munas kalden conflict transformation- an introduction

Conflict Tr

ansform

ation

Munas KaldenUNDP, Ampara

[email protected]

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Transformation? Background Peace and justice Right relationships Social structures Radical respect for human rights

(needs) Non violence as way of life Value laden, airy fairy, too idealistic ?

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Added characteristics

Two verifiable realities

1. Conflict is normal in human relationships

2.Conflict is a motor of change


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Transformation

Conflicts – what happens Metaphor of Topography – peaks

and valleys Tendency to view conflict by

focusing on the immediate problems


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Look and See Conflict Transformation is a way of

looking as well as seeing No one lens can bring everything into

focus Need multiple lenses to see different

aspects

“If all you have is a hammer, all you see are nails”Knowledge Management:

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Lenses of Conflict Transformation

The immediate situation Underlying patterns and context A conceptual framework

Who is washing the dishes tonight?


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Transformation Framework

Content Context Structure of Relationships


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Definition by John Paul Lederach

CT is to envision and respond to the ebb and flow of social conflict as life giving opportunities for creating constructive change processes that reduce direct violence, increase justice in direct interaction and social structures and respond to real life problems in human relationships.


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Body map = CT


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HEAD

Refers to the conceptual view of the conflict, how we think about and therefore prepare to approach conflict. In the head, we find attitudes, perceptions and orientations that we bring to creative conflict transformation.


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In the definition we use the word envision as an active verb. It requires an intentional perspective and attitude, a willingness to create and nurture a horizon that provides direction and purpose.

Foundations of Transformational perspectives

A capacity to envision conflict as a positive phenomenon that creates potential for constructive growth

A willingness to respond in ways that maximizes this potential for positive change


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HEART Centre of the life of the human

body. Centre of our emotions, intuitions

and spiritual life. This is a place that we go out and return for guidance, sustenance and direction. Heart provides a starting and a returning point.


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Two ideas form such a centre for CT.

1.Human relationships

(are central, have visible dimensions that are less visible)


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2.Life giving opportunities:

Conflict is an opportunity, a gift .Life gives us conflict, it is a natural part of human experience. Conflict also creates life, through conflict, we respond, innovate and change.


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In sum,

conflicts are motor of change, that keeps relationships and social structures honest, alive and dynamically responsive to human needs, aspirations and growth.


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HANDS Hands are part of our body that can touch, feel and

affect shape that things take, Hands brings close to practice.

two terms that arise from this:1. Constructive: have two meanings: root is a verb; to

build, shape and form.2. Second an adjective: to be a positive force.

Transformation contains both these. It seeks to understand , not negate or avoid. Greater understanding on the underlying relational and structural patterns. Knowledge Management:


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LEGS AND FEET

These what touch the ground, where all our journeys hit the road. Like the hands, this is a point of action, where thought and heart beat translate into response, direction and momentum.


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Change goals in CT

PERSONAL LEVEL: Minimize destructive effects of social conflict and maximize the potential for growth and well-being in the person as an individual human being at physical, emotional, intellectual and spiritual levels.

RELATIONAL: minimize poorly functioning communication and maximize understanding. Bring out and work with fears and hopes related to emotions and interdependence in the relationships.


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STRUCTURAL: Understand and address root causes and social conditions that give rise to violent and other harmful expressions of conflict.

CULTURAL: Identify and understand the

cultural patterns that give rise to violent expression of conflict. Identify and build upon resources and mechanisms within a cultural setting for constructively responding to and handling conflict


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CT is about…………………

Promote nonviolent mechanisms that reduce adversarial confrontation and that minimize and ultimately eliminate violence.

Foster and development of structures to meet basic human needs and to maximize participation of people in decision that affect their lives.


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Cultural: Identify and understand the cultural patterns that contribute to the rise of violent conflict.

Identify and build upon resources and mechanisms within a cultural setting for constructive responding to and handling of conflicts.


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Developing capacities Develop a capacity to SEE presenting

issues as a window Develop a capacity to integrate multiple

time frames Develop a capacity to pose the energies

of conflict as dilemmas Develop a capacity to make complexity a

friend, not a foe DC to hear and engage the voices of

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Connecting Resolution & Transformation

Guiding QuestionsR -How do we end something not

desired?

T – How do we end something not desired and build something we do desire?


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Comparison of Perspective

Resolution Perspective

Transformation Perspective

The Key Question

How do we end something not desired?

How do we end something not desired and build something desired?

The Focus Content oriented

Relationship centered


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The Purpose

Achieve an agreement and solution to the presenting problem creating the crisis

Promote constructive change processes, inclusive of, but not limited to, immediate solution

Development of the process

Embedded and built around the immediacy of the relationship where the symptoms of disruptions appear

Envisions the presenting problem as an opportunity for response to symptoms and engagement of systems within which relationships are embedded


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Time Frame The horizon is short-term relief to pain, anxiety and difficulties

The horizon for change is mid to long range and is intentionally crisis responsive rather than crisis drives

View of Conflict

It envisions the need to de-escalate conflict processes

Envisions conflict as an ecology that is relationally dynamic with ebb and flow


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The Big picture of Conflict Transformation

Issue

Patterns

History

Issue Solutions

Patterns Relationships

Systems

Personal

Cultural

Structural

Relational EpisodeEpicenter

Inquiry 1:The presenting Situation

Inquiry 2:The Horizon of the future

Inquiry 3: The Development of Change ProcessesKnowledge Management:


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Episodes: Issues, Content, ControversyExpressed in Discrete Time (Crisis)

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Platform: Base for Creating Processes Responsive to Immediate issues and Deeper Patterns

Past Future

Epicenter:Relational context &

Patterns visible over time

Transformational Platform


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Issues

Relationships

Subsystem

System

Desired FutureDesign of Social Change

Preparing and training.Crisis Intervention

VisionWhat r the socialStructures & relatio.we desire

Conflict TransformationHow do we get from crisis to desired change

Timeframe of activity

Leve

l of

Res

pons

e

Root causesWhat r the root causes of the crisis

Crisis ManagementHow do we manage the immediate crises?

PreventionHow do we prevent the crisis from recurring

Integrated Framework for Peacebuilding


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WHO ARE WE?

Lived history ReRecent eventsLived HistoryRemembered History

Narrative

RestorativeJusticeCollective Healing

Renegotiate Identity

Public Truth Telling

Re-story


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munas kalden conflict transformation- an introduction

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