The Bangladesh approach to the Palestinian‐Israeli struggle: A desperate strategy to cope with a state of emergency

Abstract

Purpose

The main purpose of this paper is to propose a strategy to promote the culture of peace in the Palestinian‐Israeli struggle. The Bangladesh approach to peacemaking offers a dual strategy: conflict management in the Israeli‐Gaza situation and conflict resolution in the Israeli‐West Bank case. The first is designed to reduce the level of violence in intensified conflict. The second intends to build the foundations of a peaceful social order.

Design/methodology/approach

The paper develops and elaborates the second part of the Bangladesh approach. It offers a strategy to build the foundations for a peaceful social order in the Israeli West‐Bank situation. The paper includes theoretical background, examples from other cases of intractable conflict, and lessons from the “Minds of Peace Experiment” – a simulation of a potential Palestinian‐Israeli public negotiating congress – which was conducted at the University of Missouri‐St Louis.

Findings

The paper presents two competitive models of peacemaking and proclaims them complementary: the political élite and the public assembly. The first intends to reach a peace pact through interactions between political élites. The second intends to prepare the people for a reasonable peace process through the establishment of a major institution for conflict resolution – a public negotiating congress.

Originality/value

The public‐assembly model is new in the Palestinian‐Israeli experience. The paper offers a program to create the conditions for establishing a major Palestinian‐Israeli public assembly: a public negotiating congress. It is the first time in the history of the struggle where ordinary people are intended to be substantially involved in the negotiating and the peacemaking process.

Citation

Handelman, S. (2011), "The Bangladesh approach to the Palestinian‐Israeli struggle: A desperate strategy to cope with a state of emergency", International Journal of Conflict Management, Vol. 22 No. 1, pp. 75-88. https://doi.org/10.1108/10444061111103634