munas kalden conflict transformation- an introduction
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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)
* ** *
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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