Managing conflict
POLICE are traditionally seen as a crime prevention and investigation agency. Society openness, democracy and rights movements have widened policing's scope.
In post-colonial societies new police laws are being enacted and duties redefined. Slow attitudinal change, weak political ownership, low public acceptance, non-policing engagements, short postings, fund limits and poor understanding of social dynamics mar conflict management abilities.
Conflict management and conflict resolution are often used interchangeably. Failure to manage conflict exposes institutional and societal flaws. Unmanaged conflicts can result in suicide, murder and civil war. Post 9/11, our police's conflict management engagements have increased. They have to deal with intrapersonal and interpersonal conflicts and mass protests. Administrative, legal and constitutional transitions, and their flaws, have been tackled by them.
Police laws evolved gradually, establishing ties between policing, peace and conflict. We inherited Police Act 1861 that mentions 'peace' six times. Sections 13 and 17 quote powers and procedures for employing additional and special officers. Section 23 mentions duties, including intel gathering. Sec-tion 30 relates to regulation of public assemblies and processions. The district magistrate, when the office existed, had the power to negotiate, but Police Order 2002 changed that. It mentioned 'peace' 20 and 'conflict' 10 times. Article 4 (a) makes it obligatory for officers to protect life, property and liberty. Article 4(b) mentions preservation and promotion of public peace. 'Public safety' in chapters 5, 6, 7, 8 and 9 introduce for the first time the concept of functional public safety.
Articles 37, 44, 49, 61, 73, 86 elaborate on the tiers of public safety commissions. But red tape and different police laws in provinces rendered PSCs non-existent or dysfunctional. Chapter X provides inspiration for setting up police complaint authorities but their fate resembles the PSCs'. Article 168 explains the need for citizen-police liaison committees.
Police strategy is transiting from the use of force.
KP is the first province with its own police law Police Act 2017. It mentions 'dispute' 11 times. Section 73 authorises the IGP to set up dispute resolution councils; 43 DRCs are functional in 24 districts. Of 44,387 cases, 37 per cent were property-related, 34pc monetary and 13pc involving family disputes; 44,387 cases were forwarded to DRCs, with 35,957 (81pc) compromised; in 7,233 (16pc) legal action was taken; 1,197 (3pc) are pending. DRCs reduced the burden on the overburdened cou-rts and improved local peace and police image.
In Pakistan, police's role in managing intrapersonal conflict is overlooked. Such conflicts (suicides) occur when a person is not at peace with himself. Police are expected to respond to mental health emergencies and play an important role in community-based suicide prevention. Suicides can be reduced by ensuring that first-line responders are trained to recognise the signs of mental illness and suicide risks.
Since 2016, suicide has surged in Lower Chitral. Police analysed the cases, reviewed communication strategies and improved community linkages. The suicide rate for women was 54pc and 46pc for men. In 2018, 21 cases were reported, the highest ever in a year. Analyses show 57.15pc were between 10 and 30 years; 50.8pc were reported from urban localities; 65pc were either unemployed or students and 46pc had mental health issues. In 22.22pc cases, domestic violence led to suicides. Police set up desks where women speaking local languages and familiar with local customs are posted. They provide women with protection, guidance and information on their rights. Such intervention has lowered suicides rates among women from 54pc (in the last five years) to 16pc (in the last six months).
Globally police strategy is transiting from the use of force to negotiated management. This way the police do not necessarily block people's right to protest. The 25th Amendment changed the legal, adm-inistrative and law enforcement apparatus in the newly merged districts where KP police faced new challenges.
With low acceptability in the newly merged districts, police often face conflict management problems.
Under the FCR, tribals were averse to protests but militancy and displacement sparked anger and protests. Police handling of these requires respect for human rights and due process.
In developing societies, police are seen as warriors. Joint police-public efforts can change this view. Police training sees more emphasis on physical training.