The management of ethnic problems has tended to be complicated
by
the complex ethnic situations which give rise to them. It is known for
example that ethnicity rarely exists in a pure form, being usually
combined with other conflict-generating cleavages, such as religion,
race, class and regionalism, in mutually reinforcing ways. Ethnicity is
also situational, fluid and intermittent, while ethnic boundaries are
constantly changing. In addition, levels of ethnic consciousness and
political mobilisation differ among groups, for reasons of different
perceptions of relative privileges or deprivation, history of inter-group
relations, effects of state policies or actions, dispositions and strategies
adopted by other competing groups, and so on. For these and other
reasons, common stimuli like democratisation, economic prosperity or
decline, and transformatory social processes, all of which impact on
ethnicity, produce different effects on ethnic groups.
These differences and complexities have implications for the
management of ethnic problems and conflicts. For one thing, ethnic
conflicts tend to be intractable, especially where their management
does not take full account of their complexity. The temptation to
proffer catch-all management formulae, such as federalism, bills of
rights, secularity and so on, as if all ethnic conflicts can be dealt with
uniformly or in one fell swoop, is the product of the fallacy of
oversimplification. It goes without saying that conflict situations must
be properly understood for the appropriate ‘therapies’ to be
formulated
and applied. If this is done, it will be found that more nuanced solutions
are required to cope with the demands of the complex situations.