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Content: Conflict Transformation. An introduction to the concept and the four dimensions of change
A) How does conflict transformation differ from conflict resolution?
Conflict transformation differs from the concept of conflict resolution. One can compare these two concepts in the following way:
B) The key tenets of the approach
In order to understand the key assumptions of the conflict transformation approach, let us listen to how John Paul Lederach, who can be seen as the founder of the school, introduces conflict transformation:
Conflict transformation as a conceptual approach emphasises on the link between conflict and change. Both conflict and change are a normal part of human life. Conflict is continuously present in human relationships and these relationships are constantly changing. Conflict transformation refers to change, and change can be understood in two fundamental ways:
C) The four dimensions of conflict and conflict transformation
Changes effected by conflict (analysis) and intended changes (action) in order to transform conflict can be located in four dimensions, looking at where the changes occur. These dimensions are strongly linked to each other and get bigger in scope from one to the next.
The personal dimension
Change in the personal dimension generally occurs in two categories: First, attitudes can change. Attitudes are ways that people feel (often unconsciously) and think about and approach a given topic, situation or relationship. They are not obvious. Second, behaviours – the way people actually act, respond, express themselves and interact– can change.
The relational dimension
The relational dimension of change refers to people who have direct, face to face contact; that is people who meet, interact and are interdependent in everyday settings (family, school, work, neighbourhood, and local communities). It also includes relationships that are not everyday in nature but that are important in reference to a wider conflict setting (meeting of local or national leaders; representatives of groups in conflict).
Personal and relational changes take place at individual, interpersonal and community levels, with a more immediate and local scope.
The structural dimension
The structural dimension refers to systems and structures – how relationships are organised and who has access to power – from the level of family and organisations to communities and whole societies.
It includes the analysis of social conditions that give rise to conflict (structural causes of conflict) and the way that conflict effects change in the existing social structures: changes in the structure of power, in the distribution/allocation of economic resources and in social institutions (such as traditional mechanisms for conflict resolution). In the action perspective, conflict transformation openly promotes non-violent mechanisms that reduce adversity, minimize and ultimately eliminate violence, and foster structures that meet basic needs and maximize participation of people in decisions that affect them.
The cultural dimension
Cultural patterns and understandings about conflict, responses to conflict and peacebuilding are always present. Violent conflict causes deep-seated cultural changes, for example the norms that guide patterns of behaviour between elders and youth, or women and men. Compared to the structural dimension, the cultural dimension refers to even deeper and often less conscious patterns related to conflict and peace. Culture is fundamentally about how people make sense of things, in other words, culture is the process of how meaning is constructed and shared.
Structural and cultural changes have a broader and longer-term scope and impact and include processes that impact institutions and wider social, political and economic patterns.
In reality, the boundaries between the four dimensions are not as clear-cut as this description might suggest. The four dimensions are interrelated and influence each other (e.g. individuals and groups build relations with one another, attitudes and behaviour are determined by cultural norms and values and regulated by structures, structures develop in interaction of individuals and groups, etc.) Change in one dimension will often result in change in other dimensions.
Lederach, J. P., The little book of Conflict Transformation, Intercourse (PA) 2003, pp. 3-33.
Lederach, J. P. and Maiese, M., Conflict Transformation, in: Guy Burgess/Heidi Burgess: Beyond intractability, University of Colorado, Boulder, October 2003 <http://www.beyondintractability.org/essay/transformation/?nid=1223>
Lederach, J. P., Reina N., Culbertson, H., Reflective Peacebuilding. A Planning, Monitoring, and Learning Toolkit, Joan B. Kroc Institute for International Peace Studies and Catholic Relief Service, 2007, pp. 17-23. PDF freely available at <http://crs.org/publications/showpdf.cfm?pdf_id=80>
Conflict transformation differs from the concept of conflict resolution. One can compare these two concepts in the following way:
| | Conflict Resolution Perspective | Conflict Transformation Perspective |
| The key question | How do we end something not desired (that is causing pain or difficulty)? | How do we end something destructive and build something desired? |
| View of conflict | It sees the need to de-escalate conflict processes | It sees conflict as dynamic – sees need to de-escalate and escalate conflict. Sees conflict as an opportunity for positive change. |
| The purpose | To achieve an agreement and solution to the presenting problem creating the crisis | To promote constructive change processes, including and beyond immediate solutions |
| The focus | Problems that need to be resolved | Relationships |
| Time frame | Short-term relief to pain, anxiety and difficulties | Mid to long-term and intentionally responds to crisis |
B) The key tenets of the approach
In order to understand the key assumptions of the conflict transformation approach, let us listen to how John Paul Lederach, who can be seen as the founder of the school, introduces conflict transformation:
"For me, conflict transformation is accurate because I am engaged in constructive change efforts that include, and go beyond, the resolution of specific problems. It [conflict transformation, chachabooth] is scientifically sound language because it is based on two verifiable realities: conflict is normal in human relationships, and conflict is a motor of change. Transformation provides a clear and important vision because it brings into focus the horizon towards which we journey - the building of healthy relationships and communities, locally and globally. This goal requires real change in our current way of relating." (Lederach, The Little Book of Conflict Transformation, pp. 4f.)
Conflict transformation as a conceptual approach emphasises on the link between conflict and change. Both conflict and change are a normal part of human life. Conflict is continuously present in human relationships and these relationships are constantly changing. Conflict transformation refers to change, and change can be understood in two fundamental ways:
1) Analysis: Changes brought about by social conflict. In order transform conflict and build something constructive, we first need to reach a thorough understanding of what changes the conflict brought about and what needs to be stopped?
2) Action: the change that peacebuilders/conflict transformers hope to create. What do we hope to build? How do we reach that goal?
C) The four dimensions of conflict and conflict transformation
Changes effected by conflict (analysis) and intended changes (action) in order to transform conflict can be located in four dimensions, looking at where the changes occur. These dimensions are strongly linked to each other and get bigger in scope from one to the next.
The personal dimension
Change in the personal dimension generally occurs in two categories: First, attitudes can change. Attitudes are ways that people feel (often unconsciously) and think about and approach a given topic, situation or relationship. They are not obvious. Second, behaviours – the way people actually act, respond, express themselves and interact– can change.
The relational dimension
The relational dimension of change refers to people who have direct, face to face contact; that is people who meet, interact and are interdependent in everyday settings (family, school, work, neighbourhood, and local communities). It also includes relationships that are not everyday in nature but that are important in reference to a wider conflict setting (meeting of local or national leaders; representatives of groups in conflict).
Personal and relational changes take place at individual, interpersonal and community levels, with a more immediate and local scope.
The structural dimension
The structural dimension refers to systems and structures – how relationships are organised and who has access to power – from the level of family and organisations to communities and whole societies.
It includes the analysis of social conditions that give rise to conflict (structural causes of conflict) and the way that conflict effects change in the existing social structures: changes in the structure of power, in the distribution/allocation of economic resources and in social institutions (such as traditional mechanisms for conflict resolution). In the action perspective, conflict transformation openly promotes non-violent mechanisms that reduce adversity, minimize and ultimately eliminate violence, and foster structures that meet basic needs and maximize participation of people in decisions that affect them.
The cultural dimension
Cultural patterns and understandings about conflict, responses to conflict and peacebuilding are always present. Violent conflict causes deep-seated cultural changes, for example the norms that guide patterns of behaviour between elders and youth, or women and men. Compared to the structural dimension, the cultural dimension refers to even deeper and often less conscious patterns related to conflict and peace. Culture is fundamentally about how people make sense of things, in other words, culture is the process of how meaning is constructed and shared.
Structural and cultural changes have a broader and longer-term scope and impact and include processes that impact institutions and wider social, political and economic patterns.
In reality, the boundaries between the four dimensions are not as clear-cut as this description might suggest. The four dimensions are interrelated and influence each other (e.g. individuals and groups build relations with one another, attitudes and behaviour are determined by cultural norms and values and regulated by structures, structures develop in interaction of individuals and groups, etc.) Change in one dimension will often result in change in other dimensions.
The four dimensions of change
Sources: Lederach, J. P., The little book of Conflict Transformation, Intercourse (PA) 2003, pp. 3-33.
Lederach, J. P. and Maiese, M., Conflict Transformation, in: Guy Burgess/Heidi Burgess: Beyond intractability, University of Colorado, Boulder, October 2003 <http://www.beyondintractability.org/essay/transformation/?nid=1223>
Lederach, J. P., Reina N., Culbertson, H., Reflective Peacebuilding. A Planning, Monitoring, and Learning Toolkit, Joan B. Kroc Institute for International Peace Studies and Catholic Relief Service, 2007, pp. 17-23. PDF freely available at <http://crs.org/publications/showpdf.cfm?pdf_id=80>
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