses visumnya also can not presented by the prosecutor. But the Public Prosecutor demanded by each defendant sentenced to 15 years in prison and the judge dropped the sentence to two men suspected perpetrators with a 12-year prison sentence and 10 years in prison.

3. Assault incident karaoke villa in April 2005 in retaliation for an attack group of pilgrims in the Christian village of Small Hative by police officers named Christian Otnil Layaba aka Otis. The attack using speedboats that berpenumpang about 10 people. But Detachment 88 Maluku Police arrested 20 people over the alleged perpetrators and are thought to be involved event. All players snared by the law No. 15 of 2003 on the eradication of terrorism and those sentenced to between seven years to life sentence. While the cause Otnil Layaba incident was sentenced 4 years imprisonment and entangled with the ordinary Penal Code and free again after serving as police at the police station in Ambon.

4. In 2007, Detachment 88 Maluku Police arrested three people in different places. They were accused of terrorist acts in 2005 of assault and assault Loki village on a fast boat Lay-lay 7. All three are sentenced to a lifetime, 15 years in prison and 5 years in prison. In the trial of suspected perpetrators of Abu Dhar Public prosecutors could not present witnesses. Even the witnesses who are also suspected as the perpetrators of the events alleged to Abu Dhar pleaded not entirely familiar with Abu Dhar. But strangely instead prosecutors demanded Abu Dhar with a life sentence and the judge also sentenced the same as the demands of the Public Prosecutor.

When the terror suspects are from Islam then the legal apparatus of police, prosecutors and judges of the Moluccas is so easy to prove the alleged acts of terror suspects. Even the sentence imposed was more severe than cases involving terrorism heavyweight caliber people Nurdin M Top or Dr. Azhari.

But conversely, if the terrorists from the Christian side, then the law enforcement officers from police, prosecutors and judges in Ambon is always difficult to prove the alleged acts of terror. In fact, not infrequently the case evaporated as the case grenade in Al-Fatah Mosque in Ambon in 2007. Or the culprit acquitted by reason of not enough witnesses and evidence such as bomb explosions in the port of Ambon and the bomb in Mardika.

On the basis of Whether the Act No. 15 of 2003 on Combating Criminal Acts of Terrorism, around 30 activists sentenced to prison Ambonese Muslims, but none of the Christians imposed by the Act. Does Act No. 15 of 2003 on Combating Criminal Acts of Terrorism is a tool to beat the Muslims?

One model that outlines the cause and effect of Sherif’s Robbers Cave experiment is called the conflict-spiral model. The conflict-spiral model demonstrates an “escalation that results from a vicious circle of action and reaction. Because each reaction is more severe and intense than the action that precedes it, each retaliation or defensive action in the spiral provides a new issue or grievance,” (Maiese, 2003). We find an initial cause to begin a conflict which in the Robbers Cave experiment was the boys competing for the prize. Once the conflict began the Eagles and Rattlers began acting more aggressively in which the Eagles aggression triggered the Rattlers to act more aggressively. Once the Rattlers reacted to the Eagles, the Eagles in turn reacted with even more aggression towards the Rattlers and thus the spiral-conflict began.

History provides endless accounts of the real-world application of the concepts demonstrated in the Robbers Cave experiment. For example: the Potsdam Conference was an allied meeting between three political leaders; U.S. President Harry S. Truman, British Prime Minister Winston Churchill and Soviet Premier Joseph Stalin. The goal of the conference was mostly to begin taking action on decisions made at the Yalta Conference in regards to the administration of Germany after surrendering in World War II. In the case of the Potsdam Conference, three political leaders with opposing ideas of how major issues should be handled at the end of WWII came together to negotiate a resolve (Encyclopedia Britannica, 2011). Another great example is the events leading up to the Civil Rights Movement. This would be an ideal example of the conflict-spiral model mentioned above. The initial conflict was over African Americans gaining equal and non-segregated rights. As the conflict grew, so did the measures of intensity in the fight, eventually leading to some cases in which taking out members of the out group, such as the murder of Emmett Till, resulted (The Leadership Conference on Human and Civil Rights, 2011).

Sources

Kenrick, D., Neuberg, S., and Cialdini, R. (2010) Social Psychology: Goals in Interaction, 5th edition. Boston: Pearson/Allyn & Bacon

Maiese, M. (2003) What is Conflict Escalation? Boulder, CO: Beyond Intractability.

Encyclopedia Britannica. (2011) Potsdam Conference. Chicago, IL: Encyclopedia Britannica.

The Leadership Conference on Human and Civil Rights. (2011) Civil Rights Chronology. Washington, DC: The Leadership Conference on Human and Civil Rights.

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“”The Israeli–Palestinian conflict is the ongoing conflict between Israelis and Palestinians. The conflict is wide-ranging, and the term is also used in reference to the earlier phases of the same conflict, between the Zionist yishuv and the Arab population living in Palestine under Ottoman and then British rule. It forms part of the wider Arab–Israeli conflict. The remaining key issues are: mutual recognition, borders, security, water rights, control of Jerusalem, Israeli settlements, Palestinian freedom of movement and legalities concerning refugees. The violence resulting from the conflict has prompted international actions, as well as other security and human rights concerns, both within and between both sides, and internationally. In addition, the violence has curbed expansion of tourism in the region, which is full of historic and religious sites that are of interest to many people around the world.

Many attempts have been made to broker a two-state solution, involving the creation of an independent Palestinian state alongside an independent Jewish state or next to the State of Israel (after Israel’s establishment in 1948). As recently as 2007, a majority of both Israelis and Palestinians, according to a number of polls, prefer the two-state solution over any other solution as a means of resolving the conflict. “”"

Read whole article on WIKIPEDIA

December 7, 2011: December 7th… Let’s see. No, it doesn’t have anything to do with Christmas or shopping.

70 years ago, in 1941, America came under terrorist attack. That time the enemy was Japan. That time the goal was to weaken America’s fleet or our ability to strike back. It had quite the opposite effect.

World War II had been raging for 2 years before America entered the war. There is much discussion and controversy surrounding America’s entry into the conflict.

Sadly we easily forget the men, women, and children who die in these conflicts, just as easily as we forget the date. 60 years from now will Americans remember 9-11?

These words should still ring out clear, “It is for us the living, rather, to be dedicated here to the unfinished work which they who fought here have thus far so nobly advanced.” A different conflict. A different time. Yet the meaning of these words, by Abraham Lincoln, is as true today as the day he spoke them.

It is for us, the living to remember that they died, why they died, and not let their deaths and suffering be for nothing.

Brought to you by: Another break from the poetry
Sources: YouTube, itnnews

Image by Alan Stanton via Flickr

A business office occupied by more than one person will usually have some type of conflict. As office personnel numbers increase, so does the likelihood of conflict. The problem is that work needs to be accomplished for the corporate chain or for customers. Office conflict can quickly get in the way of performing your job functions at a consistently high level. How does a person do excellent work and survive conflict in the office?

Do your job.

Parts of every job are easily within the control of the person who performs them. Focus your energy on making sure that these tasks get completed properly and on time. Once your part of the total package is completed, you can spend some time working to make sure that others are getting their pieces finished. It does little good to complain about the lack of production of others if your own work is lagging.

Try not to contribute to office politics.

Certain people feed on conflict. They will do what they can to keep the pot stirring at the office. You can do very little to keep them from creating issues from every little thing. By avoiding intentionally giving them material to spin into trouble, you will find that most of the office conflict will not involve you.

Stay on offense when trying to survive office conflicts.

Make your job performance, attitude, and attendance stand out. You cannot keep a person who targets you from saying negative comments about you. If your reputation around the office is strongly positive, most of these comments will not be effective. Those who know you will not be quickly persuaded by empty words. As long as you maintain a high ethic at the office, you should find that even those who like conflict will not find you to be a decent target.

Cover your back against attacks.

If your career is progressing upward, you will find that some conflict will erupt from competition with coworkers even if you do not feel that you are competing with them. Many workers believe that way to the top is to eliminate the competition. To protect yourself from these attacks, you have to develop work habits that inform your superiors at each step.

Keep good records.

When you have conversations with coworkers about the job, document what was said. Keep it in your files and forward a copy to your boss. If you have written communication with others, always carbon copy the supervisor. In this way, when someone tries to undercut you, you have built a foundation for your actions. This should give you adequate protection from a bad outcome unless the boss has decided not to like you.
Close

Thompson (1998) defined conflict as the perception of personal differences among individuals. It is also the process of social interaction between contradicting parties over various matters like resource, power, beliefs and preferences. In the given case, the types of conflict are usually categorized based on their source or causes. For instance in the given case study whereas the four teachers are completing about the actions done by their department head, the affective conflict is a type which arises due to contrasting feelings or emotions. Pelled, Eisenhardt & Xin (1997) noted that this type of conflict is often characterized by interpersonal clashes, frustration and anger. A cognitive or task conflict on the other hand happens when the opinions or ideas of two or more groups contradict (Rahim 2001). This type of conflict also occurs when the interest of the members do not agree with each other. Conflict may also occur in an organization due to contradicting goals. When social entities have different preferred results or decision outcomes, conflict may also result (Rahim 2001).

Due to the presence of different personalities in the case study, the occurrence of conflict is indeed very likely. In fact, it has been stated that the conflicts are now recognized as inevitable, endemic and in most cases, legitimate. If this statement will be analyzed, there is a clear implication that conflicts at present are both expected and accepted by organizations. While conflicts are typically taken negatively, the statement also emphasizes that these can lead to positive outcomes.

Discussion

In the case of cross-cultural conflict in workplace particularly in case study of large autonomous secondary school, the best step to do is to reduce the differences between parties as well as to compromise. Before doing this, a suitable environment for negotiation should first be established. This is largely based on both parties’ attitude and ability to interact. Actually, the mediation procedures in the presented case study were considered falling in formal procedures. For this, the school should communicate and listen to the four teachers and department head. It is important that the people involved are able to speak up their thoughts to others. Without proper communication abilities, conflicting parties will just feel frustrated every time a conflict arises; this will then aggravate existing conflicts. Effective communication also practices two-sided conversation; in this aspect, the organization management should let the conflicting parties raise their views and reasons. Both parties should not refrain from hearing the other’s inputs.

Listening abilities is also important; in this case, the school management should concentrate on what the other side is saying and not on the response for each point raised. The aim of having these important skills is to ensure that a positive environment is observed despite the conflict (Roper 2005). The maintenance of a positive environment is not only helpful for developing the right solutions but also in speeding the process of conflict management. Considering the difficulty of managing the cited case due to the presence of socio-emotional conflict, it is imperative that an environment conducive for negotiation is established.

Conflict management also requires the right attitude from the conflicting parties. Both must be able to handle their emotions well. Strong negative emotions such as despair, frustration and anger must be managed well so as not to worsen the situation. Through effective emotional management, respect will be exercised in all parties involved. It is essential that managers do not verbally attack school staffs who are trying to issues of conflict. Rational behavior is also important in conflict management; the school management should realize that they have to be connected with the school staffs at all times so as to understand the situation and implement the proper solutions.

The negotiation between the management and the foreign school staffs should then focus of the reduction of differences. The school should let the school staffs relay their needs and demands. The school should then respect these points and think of ways on how a settlement can be achieved. Finally, changes that would meet the school staffs’ demands should be implemented; how these changes would affect the school and school staffs’ performance should then be evaluated.

Apparently in the case of discrimination conflict in workplace, the school should implement strategies that would improve communication and understanding among the school staffs. Equality in the working environment, like communicative equality, should be fostered to ensure equity among school staffs. School staffs should be encouraged to, not only tolerate, but to become actively involved with the organization’s diversity efforts. Instead of closing themselves off into their own groups and stilling lines of communication, they should be taught to appreciate a diverse workplace. The school for example can organize activities like school outings or dinner gathering where informal communication can be done. By doing this, school staffs will be able to talk about things outside work. This can help school staffs learn more about their colleagues and recognize their different interests. Dialogue meetings can also be done in order to allow school staffs to develop common mental models.

Aside from conducting team-building activities, the school management can also implement organizational strategies that promote the recognition of diversity in the workplace. Through these strategies, school staffs will become more aware of diversity’s role in the workplace and how this concept can be managed without causing conflicts. One way is to integrate diversity leaders in the organization. Hopkins & Hopkins (1998) stated that diversity leaders are individuals sensitive, patient, involves, optimistic, amiable and patient. Furthermore, they should act as teachers, mediators and communicators to their subordinates. Through this leadership approach, a diversified but friendly workplace can be established. In addition, organizational leaders become more involved with their subordinates, which lessen the gap observed in terms of job positions or seniority. These leaders can also conduct third party interventions should conflicts arise.

The strategies of the organization should also promote communicative openness (Wanguri 1996). In order to facilitate this between the groups of a diverse workforce, communication lines such as mentoring programs should be conducted. Mentoring programs are often suggested as long-term strategy for equity in a multicultural work setting, while constant disclosure of task-oriented information fosters this same value in short-term capacity.  Each school staff must be trained to appreciate diversity, and to view it as an opportunity to open new areas for the organization. This, at least, ensures that dissimilar groups receive equal information in the workplace. This strategy is geared towards the creation of multicultural workgroups, emphasizing on the advantages that different people can bring to a project. This also promotes the importance of individual training for school staffs to adapt to different cultures. Aside from communicative openness and training, the revision of organizational policies and procedures is also said to be another way of managing diversity in the workplace. According to Fine (1996), equality within the workplace should be the main focus of policy changes for diversity management.

From the given case study, the formal mediation process actually falls from various stages. These stages are:

Stage 1: Opening Statement of the Mediator. As illustrated in the case study, after the disputants are seated at a table, the mediator introduces everyone, after a while the mediator gave details about the goals and rules of the mediation, and persuades each side to work cooperatively on the way to a settlement or agreement.

Stage 2: Opening Statements of the Disputants. The fours teacher and the department head were both invited to describe, in their own words, what the dispute is about and how they been affected by it, and to give some general ideas about resolving it. While the other party is speaking, the other is not allowed to interrupt.

Stage 3: Joint Discussion. The mediator may try to get the parties talking directly about what was said in the opening statements. This is the time to determine what issues need to be addressed.

Stage 4: Private Caucuses. The private caucus is a chance for each party to meet privately with the mediator (usually in a nearby room) to discuss the strengths and weaknesses of his or her position and new ideas for settlement. The mediator may caucus with each side just once, or several times, as needed. These private meetings are considered the guts of mediation.

Stage 5: Joint Negotiation. After caucuses, the mediator may bring the parties back together to negotiate directly.

Stage 6: Closure. This is the end of the mediation. If an agreement has been reached, the mediator may put its main provisions in writing as the parties listen. The mediator may ask each side to sign the written summary of agreement or suggest they take it to lawyers for review. If the parties want to, they can write up and sign a legally binding contract. If no agreement was reached, the mediator will review whatever progress has been made and advise everyone of their options, such as meeting again later, going to arbitration, or going to court.

Conclusion

Conflicts in organizations are typical occurrences. Although these had been perceived negatively, organizational conflicts at present are more accepted and recognized as means for further development. Its ability to improve interpersonal relations, motivate, promote the acceptance of each person’s differences and enhance work outcomes are some of the important benefits conflict can  provide an organization. In this paper, various sources and theories of conflict had been mentioned. Specifically, conflicts due to personality, cultural and interest differences had been cited using the issues encountered in a workplace setting. With these examples, it has been stressed that conflicts in organizations are really inevitable and endemic.

With this, it has also been explained that conflicts, though these generally result to negative outcomes, can also bring about positive results to the organization. A number of solutions had been suggested in order to address the conflicts encountered by the organization. These include the use of communication and listening skills, implementation of effective internal and external business strategies, conduction of team-building activities, appropriate leadership style and modification of policies. Conflicts then result to positive outcomes as they encourage organization to become resourceful, flexible and adaptable. Organizational conflicts also make organizations more open to changes. For the management and subordinate school staffs, conflicts are also beneficial as these help them become better workers and individuals. In conclusion, as every organization works towards success, it is then appropriate to say that conflicts should be included as important keys to achieve this primary goal. By being open to conflicts and applying the concepts of various conflict theories, several other organizations will be more compliant to challenges.

References:

Fine, M.G. (1996). Cultural diversity in the workplace: the state of the field. Journal of Business Communication, 33, 485-502.

Hopkins, S. & Hopkins, W. (1998). Diversity Leadership: A Mandate for the 21st Century Workforce. Journal of Leadership Studies, 5(3), 129.

Pelled, L.H., Eisenhardt, K.M., & Xin, K.R., (1999). ‘Exploring the black box: An analysis of work group diversity, conflict and performance’, Administrative Science Quarterly, vol. 44, no. 1, pp. 1-28.

Rahim, M.A., (2001). Managing Conflict in Organizations, Quorum Books, Westport, CT.

Roper, G., (2005). “Managing school staff relations: develop interpersonal communications and conflict-management skills to better manage school staff relations”, HR Magazine, May.

Thompson, L., (1998). The mind and heart of the negotiator, Prentice Hall, Upper Saddle River, NJ.

Wanguri, D.M. (1996). Diversity, perceptions of equity, and communicative openness in the workplace. The Journal of Business Communication, 33, 443.

Whatever the outcome of the Palestinian bid for recognition at the United Nations, the Obama administration must confront the fact that its handling of the whole affair has been a mess.

A hard look at what went wrong in US diplomacy is essential if proposals by President Barack Obama and other leaders to launch new peace talks in the aftermath of the UN decision are to avoid the same fate.

The dispatch of veteran US negotiator Dennis Ross and Quartet Special Envoy Tony Blair to dissuade the Palestinians was virtually guaranteed to arouse distrust of the administration’s motives and provoke an adverse reaction.

Mr Ross is universally regarded among the Palestinian political leadership and negotiating team as biased toward Israel, and as excessively inclined to browbeat his interlocutors.

As Mr Ross’s former colleague Aaron David Miller admitted: “For far too long, many American officials involved in Arab-Israeli peacemaking, myself included, have acted as Israel’s attorney, catering for and co-ordinating with the Israelis at the expense of successful peace negotiations.”

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This week, according to Israeli daily newspaper Haaretz, Mr Ross used “undiplomatic language” in addressing the Palestinian leadership. One has to wonder what the Obama administration was thinking.

Tony Blair was, if anything, an even worse choice. The Palestinian leadership not only distrust him, they disrespect him. His accounts of supposed achievements on behalf of the Palestinian economy are deeply resented as overblown and self-promoting.

In my extensive encounters over the years with international officials in the Palestinian territories, this is a widely-held view of Mr Blair’s work in the region.

According to a close aide, during his brief visits to Jerusalem, Mr Blair typically arrives late for meetings he has called with senior donor representatives, speaks without an agenda or action points, and then rushes away to catch a flight back to his other activities.

Quartet irrelevant

The US attempt in July to circumvent the Palestinian UN bid by recruiting the Quartet, a group that also includes the European Union, Russia and the UN, to issue “quasi terms of reference” for new peace talks was deeply inadequate in terms of substance – the other three members rejected it outright.

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More importantly, however, it confirmed just how marginal the Quartet is.

For years, the Quartet has been used by the United States to safely sideline its supposed partners while America sets the agenda and timetable for action.

One glaring example of this occurred in spring 2003. The Quartet had agreed to establish a “monitoring mechanism” to verify Israeli, as well as Palestinian, implementation of the “Roadmap to Peace”, but the United States came under Israeli pressure and unilaterally discarded the mechanism when it published the official version of the Roadmap, without consulting the other Quartet members.

The time to dismantle the Quartet has long passed, since it has failed to balance and constrain US bias.

All process, no peace

US diplomacy has been characterised by a multiplicity of conflicting channels, leading to confused signals and a weakened impact.

Over the past four years, the US effort has been distributed among Special Envoy George Mitchell (representing the Department of State), US Security Coordinator Gen Keith Dayton (until 2010), the White House and National Security Council and the CIA, most of whom have strained and competitive relations with one another that end up being counterproductive.

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Of course, dysfunctional turf battles reflect the more fundamental problem of a policy vacuum towards the Israeli-Palestinian peace process that extends back to the start of George W Bush’s administration in 2001.

After 20 years of an ultimately futile peace process, the facts on the ground of the Israeli occupation and settlement construction in the West Bank and East Jerusalem have become more entrenched and the Palestinian leadership has lost credibility with its own people over its dealings with Israel.

A principal factor in this outcome is that US diplomacy in the Israeli-Palestinian context has been inept and badly misjudged.

If public statements about launching new peace talks are to be credible, then the Obama administration must engage in a thorough overhaul of how it conducts its diplomacy. This is no guarantee of success, but is nonetheless the minimum bar it must pass.

Replacing the present cast of envoys and mechanisms is necessary to reach the “legitimate and balanced framework” for negotiations called for by UN Secretary-General Ban Ki-moon.

To retain the old is to maintain the US monopoly on the peace process – all process and no peace – and makes it difficult for the US to present itself as an honest, credible broker.

Ironically, now that the Obama administration appears finally to have woken up, focused and sharpened its skills – even if only to thwart the Palestinian bid – perhaps it can be persuaded to direct this new-found energy into a diplomatic framework that is international rather than unipolar, and not only in name.