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From analysis to action: Analysing change produced by conflict, acting to transform conflict
The approach of Conflict Transformation – as described in the introductory lecture of this resource kit – builds on linking analysis and action. After having analysed the four dimensions of change, the move to strategy and action needs to be explored. There is no standard formula for making the move from analysis to action, but the following framework can be used to structure a reflection process:
What is depicted in this table is a process starting from analysis that has to be reflected, shared and discussed in order to formulate viable theories of change for conflict transformation action. The assumption of conflict transformation is that in order to transform a given conflict in a sustainable manner, all dimensions of change need to be addressed. As this is difficult or even impossible for one actor to achieve alone, the element of coordination and linkage with other actors is central.
Let us look at the three steps in the process in some more detail:
Analysis:
It has been described earlier, how the four dimensions of change can be analysed. After this step-by-step analysis, it is important to analyse the whole picture, i.e.:
Once the analysis has been finalised, it is important to reflect on the findings, share it with others – both stakeholders in the process and other actors engaged in peacebuilding/conflict transformation – discuss and based on this develop theories of change of your engagement.
According to John Paul Lederach, Reina Neufeldt and Hal Culbertson “a theory of change is simply an explanation of how and why a set of activities will bring about the changes a project’s designer seeks to achieve.” (Reflective Peacebuilding: A Planning, Monitoring and Learning Toolkit, p. 25) It becomes clear that theories of change are not academic theories, but more practical and everyday expectations and explanations about how and why change happens in the context we work in – based on understanding the conflict and experience of engaging in conflict transformation. We can say that theories of change describe a process of planned social change. The theory of change consists of a number of assumptions that taken together explain how planned activities will lead to transforming the four dimensions of change. It seems practical to formulate theories of change for the dimension(s) that we plan to engage with and also put to paper our assumptions how actions in different dimensions will work together (for more information on theories of change click here). Important questions to ask in order to explore theories of change are:
In this step, the actual actions to transform conflict in one or several dimensions of change take place. Different conflict transformation tools can be used. They should be carefully selected based on steps one and two in the process. On which dimensions a conflict transformation/peacebuilding actor can engage depends very much on its strategic positioning and comparative strengths and capacities.
Action that is taken in order to transform conflict should be systematically analysed and reflected and its effects on the conflict setting monitored. Therefore it can be said that step three feeds back to step one and two (learning).
Source: chachabooth@gmail.com
| Personal | Relational | Structural | Cultural | |
| Analysis | Attitudes Behaviours | Communication Patterns Cooperation or confrontation Decision-making Conflict-handling mechanisms | Social conditions/structures Procedural patterns Quality of governance, conception of power, institutional patterns | Cultural patterns that seem to have an impact on how conflict is understood, approached and handled Cultural differences as conflict causes? Cultural change due to conflict? |
| How do the four dimensions work together? How can interdependences be described and what effect do they have on the conflict? Do changes in one dimension also have a changing effect on other dimensions? | ||||
| Reflection, Sharing, Discussion, Theories of change | What needs to be changed? How can positive changes in the dimensions be brought about? Who are potential agents of change? What can our organisations’ role be? What is your vision of success? Who of the change agents are we best positioned to work with (what is our target group and why)? What tools can we use to bring about positive change? How can we link with others to bring about sustainable change? (in order to tackle all four dimensions) Formulate theories of change for your engagement! | |||
| Action | To change attitudes and behaviours, of key people or of individuals in communities To accompany individuals in dealing with the effects of conflict (trauma healing, psycho-social accompaniment) | To resume constructive relations through e.g.
| To transform structures through e.g.
| To change cultural patterns through e.g.
|
What is depicted in this table is a process starting from analysis that has to be reflected, shared and discussed in order to formulate viable theories of change for conflict transformation action. The assumption of conflict transformation is that in order to transform a given conflict in a sustainable manner, all dimensions of change need to be addressed. As this is difficult or even impossible for one actor to achieve alone, the element of coordination and linkage with other actors is central.
Let us look at the three steps in the process in some more detail:
Analysis:
It has been described earlier, how the four dimensions of change can be analysed. After this step-by-step analysis, it is important to analyse the whole picture, i.e.:
- How do the four dimensions work together?
- How can interdependences be described and what effect do they have on the conflict?
- Do changes in one dimension also have a changing effect on other dimensions?
Once the analysis has been finalised, it is important to reflect on the findings, share it with others – both stakeholders in the process and other actors engaged in peacebuilding/conflict transformation – discuss and based on this develop theories of change of your engagement.
According to John Paul Lederach, Reina Neufeldt and Hal Culbertson “a theory of change is simply an explanation of how and why a set of activities will bring about the changes a project’s designer seeks to achieve.” (Reflective Peacebuilding: A Planning, Monitoring and Learning Toolkit, p. 25) It becomes clear that theories of change are not academic theories, but more practical and everyday expectations and explanations about how and why change happens in the context we work in – based on understanding the conflict and experience of engaging in conflict transformation. We can say that theories of change describe a process of planned social change. The theory of change consists of a number of assumptions that taken together explain how planned activities will lead to transforming the four dimensions of change. It seems practical to formulate theories of change for the dimension(s) that we plan to engage with and also put to paper our assumptions how actions in different dimensions will work together (for more information on theories of change click here). Important questions to ask in order to explore theories of change are:
- Based on the analysis of the four dimensions of conflict and change, what needs to be changed?
- How can positive changes in the dimensions be brought about?
- Who are potential agents of change? Why? In what way can they bring about positive change?
- What can our organisations’ role be?
- What vision of success do we have for engaging with transforming one or several dimensions?
- What tools can we use to bring about positive change?
- What would a roadmap for transformation look like?
- How can we link with others to bring about sustainable change? (in order to tackle all four dimensions)
In this step, the actual actions to transform conflict in one or several dimensions of change take place. Different conflict transformation tools can be used. They should be carefully selected based on steps one and two in the process. On which dimensions a conflict transformation/peacebuilding actor can engage depends very much on its strategic positioning and comparative strengths and capacities.
Action that is taken in order to transform conflict should be systematically analysed and reflected and its effects on the conflict setting monitored. Therefore it can be said that step three feeds back to step one and two (learning).
Source: chachabooth@gmail.com
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Latest page update: made by chachabooth
, Aug 25 2009, 1:36 AM EDT
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