FROM CONFLICT TO DEVELOPMENT: EXPLORING NONVIOLENT APPROACHES TO COMMUNAL DISPUTE RESOLUTION IN YAKKUR LOCAL COUNCIL, NIGERIA

Authors

  • Chimaobi Okorie
  • Brian Obue Eyang

DOI:

https://doi.org/10.64415/jams.v1i2.72

Keywords:

Communal disputes, nonviolence, government intervention, traditional institutions

Abstract

Communal disputes remain a recurring challenge to social stability, security, and sustainable development in many parts of Nigeria, often resulting in great mortality, property destructions, and disruption of community development and relations. This study explored non-violent options for the settlement of communal disputes in Yakurr Local Council of Cross River State, Nigeria, with particular focus on government intervention and traditional institutions intervention. The study which hinges on the Protracted Social Conflict Theory and adopted a survey research design. Findings revealed a significant relationship between government intervention and the settlement of communal disputes, indicating the importance of timely and impartial state involvement in conflict management. The study further established that traditional institutions play a significant role in dispute resolution by promoting dialogue, social cohesion, and peaceful coexistence within communities. The study concludes that sustainable peace in communal settings is more achievable when government agencies and traditional institutions collaboratively intervene in conflict prevention and resolution. Consequently, the study recommends impartial government intervention and proactive engagement of traditional leaders in peacebuilding to enhance the effectiveness of non-violent dispute settlement mechanisms.

Keywords: Communal disputes, nonviolence, government intervention, traditional institutions.

 

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Published

2026-07-16

How to Cite

Chimaobi Okorie, & Brian Obue Eyang. (2026). FROM CONFLICT TO DEVELOPMENT: EXPLORING NONVIOLENT APPROACHES TO COMMUNAL DISPUTE RESOLUTION IN YAKKUR LOCAL COUNCIL, NIGERIA. Journal of Administration and Management Sciences, 1(2), 125–136. https://doi.org/10.64415/jams.v1i2.72