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IRCU peace project draft report

Kenogutu — Thu, 18 Feb 2010 08:21:26 CST

IRCU peace project draft report

INTER RELIGIOUS COUNCIL OF UGANDA PEACE AND NATIONAL RECONCILIATION PROGRAM

“Consolidating and Strengthening the Multi Religious Response to Peace Building and National Reconciliation in Uganda”

By; The Secretary General Inter religious Council of Uganda
P. O. Box 7502 Kampala- Uganda
Plot: 884 Centranary Road, Namirembe Hill
Tel: +257-414-342877, +2567-414-252271, 0312-265670/1
Fax: +256-41-231213
Email: secretarygeneral@ircu.or.ug/jkitakule@ircu.or.ug

Background to the programme
The Peace, Human Rights and Good Governance programme was operationalized in November 2006 in fulfillment of IRCU Strategic Goal 2 to promote and advocate for non-violence, peaceful co-existence and respect for human rights at all levels of society in Uganda.

The Programme’s Vision
“People of God living in Peace and Harmony”

The Programme’s Mission
To enhance the work of the IRCU member organizations and to link practice with policy on peace building, conflict resolution and reconciliation for transformation of society.

Overall Goal
To contribute towards the creation of a culture of non-violence and peaceful coexistence at all levels of Society in Uganda

Objectives of the Programme
· Provide a platform for coordinated response by religious leaders and groups in influencing national policy on peace building, conflict resolution and national reconciliation.
· Build the civic competence of religious leaders to educate communities on the need for, and use of non-violent means in resolving conflicts, furthering conflict transformation and reconciliation at all levels of society.
· Contribute to the processes of peace building and reconciliation in Uganda, the Great Lakes Region and the Horn of Africa Region.

Project Description:
The program aims at consolidating IRCU’s work towards national reconciliation and peace building. It subscribes to a faith based approach to peace building and reconciliation through tapping into the potential of religious leaders and their institutions as effective actors for social change, particularly for promoting dialogue, forgiveness, reconciliation and restoration.

Project Goal
To enhance the use of religious leaders and institutions to promote a culture of non violence and peaceful coexistence

Project Purpose
To scale up faith based response to peace and national reconciliation with a view to meeting the current peace and reconciliation needs in Uganda

Key Out puts in 2009
A three day national conference on sustainable reconciliation, justice and peace was held from 10th -12th September 2009 at Pope Paul VI Memorial Hotel and Hotel Africana respectively where religious leaders interfaced with cultural leaders, political leaders, people from the academia, civil society organizations, diplomats and other interest groups.

Impact:
As a result of this conference, the tensions between the Buganda Kingdom and the Central Government which had escalated into violence were handled. With the mediation of religious leaders supported by other cultural institutions and interest groups at the conference, the Kabaka of Buganda called off his trip to Kayunga which gradually led to cessation of hostilities between the two parties. Since then, dialogue between the President of the Republic of Uganda and the Kabaka has been going on. ü At the conference, the establishment of a faith based Peace Institute was conceived and preparations to have the institute in place are already underway. This has greatly attracted peacebuilding experts from the academia and practitioners ü At the conference, religious leaders agreed that this event should be institutionalized thus should be organized annually as a national advocacy tool where they interface with cultural leaders, government, political groups, and others

Numerical Outreach:
The Conference on Sustainable National Reconciliation brought together 800 participants ranging from religious leaders, cultural leaders, political leaders, government officials, members from the academia, women, youth, the disabled, and members from civil society organizations.

Two regional sensitization and dialogue workshops held. Following the tension in Bunyoro region which escalated in July 2009, a one day dialogue meeting was held in Hoima town where religious leaders from the four districts of Kibaale, Hoima, Buliisa and Masindi met to reflect on the conflicts in the region and their role in promoting peaceful coexistence.

Impact: ü Religious leaders offered themselves to mediate in the conflicts among the people of Bunyoro and the migrants, and to preach messages of peaceful coexistence ü They also vowed to remain in solidarity with each other in pursuit of peace, justice and reconciliation in Bunyoro and Uganda in general. ü Subsequently, religious leaders have been promoting peaceful coexistence on their respective radio programs ü Communities have visibly noted the unity and solidarity in their religious leaders and are beginning to rally behind them to promote peaceful coexistence Numerical Outreach: The workshop drew 120 religious leaders from Bunyoro. Ø The second dialogue meeting was held in Lira town and it drew 30 participants from the greater North. This meeting specifically targeted the youth from religious institutions, cultural institutions, education institutions and the political arena. The workshops aimed at sensitizing the youth on conflict resolution, peacebuilding and clearly indentifying their role in these critical processes. Impact: ü The youth leaders became proactive and developed work plans at the end of the meeting to mobilize other youth in their various communities. They came up with a series of activities that would involve fellow youth in peace building and conflict transformation. ü District interfaith youth fora for peace and reconciliation were established as platforms for dialogue and unified response to issues of peace building and conflict transformation. These youth fora work hand in hand with cultural and education institutions and ü A youth network for northern Uganda was established to strengthen and consolidate collaboration among the youth in the region Numerical Outreach: The meeting was attended by 30 youth leaders from the Greater North. One regional sensitization workshop for the youth held This meeting was also held in Lira town where student leaders and peace clubs representatives convened to share their experiences in peace building and reconciliation and also define their role in promoting peaceful coexistence. Impact: ü Youth peace clubs were established in the selected faith based schools which did not originally have the clubs established ü In schools where the clubs existed before, they were strengthened by the dialogue meeting and experience sharing ü The young people came up with action plans to enroll as many students as possible to work as active agents for peace and reconciliation Training for Institutionalized Religious Bodies (IRB) Technical staff on peace and conflict resolution skill conducted The workshop was aimed at preparing technical staff from IRCU member organizations and regional faith based networks to address issues on conflict transformation and national reconciliation. Impact: ü IRB technical staff capacity to act for peace and reconciliation strengthened ü There was consensus building among the staff on the IRCU peace and reconciliation agenda ü Staff were able to redefine the role of religious institutions in addressing and advocating for reconciliation ü They also identified the relevance of religious institutions amidst contemporary challenges in spear heading the process of national reconciliation Numerical Outreach: The workshop was attended by 30 technical staff from IRBs and faith based networks. Operationalization of the reconciliation M&E framework completed A complete M&E framework for the Peace, human rights and good governance program has been put in place which will facilitate project inputs and outcomes and held in monitoring progress at different levels and create value for money in all activities. Numerical outreach: The workshop targeted 35 technical staff both from IRCU and the IRBs. Faith based IEC materials This included the production of brochures, T-shirts with messages promoting peaceful coexistence and tolerance, umbrellas, bags, posters and a conference magazine.

A collaborative learning platform for peacebuilding

mikicesari — Wed, 17 Feb 2010 07:20:07 CST

	life-peace.org Use, change and add resources. Network with others. Create community. Peacepaces.com is a collaborative learning platform where peacebuilding practitioners, scholars - and just anyone who is interested - can find, change and add resources, as well as engage with others who have similar interests. ..learn more.

life-peace.org

Use, change and add resources. Network with others. Create community.

Peacepaces.com is a collaborative learning platform where peacebuilding practitioners, scholars - and just anyone who is interested - can find, change and add resources, as well as engage with others who have similar interests.

..learn more.

Resource Kits for trainers What's this?		Learning [s]paces
Communication, Use of the Media and Peacebuilding Approaches to learning and change in peacebuilding Planning, Monitoring, Evaluation and Learning (PME & L) for Peacebuilding Initiatives Conflict Analysis: Methods and tools The basics of peacebuilding/conflict transformation Participatory Action Research Facilitation tools: Content Processing Activities; Openers, Energisers and Closers		Interfaith dialogue and peacebuilding Exploration: using technologies for peer production and social networking in peacebuilding Peacebuilding and change in human systems Capacity-building for networks Planning, Monitoring, Evaluation and Learning in practice Research and social change Peacebuilding MA and PhD theses/dissertations Scenario Planning in peacebuilding Conflict analysis and systems thinking Shared experiences in the African Council of Religious Leaders

Exploration: using technologies for peer production and social networking in peacebuilding

mikicesari — Wed, 17 Feb 2010 07:19:22 CST

There is no abstract available for this page revision.

Interfaith Dialogue and Peacebuilding

mikicesari — Wed, 17 Feb 2010 06:59:19 CST

There is no abstract available for this page revision.

How can we use Peacepaces.com for our work?

mikicesari — Wed, 17 Feb 2010 03:49:23 CST

First brainstorming session:

To do work effectively there is need for knowledge and skills which the website provides
It is a tool for clarification and it is a way of learning from different IRCs and it helps to improve methodology through different ideas from peers
It is a channel where people meet and share ideas this can be a tool for organisational learning and share experiences
Use it as a framework to build on local experiences and share among ourselves, can edit the evaluation report through using SWOT analysis
Use it a tool for advocacy and also rally support at the international level on different issues. The only question is how to verify stories/information on sensitive issues e.g. violation by security forces ( try ushahidi.com)
The complimentarity between peacepaces and other websites- for IRCs, can upload information from the websites to peacepaces
If one is a trainer the tools are given for various activities
Used as a channel for advertisement, talk about what you do and people engage with it

What is the added value of this to your work? How do you engage with it in your work?

The use of IT as a resource for peacebuilding. Not much attention on this in peacebuilding, how can such a horizontal platform be used? This can be used in sharing of information, experiences.
Practical examples - uploading reports on forums, documentation of success stories, manuals eg civic education manual, materials on interfaith dialogue.

There is a need to create a page on interfaith dialogue and upload material on this. Uganda has already developed a concept note for this. the page opened would be designed to cater for the various needs that emerge.
in other countries material is already in existence on various issues.

What	How	Who	When
Use the resources already available for our programme work including training	Get people in each IRC on board, so that it does not become a one-man-show, in each organisation. Provide feedback and input on the materials. Print out all relevant training materials, share it with the trainers and project people, decide what to use. Make an inventory of the resources available for training in every IRC and communicate it to Peacepaces.com (the moderators). Internalise and adapt the materials available to the local needs. LPI chaps will support chaps in IRCs in induction for adoption of M&E methodologies and tools (only through peacepaces.com).	Every participant. Every participant. Godfrey on M&E (onentho); Martha on M&E (marthamukulu); Ken Ogutu on Conflict Analysis (kenogutu); Bilali Ali on Conflict Analysis and M&E (blilaliali); + whoever else wants to volunteer. Every participant, moderators will coordinate. Every participant. LPI (Olivia, Jeremy, R&A, Wangari, Michele), IRCs (((anyone who needs support)	March 15. On going. April 15. March 20. On going. On going.
Create a big section acessible from the 'home' page on interfaith dialogue and peacebuilding, everyone uploads material that is then organised by the moderators. This includes; training materials articles on thematic issues conflict analysis success and failure stories, lessons learnt stories from the field Other	Create section accessible from the home page. Each participant goes back to their IRCs, looks into all the resources available and starts uploading. One moderator from IRCs oversees the process (english) and another moderator in French language. Moderators will interact with other moderators on decision making. ACRL should champion and advocate for this work (the new).	Michele. Each participant. Kenogutu, Tshibanda (Cecile), Noor (Awdaud). "" Marthamukulu /awdaud	February 17. Start on February 19, coordination by moderators, By end of June we assess where we are. On-going. On going. March 31, + oin going.
Explore the use of this technology in our actual work	Open a section in Peacepaces.com on how to use this and similar technologies in our peacebuilding work. Select leaders to pioneer this exploration. Look for examples already existing out there. Involve thought leaders in this exploration in your area. On-going process. Involve other IRCs, faith based organisation and others. ]	Michele Hamza (mtunu); Michele (mikicesari), Olivia (okibui), Ayoub (nsanzintwali) Same	Now From March 1, ongoing. Same
Plan on how to involve other IRCs in Africa in this platform	Organise refresher sessions that include other IRCs not represented. Share our training report with them. Invite them as member of Peacepaces.com - share the website itself. Invite others to join and share their experiences and materials. Look for leaders that can foster innovation in each IRC/organisation, talk to them, independently from their official position.	ACRL, LPI LPI does report,Martha shares. Everyone Every participants, particularly the moderators	By end of 2010. March 20. March 15. On going.
Explore how to use materials that are on this platform to engage with the resources from abroad in our work	Talk to them, engage them. Invite them to join the discussions, and to share their resources. Use other social networking platforms to advertise peacepaces.com	Every participant, especially leaders leading the exploration (see above).	On going.

NGO Networks & NGO Networking

Anonymous — Wed, 17 Feb 2010 01:45:36 CST

NGO Networks & NGO Networking

Today, an increasing number of NGOs are organising themselves in networks and/or are networking at local, national, regional and international levels. This can be explained by a situation in the world where issues of interest interlink. As tools of information and communication technologies have advanced, networking and collaboration among NGO actors with similar interests are not only possible, but also less complicated to set up and facilitate. On the other hand, networks may not be entirely uncomplicated organisms as they include a variety of actors with different expectations and possibilities/intentions to contribute to the network. Thus, in order to maintain sustainability and efficiency, extra efforts need to be put both on building sufficient trust and social capital within the network and on the development of suitable structures for management and governance of the network. It is furthermore important that NGOs joining the networks in advance has done a costs/benefits analysis to determine whether or not network participation will meet their particular needs[1].

This concept paper will look firstly at what a network is and what the characteristics of an efficient network might be said to be. It will then move on to network formation and the specifics of network leadership. After that some space will be dedicated to the quite specific demands placed on networks in fragile environments and a discussion about the benefits and risks involved in networking in general. The paper will also look at capacity building within networks and specific observations with regards to funding and donor relations. Finally a list of resources and further readings on NGO networking will be provided.

What is a network?
Even though one should refrain from generalising about what signifies a network, there are a few common characteristics, which appear to be generally applied. Networks are created for very different reasons and entail various structures depending on the goal(s) intended to be achieved within the network. Networks can include either formal or informal structures and vary in member contribution and benefits[2].

Definition
The definition proposed for this concept paper (i.e. networks operating in the NGO sector) takes on a broad approach and is taken from Taschereau and Bogler (2006):

“Groups of individuals and/or organizations with a shared concern or common interest, who voluntarily contribute to knowledge, experience and/or resources for shared learning, joint action and/or to achieve a shared purpose or goal and who rely on the network to support their own goal”.

“Groups of individuals and/or organizations with a shared concern or common interest, who voluntarily contribute to knowledge, experience and/or resources for shared learning, joint action and/or to achieve a shared purpose or goal and who rely on the network to support their own goal”.

Aside from the abovementioned voluntary basis upon which individuals commit to a network, the relationship among the networks’ members needs to be based on mutual trust in what can be likened to a social contract. Network members must trust each other enough to enable mutual accountability but also free discussions and debates about what the focus of the network should be and what the network should look like. There must also be enough trust for members to dare to share experiences and ideas for learning with each other. This trust is necessary for the network to be able to grow and function, but is also part of the social capital that comes out of networks as they grow and mature[3].

As has been mentioned a network can take on several forms and be more or less formalised. The important thing is that the chosen form is adapted to fit the motivation and purpose of the network as it has been articulated by the network members. This also means that a network’s form and degree of formalisation can change over time in order to best fit the various needs that might be defined by its members and most important stakeholders as the context in which the network exist changes[4]. Briefly it can be said that it is possible to divide networks in to types depending on what interests they share and what they see as their main preoccupation. Communities of practice does e.g. focus on capacity building within their specific field of expertise, knowledge networks often focus on the sharing and generation of knowledge within a certain area, while sectoral networks focus on a specific sector such as e.g. general development issues, peace and conflict, or health and sanitation. Networks can of course also be placed on different levels within society; the local, the regional, the national or the international as well as a combination of all of these. For a more thorough coverage of different network types and models please see the appendix attached to this concept paper.

Efficient networks
In order to be efficient networks must posses “characteristics of strong social capital, leadership, governance and management, joint learning and mutually beneficial partnerships with donors”. Furthermore they need to have a diverse and dynamic structure and a membership dedicated to excellence and a democratic decision making processes[5].

According to Asher networks are effective “when they achieve their goals and satisfy partners or members and their major stakeholders”. The extent to which goals are achieved must be measured based on what the members of the network and their possible stakeholders originally defined them to be[6]. Thus the importance of internal ownership and continuous evaluation and re-evaluation among the networks members of what the common goals should be needs to be underlined[7].

This leads us on to the various ways in which networks are formed and initiated.
Network formation and network sustainability The sources for the development of a network vary from a top-down formation (usually donor-initiated, including so-called Northern “supporters” and Southern “beneficiaries”) to bottom-up formation (including less donor-oriented informal networks created for a specific purpose, accompanied with need to coordinate organisations that share similar interests). In addition, formation of a network can also occur as a compensatory mechanism, that is, the network is created to fill various gaps in society (service, information, organisation etc.).

There is a strong trend in the literature on NGO networking to emphasise the greater chance of success for networks that are the result of a bottom up formation than those that are the result of entirely donor driven processes. This does however not mean that donors cannot be part of initiating a network. Donors do however then need to see the need for long term assistance provision. Donors also need to be prepared to take on a more flexible sponsor role to the network compared to the what is usual in the traditional donor- NGO relationship. Some argue that the golden rule for success is to always let a network start from its own resources in order to not counteract the great need for autonomous inherent, voluntary and committed ownership of the network among its member organisations[8]. The general agreement is however that a certain amount of flexible donor support in a network’s formative stages is beneficial even though long-term support is more important than large amounts of money at the initial stage of network formation.

Regardless of their structure or form successful networks go through a range of phases. A network is always started by an initiator who stimulates and calls for others to join forces around a common topic, problem or concern in order to upgrade and upshift NGO potential within that particular area. Such a catalytic role demands time, reflection and financial resources in order for it to be performed well. This first scoping phase is spent exploring different potential members and their capacities, interests and expectations concerning a possible network membership. Once that has been done the network can enter an operational or consolidation phase. During this phase the network can still be very informal but it has started to grow into full implementation of those things that it was set up to do (information sharing, capacity building, advocacy work, or service exchanges and provision). Structures for governance, management and information sharing are also discussed among network members. In this as well as in the scooping phase, face-to face meetings and trust building are two very important components[9]. Theses structures are then themselves consolidated in a third phase that also might deal with reformulation of goals and objectives in order to face new challenges. The final stage will include either the dissolution of the network, as it has fulfilled the function it was created for, or the evolution or adjustment of the network to deal with new issues. It is important to point out that sustainability of a network not always is a goal in itself. Some networks are naturally very time bound and simply cease to exist when they no longer meet the needs of their members or stakeholders. According to most writers it will take between five to ten years for a network to become established and operative[10].

Network sustainability will to a large degree depend on the level of trust and social capital that existed before network formation and that is generated during the life-span of a network. Another important factor for sustainability is the adaptability to changing environments and the needs of members. The flexibility and long-term support that is allowed for by donors will also play a small even if minor role for network sustainability. The degree to which networks can institutionalise the contacts it has with membership organisations in order to avoid that contacts only are based on individuals will also be important as will the support from senior level leadership within membership organisations[11]. In the same way the type of leadership applied within the network plays an important role for the sustainability of the network[12].

Network leadership
Good leadership is one of the major needed ingredients in efficient networks. The very specific characteristics of networks do, however, also demand a specific leadership. Rather than the sometimes top-steered leadership of organisations or companies a good network leadership knows how to “lead in between[13]” in order to facilitate for and encourage inputs and contributions from all members to the common goal of the network. In the same way it is important that the secretariat of any network sees it as its main function to coordinate and manage the relations and structures within the network rather than steer it[14]. This in order to help the network to maintain egalitarian, transparent and democratic principles were all members have the same possibilities to participate and contribute to the definitions and fulfilments of the network’s goals[15]. Along these lines Paul Skidmore identifies six characteristics for good network leadership[16].

Network leaders lead from the outside in

A good network leader or facilitator starts by looking for the needs of the members, users or stakeholders of the network. They then work their way backwards in order to find the best means, resources and capacities and ways of motivating members in the network to work together for their fulfilment.

Network leaders mobilise supplies of energy

In networks finding ways of sharing, unlocking and harnessing existing knowledge on how to cope with an ever changing context is one the most important leadership tasks.

Network leaders foster trust and empower others to act

The importance of trust in networking and network formation has already been emphasised. This trust needs to be coming both from the members of the network but can also be greatly facilitated by the network’s leadership. This also means that the leadership needs to be flexible and allow for and empower the members of the network to act.

Network leaders help people to grow out of their comfort zones

In order for partnerships within networks to attain the flexibility and the trust needed for sharing to take place it is important that these partnerships are seen as an activity and a relationship rather than a formal structure. That also means that network members will need to be encouraged to sometimes leave their comfort zones in order to build substantial relationships and sometimes catch and solve problems that otherwise might fall between the gaps.

Network leaders are not all-knowers but leading learners

For a good network leader it is more important to be an eager learner and a facilitator of learning among members than to know everything and have all the answers.

Network leaders nurture other leaders

In order to boost capacity building among network members a network do not only need to have committed and dedicated learners as its members. It also needs to have a leadership that is willing to nurture other leaders within the network and who does not seek to consolidate structures that are marked by top-down steering mechanisms.

Network benefits and risks
The intrinsic benefit of a network formation is the underlying assumption that the capacity of a network is greater than the sum of its parts, that is, that the capacities of the member organisation together create a synergy greater than the capacity of each individual member (1+1= greater than 2).

There are a variety of existing reasons why networks develop and why NGOs decide to join them[17]:

Benefits of network membership: Need for access to knowledge, information, expertise and financial resources (donor attraction) Need for coordination of knowledge, information Increase the organisations’ efficiency, outreach and impact Strengthen the organisations’ advocacy capacity Increased influence in policy formulation at national and international levels Increase the organisations’ visibility of issues (overcoming isolation) Develop shared practices and shared learning Increasing the Profile or Legitimacy of Member NGOs and their needs Mitigate risks Need for support and solidarity New ways of understanding and intervening in complex circumstances (shared diagnosis, analysis and strategic coordination of action Expanding opportunities to start projects

Benefits of network membership:

Need for access to knowledge, information,

expertise and financial resources (donor attraction)

Need for coordination of knowledge, information
Increase the organisations’ efficiency, outreach and impact
Strengthen the organisations’ advocacy capacity
Increased influence in policy formulation at national and international levels
Increase the organisations’ visibility of issues (overcoming isolation)
Develop shared practices and shared learning
Increasing the Profile or Legitimacy of Member NGOs and their needs
Mitigate risks
Need for support and solidarity
New ways of understanding and intervening in complex circumstances (shared diagnosis, analysis and strategic coordination of action
Expanding opportunities to start projects

There are however also a number of risks associated with network membership:

Risks involved with network membership: · Loss of autonomy- NGOs needs to consider how much interdependency they are prepared to commit to before joining a network Loss of responsibilities Requirements of membership Unclear accountability structures Domination of the most active members If poorly constructed and managed, networks can translate into more work rather than a reduction Loss of identity if poorly represented Inappropriate leadership Networks based on individuals and personal contacts risking lost benefits when as individuals leave Placing attention at the network level may take time and energy from the grassroots or local levels

Risks involved with network membership:
· Loss of autonomy- NGOs needs to consider how much interdependency they are prepared to commit to before joining a network

Loss of responsibilities
Requirements of membership
Unclear accountability structures
Domination of the most active members
If poorly constructed and managed, networks can translate into more work rather than a reduction
Loss of identity if poorly represented
Inappropriate leadership
Networks based on individuals and personal contacts risking lost benefits when as individuals leave
Placing attention at the network level may take time and energy from the grassroots or local levels

For these reasons it is important that NGO’s do a cost and risk analysis before they join a network as it is important for the sustainability and efficiency of the network that members can commit to the goals of the network and make them their own[18].

Besides ensuring that member NGOs reflected sufficiently on why they are joining the network and are prepared to make the goals of the network their own much can be done to avoid the risks within networks by ensuring that internal communication structures are functioning properly so that all members have access to the same information. Clear and commonly agreed on accountability structures and enforcement mechanisms also help to avoid risks related to inappropriate behaviour by certain network members or an inappropriate network leadership for that matter[19]. Institutionalisation of contacts with and within membership organisations as well as the recognition of the goals of the network by senior leaders within membership organisations should also go some way to avoid some of the risks described above. In the end of the day networks will however be rather dependent on the political will of its members and a skilled leadership that can enable an as equal playing field as possible for all members of the network regardless of size or representation.

Networks in fragile environments
As we have seen social capital can always be said to be both a prerequisite for and an outcome of networking. Factors of social capital such as trust, transparency and respect are , however, often missing in fragile environments. For that reason a more active effort will be needed in order to generate these aspects in network development in fragile environments than in others[20].

While fragile environments impede on the effectiveness of networks they tend to affect the performance of certain activities rather than the coordination and internal communication of and within networks. According to Blum and Hewitt the activities that are most affected by fragile environments are election monitoring, community development, activities related to transitional justice, natural resource conflict management, reintegration activities and trauma healing. Blum and Hewitt also state that the most disruptive fragile environments are armed conflict, weakened security and governmental crisis. Furthermore they also claim that fragility tends to strengthen the transparency of decision making, increase the leadership’s ability to foster innovation, collaboration and open communication within the network. Fragility also increases the levels of trust between the network members at the same time as it also increased the competition for available resources[21]. Thus it seems as if fragile environments both places more demands for what is regarded as a need to “lead in between” at the same time as fragility also fosters this very type of leadership.

Through their generation of social capital networks can seemingly function as conflict prevention and resolution mechanisms as the trust, openness and transparency that underlie effective networking can increase communication among various constituencies. Thus resistance towards instrumentalisation by certain parties of the conflict may also be increased. Local level networks can also have a stabilising effect on fragile environments by managing and increasing existing social capital at the local level. It is however important to remember that if these networks are not supported properly in their development the risk for instrumentalisation and cooption by certain interests in a conflict increases. In fragile environments this risk also seems to be somewhat higher for informal networks than for formal and more institutionalised ones.

According to Allen Nan, Eliatamby and Kanyako the interactions of efficient peacebuilding networks are shaped by the need for autonomy and confidentiality. This need for autonomy is also seen in the characteristic of successful peacebuilding networks to avoid the teaching of “one right way” of conflict resolution and prevention. Rather successful peacebuilding networks allow for and respect the multiple approaches that their members represent. Various venues and forms for the sharing of knowledge and experiences, such as e.g. working groups and committees, can be used in order to reflect this respect and increase the overall capacity of the network and its members. In the same vain policy advocacy work that is undertaken by peacebuilding networks should only include issues that falls within the broad and general consensus of the network. Any statements made as part of an advocacy campaign need to be certain not to portray network members as taking sides in a conflict[22].

Efficiency in peacebuilding networks appear to be specifically sensitive to both issues of trust and good network management. Due to rapid changes in conflict environments, the need for quick decision making procedures will make it important for network members to decide what issues needs to be decided by only a few and what needs to be decided by all members. Matters of security might further affect possibilities to communicate over long distances and to facilitate face to face meetings in these networks. For these reason it will maybe be more important for peacebuilding networks than for any other to balance the need for clarity with the need for flexibility. The need for clarity here refers to clarity regarding the mission, purpose and structures of the network, while the need for flexibility refers to the need for both the network and its members to adapt to changing internal and external pressures and environments with regards to the conflict situation, internal relations within the network and donor relations[23].

More than anywhere else networks in fragile environments tend to be donor driven, often created with the ultimate goal of peacebuilding in mind. More grassroots driven networks are, in fragile environments, often created out of short-term and very urgent needs meaning that donors seldom have the time to influence their agendas[24].

Capacity building within networks
A large number of networks deal with capacity building and shared learning through the exchange of experiences and best practices. The need for an environment were members dare to share has already been mentioned as one important aspect in order for such capacity building to take place has already been mentioned in this paper. In order for capacity building to take place in networks their members, however, also need to have an intrinsic interest in organisational change and have the characteristics of learning organisations. I.e. they need to be agile in order to adopt to changing environments at the same time as they need to have an interest in aligning their organisational form with their stated purpose and goal. Networks can, however, also promote these qualities among their members through the inclusion of network members “that indicate readiness for change; invite /encourage a broader base of participation from each member organisation so that a critical mass is bringing back ideas and innovations; choose NGO staff as network members who are willing and able to transfer the knowledge to others in their organisations…and develop a clear strategic intention to be a capacity builder”.[25]

Funding and donor relations
Certain aspects on the specifics of donor-network relations have already been touched upon in this paper. This paragraph will therefore satisfy itself with a brief summary regarding this issue.

With regards to networks there is a need for a long term funding approach and donors need to depart from classical project cycle thinking. At a minimum it takes five years before a network becomes effective and reaches the hight of its implementation capacity, some writers even argue that it takes as long as ten years. Donor support often tends to be much more short term and demanding effective outputs and activities already after two or three years. It is also important to see that networks and the social capital that they generate if effective it themselves can be seen as an output. Thus more focus should at least initially be placed on the further development of the network than on any specific activities that the network perform. Here it is once again important to remember that the decision about what activities a network is to perform needs to be a result of the autonomous decision making process of the network itself rather than of the donor if the network is to be sustainable. Few networks have survived for long as long as the sole reason that members have joined them is possible available funding. The relationship between the donors and the network thus needs to be marked by trust and flexibility allowing the network to develop and choose its path as its members sees best fulfil their needs as well as those of their stakeholders. [26]

Bibliography and suggestions for further reading

Allen Nan, Eliatamby and Kanyako 2007 “NGO networks for peacebuilding”

Ashman “Closing the gap between Promise and Practice: A framework for planning, monitoring and evaluating Social Development networks” available at http://www.impactalliance.org/ev_en.php?ID=9173_201&ID2=DO_TOPIC

Blum and Hewitt 2007 “The impact of fragile environments on NGO netoworks: A comparative analysis of three west African countries” available at http://www.cidcm.umd.edu/ngo_networks/report_final_20070731.pdf

Fulk, J. and Stephens, K.J., “NGO Networks in the Global Sphere”, paper presented at the annual meeting of the International Communication Association,TBA,San Fransisco,CA. Online (PDF). 2008-09-12 from http://www.allacademic.com/meta/p171163_index.html

ICCO 2004 “Networking for learning; what can participants do?”

Liebler, Caludia and Ferri, Marisa 2004 “NGO Networks: Building Capacity in a Changing World”, Bureau for Democracy, Conflict and Humanitarian Assistance Office of Private and Voluntary Cooperation.

Plastrik and Taylor 2006 “Net Gains: A handbook for network builders seeking social change” available at http://www.impactalliance.org/ev_en.php?ID=44035_201&ID2=DO_TOPIC

Royal Tropical Institute, “Expericences of NGO networks working on HIV/AIDS”, Information and Library Services.

Skidmore in”Network Logic” 2004 available at www.demos.ac.uk

UNDP, Holmén and Jirström 2000 ”Optimizing Efforts – A Practical Guide to NGO Networking, Office to Combat Desertification and Drought (UNSO).

More resources on NGO networking is available for free at www.impactalliance.org

[1] Liebler and Ferri 2004 ”NGO Networks: Building Capacity in a Changing world ”pp. 5, 29-30

[2] Ibid p. 15

[3] ICCO 2004 “Networking for learning; what can participants do?” p. 9, Liebler and Ferri 2004 p. 7 Ashman “Closing the gap between Promise and Practice: A framework for planning, monitoring and evaluating Social Development networks” p. 2

[4] Liebler and Ferri 2004 pp. 27

[5] Ibid p.4

[6] Ashman 2001 quoted in Ashman “Closing the gap between Promise and Practice: A framework for planning, monitoring and evaluating Social Development networks” p. 2

[7] ICCO 2004 p. 6,

[8] ICCO 2004 pp. 9,13, Liebler and Ferri 2004 pp.22, 57

[9] UNDP 2000 “Optimising efforts: A Practical guide to NGO networking” p. 30

[10] ICCO 2004 p. 7, Liebler and Ferri 2004 pp. 27, 58

[11] UNDP 2000 p. 18

[12] Liebler and Ferri 2004 pp.25-26,

[13] Skidmore in”Network Logic” 2004. p. 92

[14] UNDP 2000 p. 21

[15] ICCO 2004 p. 11,

[16] Skidmore 2004. pp. 95-99

[17] Liebler and Ferri 2004 pp. 28-29

[18] Liebler and Ferri 2004 pp. 5, 29-30

[19] Plastrik and Taylor 2006 “Net Gains: A handbook for network builders seeking social change” p. 84

[20] Liebler and Ferri pp. 31-33, Allen Nan, Eliatamby and Kanyako 2007 “NGO networks for peacebuilding” p. 2

[21] Blum and Hewitt 2007 “The impact of fragile environments on NGO networks: A comparative analysis of three west African countries” pp. 6-7

[22] Allen Nan, Eliatamby and Kanyako 2007 pp. 10, 14-15

[23] Allen Nan, Eliatamby and Kanyako 2007 pp. 17-20

[24] Allen Nan, Eliatamby and Kanyako 2007 p. 6

[25] Liebler and Ferri 2004 pp. 6-7

[26] Liebler and Ferri 2004 pp. 54-58

Shared experiences at the African Council of Religious Leaders

Anonymous — Wed, 17 Feb 2010 01:09:24 CST

Key documents to understand ACRL:

Mission and objectives
Mission principles and context of formation
ACRL News
Training materials
Tools for conflict analysis
On-going discussions
What ACRL should become: visions from ACRL's fellows
Updates of IRCs
Onentho Vision
PDF File
Word file
Another web page
Our Page
PDF DOC
My page to upload
Discussion
IRCU Report
Forum
IRCU peace conference highlights

How can we use Peacepaces.com for our work?

Activity: Moving from Analysis to Action

Kenogutu — Wed, 17 Feb 2010 01:04:36 CST

Purpose:	To introduce a framework to participants how the move from analysis to action can be made when applying the four dimensional approach To discuss possible action strategies for a conflict that has been analysed before
Participants:	4 to 20
Time:	How long this process will take depends on the workshop purpose. If the workshop aims at general capacity-building of individuals or organizations, you can keep it shorter, deal with less questions. If the workshop however aims at improving capacity and relevance of conflict transformation/peacebuilding interventions, the process might take a whole day. Go with the dynamic of the group. This process has a high learning potential for participants.
Materials:	Flip charts Marker pens Note books and pens Possibly overhead projector and prepared slide
Process:	1. Start by introducing the framework analysis, reflection/sharing/theories of change, action within the four dimensions to participants. Note: If participants are unfamiliar with the concept of theories of change, you will have to introduce the concept to them as well. Click here for more information. Choose an interactive way for doing the presentation, e.g. filling the framework with participants (prepare framework sketch on flipchart or overhead slide). For the analysis section, this provides the opportunity to see what has been achieved throughout the workshop. For the other two sections, encourage the ideas of participants with inquisitive questions. Highlight that these steps could be conducted in a participatory manner, involving the stakeholders of conflict and peace processes in the context. This introduction might take one hour, take it slowly and make sure that participants “own” the framework. Make adaptations if necessary. 2. After the introduction, remind the group of the analysis work that was done before (either a case study or “real” conflict) in order to get participants back into the contents. If this activity comes at the end of the workshop, you will have gone through all the steps and will be able to fill – mentally or actually – the analysis section of the framework for the conflict you have dealt with. Now, the middle section of the framework shall be worked on in plenary. If you work in a mixed group (more than one organization and context), you can focus on the following questions: What needs to be changed (in the four dimensions)? How can positive changes in the dimensions be brought about? Who are potential agents of change? Note: If you work with one organization or context and the purpose of the workshop is to improve conflict transformation/peacebuilding engagement or programming consider also: What can our organisations’ role be? In which dimension(s) can/should we engage? This step could take several hours (especially if you work with groups that want to improve their programming). For mixed groups that should just be introduced to the framework, you can give 90 min. to discussions. The rule is here, however, that you go with the dynamic of the group. If many ideas emerge and discussions are fruitful, give more time. This process has a high learning potential for participants. 3. Now organize participants in groups, if the number of participants allows, form 4 groups. Each group will deal with one dimension and think about: What tools can we use to bring about positive change in this dimension? With which change agent(s) should we work? How could we change attitudes and behaviors and promote healing/resume constructive relations/transform structures and change cultural patterns? Allow groups to discuss these questions for one hour and then present their findings in plenary. Following, think about how action in the four dimensions could be linked up in order to bring about sustainable change. Note: If you work with one organization or context and the purpose of the workshop is to improve conflict transformation/peacebuilding engagement or programming work with these questions in groups, possibly focused on one or several dimensions consider these questions: 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)
Note:
Handout(s):
Source(s):	chachabooth@gmail.com

National peace conference

Anonymous — Wed, 17 Feb 2010 00:53:33 CST

Inter Religious Council of Uganda Peace, Human Rights and good governance Department Review of the Conference on Sustainable National Reconciliation, Justice and Peace in Uganda Overview Remarks Ladies and Gentle, on behalf of the Inter Religious Council of Uganda and other partners allow me once again to extend our sincere gratitude to all of you for your tremendous efforts in the successful organization of the Conference on Sustainable National reconciliation, Justice and Peace which took place from 10th-12 September 2009. As you may recall, the conference was organized under the theme; “search for sustainable National Reconciliation, Justice and peace at all levels” and it took place at Pope Paul VI Memorial Hotel and Hotel Africana respectively. The conference was well attended by the religious leaders, cultural leaders, political leaders and other interest groups. The overall event management was divided into sub committees who handled different tasks. These included; 1. The Information and Communication Committee 2. Protocol and Invitation Committee 3. Budget Committee 4. Hospitality Committee 5. Logistics Committee 6. Security Committee 7. Health Committee 8. Entertainment Committee 9. Worship Committee 10. Coordination Committee The conference was concluded with the following resolutions and recommendations.

An appropriate legal framework should be enacted by Parliament of Uganda to regulate and enhance reconciliation and peacebuilding in the country.
A Truth and Reconciliation Commission should be set up expeditiously to deal with both historical and current wrongs with view of promoting reconciliation and healing among the different groups and individuals in Uganda.
Government should expedite the enactment of a law and policy to regulate the operations and activities of cultural institutions.
A credible process of electoral reforms, including the review of membership of the Electoral Commission, should be undertaken to enhance transparency and credibility in our electoral system, hence prevent election-related violence in the country.
Political parties should learn to work together in the interest of the common good of the people of Uganda.
Government should intensify and show a clear political will in the war against corruption.
A National Consultative Forum, stipulated in the Political Organizations Act, should be operationalized and supported by Government to facilitate consensus-building among key stakeholders on critical political, social and economic challenges and processes in the country.
Inter Religious Council of Uganda should play an active role in the promotion of a culture peace, coexistence and nonviolence in the country

Use of our structures and social assets to raise awareness and empower the citizens on their rights, duties and responsibilities in the development process of our country.
Offer ourselves as mediators in conflict resolution and reconciliation processes at different levels.
Offer ourselves to organize annual forum for interactions and dialogue among different stakeholders in the country.
Intensify our efforts in the fight against corruption and moral decadence in our society.
Mobilize our communities to work hard and utilize available opportunities to improve their livelihoods.

The President, H.E Yoweri Kaguta Museveni also promised a peace institute and IRCU has started the process of having this institute established. Meetings have been held with the experts and practitioners to consult on the concept paper developed.

Free Forum for Peace Building

Anonymous — Wed, 17 Feb 2010 00:47:43 CST

There is no abstract available for this page revision.

Field Reports from Kenya

Kenogutu — Wed, 17 Feb 2010 00:47:16 CST

In this page you will find a report of all the activities that have been carried out by LPI in Somalia under the guidance of Michele Cesari, LPI's Resident Representative for Kenya and Somalia.

You can also view a report from Canada here. (.pdf)

Historical background to LPI’s engagement in Somalia
Somalia has been without a central government since 1991 and has been trapped in violent conflict since then. LPI became involved in Somalia in 1992 in tandem with the United Nations Operation in Somalia (UNOSOM), when LPI was supporting the process of forming District Councils (DCs). Behind this effort was LPI’s vision that establishing DCs was one way of empowering people from the bottom. In 2001, LPI effectively withdrew from Somalia by handing over to a newly created and indigenous organisation, the Forum for Peace & Governance (FOPAG), while providing accompaniment in the implementation of FOPAG’s activities. Due to a number of reasons, LPI later ended this partnership. In the context of the Somalia National Reconciliation Conference (2002-2004), LPI was approached by IGAD Special Envoy Bethuel Kiplagat with a view to build capacities of participants and eventually set up a programme. LPI re-launched on the ground activities again in 2007, when an office in Baidoa could be opened. However, due to rising insecurity in South-Central Somalia, LPI withdrew its presence from Baidoa and is now working with its Somali partner organisations through regular travels.

Brief summary of the programme
LPI focuses on capacity-building in conflict transformation for local partners, laying a strong emphasis on research and analysis. The Somalia programme primarily covers the southern regions of the country (Bay, Middle and Lower Jubba, and Gedo). LPI currently develops partnerships with the following organisations through a process of conversations and workshops:

• Somali Peace Line – SPL (Mogadishu)
• Somali Women’s Contact Committee – SWCC (Mogadishu, Lower
Shabelle, Middle Shabelle, Gedo, Middle Jubba)

This process has already led to the identification of concrete opportunities for joint engagement. LPI and SPL have developed a common interest on initiating a research initiative on the role of civil society in conflict transformation in Somalia. With SWCC, the focus will first be put on a thorough process of organizational analysis in order to strengthen the existing network of women organizations that are spread all over the southern-most part of Somalia and therefore has a huge potential for outreach.

LPI’s Somalia programme is operated from the office in Nairobi with regular field missions.

For more information, please contact:

Michele Cesari
LPI Representative in Kenya for the Somalia programme and Cooperation with Regional Partners programme

E-mail: michele.cesari@life-peace.org

Round Table Discussion - The guide

Anonymous — Wed, 17 Feb 2010 00:46:24 CST

A round table discussion is an excellent form of small group communication
when the group is going to be a long term engagement. Roundtable discussions
are extremely useful when it comes to learning, whether the learning be social or
academic. Most of these types of groups are focused on one subject like self
help, educational endeavors, or hobbies. Since round table discussions are usually
a long term type of small group discussion, cooperation is vital to the groups
success. Also, group participation is a key concept as well, especially in self help
scenarios. Whether you are in a round table discussion for self help, learning math, share
poetry, or tackle a big project at the workplace, here are some helpful hints to
consider:

Establish the specific focus of the group early on
Always have an agenda to follow to keep meeting flowing
Always encourage equally active participation from all group members
Be sure to discuss topics one at a time, try not to stray off in different directions which is easy to do in this informal format
Always recap what was covered at the end of the round table

Back to Today's Agenda Back to Breaking Down the Walls Home Page

Ayoub' s document

Anonymous — Wed, 17 Feb 2010 00:46:04 CST

Years before the young Georgian luge racer flew to his death at the Olympics, officials made a series of decisions designed to make the icy track a commercial success that left it faster—and ultimately more dangerous—than any competitive track before.

Word file

mikicesari — Wed, 17 Feb 2010 00:45:14 CST

Analyses Ø Piracy in Somalia and the response of the international community Ø Struggle for education and development in Somaliland’s eastern periphery Piracy in Somalia and the response of the international community Introduction Piracy along Somalia’s coast has increased dramatically in the last years, with a rapid escalation between 2007 and 2009 during the Ethiopian presence of Mogadishu. The international community has reacted to this challenge, adopting various initiatives aimed at reducing the phenomenon and escorting naval vessels, without great result. As underlined by many analysts, piracy is strictly connected with the striking socio-economic contradictions on the ground: the only long-term solution to the issue is the end of the civil strife in Somalia and the economic development of the region. The impact of piracy on the international trade In 2008 only, 111 acts of piracy and armed robbery were registered off the Somali coast: this trend is increasing in 2009, in spite of the efforts undertaken by the international community[1].

This escalation, which is seriously threatening sea routes safety in the area, is even more important in consideration of Bab-el Mandeb strategic location as a natural bridge between Indian Ocean, the Gulf of Aden (which is an extension of the Indian Ocean) and Red Sea. Each year 3.3 million oil barrels (12% of oil world traffic) directed to European markets are carried through this chokepoint: the alternative way, much longer, entails the circumnavigation of the African continent through the Cape of Good Hope[2]. The calculated damage to international trade provoked by piracy between the Indian and Pacific Ocean would amount each year at 15 billion dollars[3], because of the loss of cargos and the rise of insurance cost. Reaction of the international community The United States, whose military presence in Djibouti dates back to May 2003, have assumed a prominent role in the area through the deployment of Combined Maritime Force 150 and the institution of a Maritime Security Patrol Area, while the European Union has deployed since 8 December 2009 “Operation Atalanta”, first joint naval force in European history, aimed at escorting vessels of the World Food Program in Somali waters in support of Resolution 1814 and 1816 of the United Nation (UN) Security Council and under the umbrella of UN Charter’s article 53[4]. At the same time, many other States, from Russia to China, have deployed their military forces in the area. At a multilateral level on 14 January 2009, under the auspices of the UN Security Council, the Contact Group on piracy off the coast of Somalia has been established to facilitate efforts and common actions among States engaged in enforcing safety of sea routes. The institution of four sub-committees is aimed at strengthening cooperation in the military field, building a judicial framework to prosecute individuals and sustaining diplomatic efforts on the ground. The Security Council, after having approved five resolutions (1814, 1816, 1838, 1844, 1846) condemning the phenomenon of piracy and allowing states to react with the agreement of the Transitional Federal Government (TFG) of Somalia into Somali territorial waters, with resolution 1851 allowed states to intervene directly in Somali territory to pursue alleged criminals. Nevertheless, a mere military approach risks to have a limited impact, if the international community will not intervene with aetiological criterions on the underlying source of the problem. Regional context and underlying factors There are several factors behind the exponential increase of attacks in Somali waters in the last ten years: opportunity (presence of potential targets and geographic proximity to a chokepoint); strategic interests of extra-regional actors; social acceptability of the phenomenon; State’s inability to enforce sovereignty over its territory[5]. Analysts agree in considering the presence of a "Failed State" the main factor underlying the business of piracy. The criterions employed to define a Failed State can be recognized in the Somalia context: absence of a central authority likely to impose the monopoly of force inside State territory; absence of a suitable welfare system which guarantees essential services for local population; emergence of ethnic or clan-based entities, which integrate or replace the State in the government of territory; social acceptability of organized crime; disowning of the constituted authority[6]. It becomes therefore a priority to move the attention on the dynamics of Somali conflict. The collapse of State structure and the deterioration (or disappearance) of a welfare-State able to ensure essential public services have produced collapse of the traditional authorities, stimulating new forms of fidelity directed toward "institutional" (mosques, Islamic courts) or "extra-institutional" (organized crime) subjects. Pirates act as surrogate of the central State in the affirmation of national sovereignty over territorial waters. In the Somali context, the affirmation of sovereignty over national waters is an ancient question: the Somali law of 1972 considered territorial waters the whole area inside 200 miles (at the time, territorial waters were considered within a range of 6 miles from the coast). The persistent presence of Japanese and European fishing-boats off the Somali coast during the years of civil war has in fact provoked the failure of local residual fishing activities, unlikely to face global competition, with an economic damage of more than 6 million dollars for year[7]. In particular, the lack of internal security and the increasing necessity of cash to finance clan militias’ rearmament in a context of semi-anarchy. Moreover, Somali pirates are often perceived as benefactors by Somali people: in fact, this lucrative business has provoked a monetary flow of strong currency, revitalizing economic activities and credit system. Because of the high returns, many Somali businessmen with important investments in the United Arab Emirates and in Western banks have financially backed piracy, recycling profits in their legitimate trade business[8]. At the same time, part of the ransom has been invested in the city of Bossaso, main port of the semi-autonomous Puntland region, which has recently known a strong growth in the real-estate sector. Piracy has also indirectly represented a fundamental source of financing for regional authorities which lack of international recognition, unable to attract foreign investments and to promote long-term economic development. According to testimonies[9], in the semi-autonomous Puntland State (during Adde Muse’s administration) up to 30% of ransoms would be assigned to central authorities (hypothesis fiercely thrown back by the ex-Minister of Information Mohamed Bangah). In the absence of a clear and internationally recognized legal arrangement for the Somali peninsula, foreign firms are reticent to invest in long-term economic projects: the 2006 dispute over mineral exploration rights in Sool and Sanaag regions, attributed by Puntland authorities to the Australian mining company Range Resource[10] and contested by the Mogadishu-based Transitional Federal Government of Somalia, has weakened the region’s credibility as an affordable recipient for foreign capital. Therefore, it appears necessary to correlate military presence on the ground with a stronger support to the peace-process. Since the European Union has adopted a new policy aimed at strengthening Puntland administrative apparatus through a plan of foreign direct investments and international developing aid, the new President Abdirahman Farole has promised strong efforts to enforce State law and eliminate the business of sea-robbery. Another option, paying no ransoms, has been suggested by the shipping industry and some Somali Ministers. Nevertheless, such solution would probably lead to an escalation of violence by both side with dangerous consequences in the larger regional scenario. Conclusion The success of the peace process in central and southern Somalia is a key factor in the direction of undercutting local support to pirates. Since profits from piracy have been largely employed to arm the different Somali factions, the attainment of political stability and the return of Somalia in the international community as a legitimate actor would probably decrease the cost-opportunity of piracy. The International Maritime Organisation database shows that the attainment of a minimum degree of political stability (what happened in 2006 with the Islamic Courts) had contributed to drastically decrease attacks to foreign convoy. Members of the International Contact Group for Somalia should increase their efforts to improve security and economic development in the region, pushing for a diplomatic solution to the underlying source of tensions in Somalia: the frozen conflict between Ethiopia and Eritrea. The attainment of sea-routes safety along Somali’s coast passes through the resumption of a strong central authority and the creation of economic alternatives to organized crime for the Somali youth. Kenyan decision to tax Somali cattle traders, because of the absence of legal authority in the Juba Valley, should be reviewed to avoid another shock for Somali economy, after the quarantine on livestock imposed by Arab States. Resolving Somaliland-Puntland conflict over Sool and Sanaag oil rich regions, promoting an international financed plan of shared sub-soil exploitation, should be one of the priorities of the international community. Luca Puddu Is a PhD candidate in International History at the University of Florence, Department of Studies on the State, Italy .His main research interests are internal conflict in the Horn of Africa, ethno nationalism and North - South relations If you want to contact him, his e-mail is: luca_puddu@msn.com Struggle for education and development in Somaliland’s eastern periphery Introduction Visiting Somaliland once in a while shows the enormous progress made in the country, largely through people’s private investments and some help from the international community. New shops, restaurants and even industrial plants open every year, schools and universities are built. NGOs and UN organizations carry out programmes ranging from water and sanitation to health care, support of local municipalities and so forth. These investments can be understood as ‘peace dividend’ since in Somaliland many projects can be implemented that are impossible to conduct in southern Somalia, due to ongoing war and violence there. Closer observation, however, reveals that most of these developments and investments in Somaliland are centred in the capital city of Hargeysa, in western Somaliland. The other towns in the country seem increasingly marginalized –with regard to economic development and other infrastructure. In the long run, the centralisation of most resources in the capital city may even cause conflict, as the post-colonial history of Somalia (up to 1991) shows, where Mogadishu flourished to the detriment of Hargeysa and other places. This article is based on data gathered during a recent trip to the towns of Burco and Laascaanood in eastern Somaliland. It highlights observations about the ‘centre-periphery’ problem in the country, particularly with regard to education and development. Burco – a marginal centre Burco is the second largest town in Somaliland. A committee for the development of Burco, formed in 2003 and including locals as well as Diaspora Somalis related to Burco and the surroundings was the driving force behind the development of the town. Burco University had been established in 2004. It started in a rented building and moved to the present location one year later. The committee for the development of Burco had strongly supported the university. Currently, about 200 students study here, taught by about 30 teachers, some of whom come from as far as Sudan and Uganda. Besides the more usual subjects such as Business Administration, IT and Islamic studies, the university offers a degree in veterinary medicine. This makes perfect sense since Burco, the capital of Togdheer region, is home to Somaliland’s largest livestock market and livestock husbandry is the economic backbone of many families as well as the country (besides remittances and taxation on Khat and other imports). Additionally, the university engages in an externally funded teachers’ training programme that reaches out to the Haud region and the Nugaal valley. The yearly budget of the university is based on funds from the government of Somaliland, for the and also students’ fees, this is along side some support from international NGOs. Recently, the vice-chairman of the university went to Nairobi, together with the heads of the universities of Hargeysa and Amuud (near Booroma in the far west), in order to establish some cooperation and possibly long-distance learning programmes with universities there. Burco University is fully operational and financially stable. The most pressing need is equipment for establishing a scientific laboratory where the students of veterinary medicine can practice. In order to overcome this shortage, the fourth year students of veterinary medicine will have a chance to join their teacher at Khartoum University and use the laboratories there. Of course, the number of university students in Burco is still very modest, compared with about 3,000 at the University of Hargeysa. The job prospects of many graduates from Burco University may also not be the best, at least not in Burco itself. This is where the issue of marginality comes in. Burco is a centre of livestock marketing. But it does not offer much infrastructure and prospects to other businesses. Infrastructure in Somaliland develops often where international NGOs operate. But only one international NGO has its office in Burco. Very possibly, many graduates from the local university will try their luck in the capital city of Hargeysa or abroad. To go ‘abroad’ in a context where the old Somali passport is hardly working and the new Somaliland documents are not recognised often involves ‘illegal’ migration (in Somali: tahriib). This means that many of the possible future leaders and middle class of Somaliland will attempt to leave through the Sahara or on an overcrowded boat to Yemen and, if they survive and succeed, a possible future as migrants and refuges abroad rather than on a career in their own country will be the outcome. Laascaanood – a pure periphery Laascaanood is located towards the border between Somaliland and Puntland. The town and the surrounding areas are contested between both sides. Until five years ago no firm state administration was in place there. In January 2004 Laascaanood came under Puntland’s control. It was retaken by Somaliland in October 2007 Nugaal University was founded in 2004. The local committee for education and development of Laascaanood and Sool region instigated and supported the process of university-building. The Diaspora added to the endeavour and some teachers came from abroad to start teaching at home. Since then, however, Nugaal University had experienced difficult times. During Puntland’s rule (January 2004 to October 2007) peace was not guaranteed in Laascaanood. Revenge killings continued and, by chance, a close relative of the first chancellor of the university got involved in those affairs, with the consequence that the chancellor had to leave the town for safety reasons. There was a conflict between his successor and some of the teachers leading to the closure of the university in 2006. Much of the equipment that had been donated by the Diaspora and the local community to the university was looted in those days. The local committee for education and development decided to start again from the scratch. As chairman a Somali from the UK was installed and a new building was rented. The replacement of the lost equipment is still in process. Currently about 100 students are taught by around 10 teachers, some of whom come from abroad. The university offers degrees in IT and Business Administration. The human and financial resources for opening additional courses are lacking. The government of Somaliland started to fund the university. Besides that, student fees and some support from the local and the Diaspora community keep the institution running. Nonetheless, the budget is not enough to pay the salaries of all teachers, and some of them work on a voluntary basis for the university, while earning their living elsewhere. Moreover, there is still no appropriate building for the university. The President of Somaliland gave a plot of land belonging to the government to Nugaal University. But the university cannot afford to build a real campus. This, besides other issues, has to do with the drying up of Diaspora support after the takeover of Somaliland. While the majority of the local population has aligned itself with the new administration, many members of the local Diaspora refuse to accept the change of power. In their eyes ‘home’ has been taken over by a ‘foreign power’. Although Nugaal University functions, it faces difficulties. Its development is hampered by the ‘front line’ situation of Laascaanood. While some troops of Somaliland and Puntland are deployed to the region, this front line exists primarily in the heads of members of the Diaspora, local traditional authorities who have turned to politics and politicians in Hargeysa (Somaliland) and Garoowe (Puntland). These are the actors that effectively hinder the development in the town in general and of Nugaal University in particular and make Laascaanood a pure periphery. The Diaspora hardliners stopped their support because of the ‘occupation’. For the same reason, most traditional authorities left the town to the country side or to Garoowe. The government of Puntland hardly ever sent anything but soldiers and completely dropped out after Somaliland’s takeover. Hargeysa gives a helping hand to the university since last year. However, a university, particularly one for which funds are very limited, has to be embedded into a striving local economy in order to flourish. The latter is missing. No international organizations are present in the town that is considered an unstable place by both government officials and representatives of the international (NGO) community in the capital city of Somaliland. Most of the students of Nugaal University, who will graduate in late summer this year, will definitively have to look for ‘greener pastures’ either in Hargeysa (or Garoowe) or abroad. Conclusion In the towns of Burco and Laascaanood local developments, e.g. in the sector of higher education, are largely driven by (transnational) community initiatives. But these initiatives are extremely limited in scope and (financial) potential, compared with what is going on in Hargeysa, where Diaspora engagement and international aid have been centralized over the last few years. In the worst case, the continued centralization of these resources will lead to a massive brain and business drain from the peripheral regions to the capital city, which again will damage the overall economy of Somaliland and can lead to feelings of injustice among the population. In order to avoid this, the government and the international organizations operating in the country should work out a plan how to support development in the various parts of the country. Regarding higher education, it is clear that most students in Burco and Laascaanood cannot afford to come to Hargeysa or Amuud in the west of Somaliland for studying. Their living expenses far away from home would be too high. Thus, local universities need support. In a second step, it has to be guaranteed that the graduates of the universities can be absorbed locally. This can be achieved if the peace that has so successfully been built in Somaliland and the investments of the local and Diaspora communities are supplemented by a fair allocation of the international resources attracted by Somaliland, particularly in form of aid and employment by international NGOs and organizations. Markus V. Hoehne Is a PhD candidate at the Max Planck Institute for Social Anthropology in Halle/Saale,Germany. His research focuses on identity and conflict in northern Somalia (Somaliland and Puntland) where he conducted field research in 2003 and 2004. Additionally, he currently participates in a research project funded by the European Union on ‘Diasporas for Peace’ that involves new field research in Somaliland. For further details see: http://www.eth.mpg.de/people/mhoehne/index.html NEWS AND RESOURCES ETHIOPIA Ethiopian troops are alleged to have crossed into Somalia four months after their withdrawal. An eye witness who is a resident of Kalabeyr town which is 14 miles from the Somalia – Ethiopia border said that he saw troops digging trenches. An Ethiopian spokesman has denied the reports saying that they were fabricated and at the moment they believed that the events in Somalia presented no immediate threat to the country and their troops were not contemplating going back at any point. When the troops left, Ethiopia had made it clear that it reserved the right the right to intervene in Somalia if its interests were directly threatened. BBC ERITREA IGAD urges for sanctions against Eritrea The UN Security Council has been asked to impose sanctions on Eritrea for calling for the ouster of the Transitional Federal Government (TFG) of Somalia. The Inter Governmental Authority on Development (IGAD) Council of Ministers further urged the Security Council to impose an immediate air and maritime blockade on Somalia to stop the inflow of weapons into the war-torn country. The decision was reached during the 33 extra-ordinary meeting that had been called to discuss the prevailing political and security situation in the country held in Addis Ababa on 20 May 2009. The African Union expressed its “strong support” to the communiqué. It also strongly condemned the aggression perpetrated against the TFG, the civilian population in Somalia including “foreign elements” who it termed as “bent on undermining the peace and reconciliation process as well as regional stability”. The AU also expressed concern at that flaunted and violated United Nations armed embargo by providing support to armed groups through training, provision of weapons and ammunition and funding by Eritrea and other external actors. Daily Nation, Garoweonline, African Union and IGAD US express alarm over the Eritrean ‘arms link’ The Unites States of America on 16 May said “it was seriously concerned” by reports that Eritrea is supplying arms to foreign fighters and Islamic hardliners fighting the government forces in Somalia. Jonnie Carson, the US Assistant Secretary for State for African Affairs said that there had been a number of reports of foreign fighters with links to al-Qaeda, fighting alongside the al-Shabaab and Hisbul-Islam. "There seem to be fairly serious and creditable reports that al Shabaab does have, amongst its fighters, a number of individuals of South Asian and Chechen origin," said Mr Carson. He also expressed concern about flights from Eritrea which were carrying weapons and ammunition to Somalia to supply the al-Shabaab. The United Nations Security Council has also unanimously approved a statement calling for opposition groups to end their offensive, renounce violence and join reconciliation efforts. The UN envoy to Somalia, Ahmedou Ould-Abdalla said that there was no doubt, from sources overt and covert that the attempted coup earlier in the month had significant involvement of foreigners, some from Africa and beyond. In response to the current suggestions that the Somali government might collapse, Mr. Carson ruled out the possibility of deploying the 2,000 American troops stationed in Djibouti into the country, terming the matter as an ‘internal Somali matter’. BBC KENYA President leads country in the seventh national prayer day President Kibaki on 28 May led MPs and other dignitaries for the seventh National prayer day which sought to divine intervention for challenges facing Kenya since last year’s post-elction violence. Among the dignitaries at the function was Rwandan President Paul Kagame who spoke of the genocide that had killed about a million people. “Monopoly of power played a role in the 1994 massacre, but consensus, power sharing and diversity transformed Rwanda into Africa’s model of stability,” he said. Aware of the conscequnces of unstable nations, President Kagame urged Kenyan leaders to confront root causes, “We learnt the hard way what other countries should not experience. Leaders should confront the root causes of instability. It is leaders and citizens who should arrest disintegration of their nations”. In his speech, President Kibaki said that the Government was working hard to overcome the challenges in the reconciliation process. He called for Kenyans to individually promote justice and reconciliation in their communities. He added that in the next two months the Truth Justice and Reconciliation Commission would be in place to tackle some of the root causes of the post-election conflict. The Standard, Daily Nation MPS vote for military option in Migingo row Kenyan backbencher MPs on 27 May defeated the government in parliament managing to pass a motion pressurising the President to take a more hard-line position in the dispute over Migingo Island on the Lake Victoria. The motion calls for the President, Mwai Kibaki to deploy the military should diplomatic efforts fail. They further urged for the matter to be referred to the United Nations Security Council if it “appears to threaten peace and security in the region”. In Uganda, government spokesman Fred Opolot said that the country did not take the motion seriously because it was passed in the absence of many other MPs and the Ugandan government knew that Kenya was committed to solving the dispute diplomatically. Officially, Kenya does not consider military confrontation with Uganda as a viable option. The two countries are trading partners, where Uganda is the biggest importer of Kenya’s products whereas Kenya is a significant source of investment and route for Ugandan imports and exports. Currently, the two governments are conducting a joint survey to establish ownership of the Island. Daily Nation SOMALIA IGAD’s decision endorsed by Somali’s cabinet The Information Minister in the Somali government Farhan Ali Mohamud on 26 May said that the government has endorsed the decision by IGAD that all ports that are not under government control are closed with the exception of those used for humanitarian aid. He added that the Government had requested the United Nations to approve the decision made by IGAD states. The Minister also said that the cabinet condemned the suicide attack that had killed government solders. Heavy shelling has been reported in the capital in the recent past mostly by the al-Shabab. Shabelle News Network 45,000 Somali civilians flee Mogadishu Intense fighting between government forces and the opposition Al-Shabaab and Hisb-ul-Islam groups erupted in several areas of north-west Mogadishu on May 8. A significant proportion of the displaced are heading towards the Afgooye corridor, south – west of Mogadishu. Many others that are unable to make the 30 kilometres journey have moved to relatively safer neighbourhoods of Dharkeynley and Deyninle in south-west of Mogadishu. Some of the displaced say they do not believer they will ever return to a peaceful Mogadishu. Others who had recently returned home after years of refugee life in neighbouring countries are deeply disappointed. UNHCR Pirate attacks off Somalia already surpass 2008 figures The International Chamber of Commerce’s International Maritime Bureau (IMB) has reported a dramatic increase in the number of ships attacked during the first quarter of this year as compared to the same period in 2008. So far in 2009, there have been 29 successful hijackings from 114 attempted attacks. The Gulf of Aden alone has been the site of a total of 71 attacks in 2009 which resulted in 17 successful hijacks. The decrease in successful hijacks has been partly attributed to the presence of international navies in the region according to IMB Director, Pottengal Mukundan. The rise in the statistics is however attributed to be almost entirely due to increased Somali pirate activity off the Gulf of Aden and the east- coast of Somalia. The surge of activity off the east-coast is reported to be 43 attacks as compared to 19 in the whole of 2009. This report not only focuses on incidences on the Gulf of Aden in Somalia but other high risk areas like Nigeria, (Chittagong) Bangladesh among others. ICC Commercial Crimes Services SUDAN Chad admits attacks inside Sudan For the first time Sudan has admitted sending troops into Sudan and launching air raids to pursue armed rebels it says Sudan had sent across the border. The Chadian defence minister, Adoum Younousmi said that his country was just exercising its “right to pursuit”. The confirmation came on 18 May; a day after Chad denied accusations that it had launched a series of air strikes on Sudanese territory, adding that there was no collateral damage. The Minister added that Chad forces had cleared out all rebel bases up to 30km inside Sudan destroying seven regrouping points. Earlier in the month, Chad’s President Idriss Deby had vowed that rebels in the country would be dealt with accordingly including pursuing them into foreign territory if necessary. However, Haile Menkerios, the UN deputy – Secretary General has urged the country to take the diplomatic course of action that could lead to a peaceful solution for the two countries. The two countries have long traded accusations of supporting rebels in each other’s territory. Eastern Chad is a temporary home to about 300,000 refugees who have fled Sudan’s Darfur conflict. Al Jazeera, BBC, RFI, Episcopal Church appeals to international and diplomatic community The Archbishop and Primate of the Episcopal Church of Sudan has appealed to the international and donor community for increased support in the implementation of the comprehensive Peace Agreement (CPA). He expressed concern in the increasing incidences of insecurity in Southern Sudan. He said that a large number of civilians in Eastern Equatorial, Lakes and Jonglei states. The proliferation of small arms and light weapons has caused ethnic conflicts over cattle ownership and grazing rights to increase and escalate conflict in the region. www.Pambazuka.org UGANDA LRA warned against regrouping Gulu resident District Commissioner, Col. Walter Ochora has warned former Lord’s Resistance Army (LRA) rebels of regrouping to fight in northern Uganda. He said that he had received reports that two senior LRA commanders, Maj. Odong Kao and Maj Santo Otto had been meeting rebels in Cerelendu, a suburb near Gulu town with the aim of promoting regrouping. The two rebel leaders are said to have benefited from the amnesty extended by the Ugandan govenment in 2006. allAfrica.com, africancrisis.co.za Conflict- ravaged districts to get support The Ugandan government has indicated readiness to spend Ushs 100 billion on the rehabilitation of northern and eastern Uganda in July this year. The developments were disclosed by the Commissioner for Peace Recovery and Development Plan (PDRP), Ms Betty Ochitti. The project is jointly funded by the Ugandan government and the European Commission and covers 40 districts. Critics of the Plan, however, say that it was introduced hurriedly without specific objectives and clear source of funds, fearing that there could be mismanagement. This has elicited resistance from the opposition politicians who say that the Plan will not benefit former Internally Displaced People mainly in Acholi, Lango, and Teso sub-regions that were most by the conflict. The Daily Monitor RESOURCES GENERAL “Eastern Africa: security and the legacy of fragility” (October, 2008) This research from the Witwatersrand University analyses developments in Djibouti, Eritrea, Ethiopia, Kenya, Somalia, Sudan, Uganda and Tanzania. It argues that state fragility is the root cause of most conflicts in eastern Africa. It highlights the regional issues that need to be addressed resulting in positive outcomes. http://www.ipacademy.org/asset/file/404/eastern_africa.pdf “Horn of Africa crisis report” (February, 2009) This is a report on the security situation in the region. Many parts of the Horn of Africa (HOA) continue to suffer under a precarious security situation coupled with susceptibility to harsh climatic conditions. An estimated 19.8 million people are in need of emergency assistance in the Horn of Africa. The report is compiled by the UNHCR, OCHA and WFP http://www.reliefweb.int/rw/rwb.nsf/db900SID/PSLG-7RXC8R?OpenDocument or http://www.reliefweb.int/rw/RWFiles2009.nsf/FilesByRWDocUnidFilename/PSLG-7RXC8R-full_report.pdf/$File/full_report.pdf “The state of the world’s human rights report” (May 2009) This report by Amnesty International documents the state of human rights during 2008, in 157 countries and territories around the world. The report begins by giving regional overviews then followed by specific country reports http://thereport.amnesty.org/sites/report2009.amnesty.org/files/documents/air09-en.pdf UGANDA “Switching roles in pursuit of democracy in Uganda: the performance of civil society and medial in the absence of political opposition” (May 2009) This paper by Sam Mutabazi analyses how the civil society and media have shaped the political trend in Uganda in the absence of a official opposition. It is slightly over two years since multi-party democracy was introduced in the country and the impact of a vibrant political opposition is yet to be felt. http://www.ifra-nairobi.net/resources/cahiers/Cahier_41/5Mutabazi.pdf “Uganda: enabling peace economies through early recovery” (March, 2009) The report on Uganda by International Alert identifies several elements and priorities for enabling a peace economy in the region. It is written with the aim of encouraging cross-cutting learning, and informs what has become international debate in the last few years on how to adapt economic development interventions to conflict contexts, to make them conflict sensitive, and able to support longer-term peace building. The report is written by Jessica Banfield with Jana Naujoks. http://www.international-alert.org/pdf/LEO_Uganda.pdf KENYA “From horror to hopelessness: Kenya’s forgotten Somali refugee crisis” (March 2009) This report by Human Rights Watch focuses on the country’s forgotten refugee crisis. The 58-page report by Human Rights Watch documents the extortion, detention, violence and deportation at the hands of the Kenyan police faced by Somalis entering Kenya. http://www.hrw.org/sites/default/files/reports/kenya0309web_1.pdf SOMALIA “Developing a coordinated and sustainable US strategy towards Somalia” (May 2009) This paper presented by Ken Menkhaus before the committee on Foreign Relations, subcommittee on African affairs in the United States Senate. It offers possible scenarios for the coming weeks and months in Somalia and shares several observations and recommendations toward the development on a US strategy on Somalia. http://foreign.senate.gov/testimony/2009/MenkhausTestimony090520a.pdf or http://www.humansecuritygateway.info/showRecord.php?RecordId=29431

[1] International Maritime Organization: Reports on piracy and armed robbery against ships( MSC.4/circ. 130, 134, 135, 136 ) www.imo.org

[2] J. P. Rodrigue - Straits, Passage and Chokepoints: a Maritime Geo-strategy of Petroleum distribution – Cahier de Geographie du Quebec. Vol 48, N. 135 December 2004

[3] Source: International Maritime Bureau. http://www.icc-ccs.org/imb

[4] Council Joint Action 2008/851/CFSP - Official Journal of the European Union – 12/11/2008 http://eur-lex.europa.eu/LexUriServ/LexUriServ.do?uri=OJ:L:2008:301:0033:0037:EN:PDF

[5] J. Vagg – Rough Seas in contemporary Africa – British Journal of Criminology, Vol.35, N.1, 1995 C. Liss – Maritime Piracy in South-East Asia – South-East Asian Affairs, 2003 D. Nincic – Sea Lane Security and U.S. Maritime Trade: Chokepoints as scarce resources. In: S.J. Tangredi – Globalization and Maritime Power – National Defence University, Institute for National Strategic Studies pp. 143-170

[6] D. Nincic – State Failure and the Re-emergence of Maritime Piracy in Africa - 49 th Annual Convention of the International Studies Association March 26-29, 2008, San Francisco K. Wander – Implications of Maritime Piracy in the Failed State of Somalia – Naval War College Newport RI Joint Military Operation Dept R. Middleton – Piracy in Somalia – Africa Programme, October 2008 www.chathamhouse.org.uk

[7] N. Rankin – No vessel is safe from modern pirates – BBC news 11/3/2008 http://news.bbc.co.uk/1/hi/business/7280042.stm

[8] Amanda Castle, 14/5/2009, Lloyd’s Register-Fairplay Discovers Somali Piracy Backed by Legitimate Business with Western and Middle Eastern Investments http://press.ihs.com/article_display.cfm?article_id=4035

[9]Garoweonline, 14/10/2008: Major Criticizes Puntland Leadership over piracy - http://www.garoweonline.com/artman2/publish/Somalia_27/Somalia_Mayor_criticizes_Puntland_leadership_over_piracy.shtml

[10] Garoweonline Editorial, 30/11/2007 : Somalia: Puntland’s exploration strategy in face of growing instability http://www.garoweonline.com/artman2/publish/Editorial_29/Somalia_Puntland_s_exploration_strategy_in_the_face_of_growing_instability.shtml

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Anonymous — Wed, 17 Feb 2010 00:39:53 CST

When Michelle Bisutti, a 41-year-old family practitioner in Columbus, Ohio, finished medical school in 2003, her student-loan debt amounted to roughly $250,000. Since then, it has ballooned to $555,000.

Andrew Spear for The Wall Street Journal

Michelle Bisutti borrowed $250,000 to pay for medical school. The debt has since ballooned to $555,000.

It is the result of her deferring loan payments while she completed her residency, default charges and relentlessly compounding interest rates. Among the charges: a single $53,870 fee for when her loan was turned over to a collection agency."Maybe half of it was my fault because I didn't look at the fine print," Dr. Bisutti says. "But this is just outrageous now."To be sure, Dr. Bisutti's case is extreme, and lenders say student-loan terms are clear and that they try to work with borrowers who get in trouble.But as tuitions rise, many people are borrowing heavily to pay their bills. Some no doubt view it as "good debt," because an education can lead to a higher salary. But in practice, student loans are one of the most toxic debts, requiring extreme consumer caution and, as Dr. Bisutti learned, responsibility.Unlike other kinds of debt, student loans can be particularly hard to wriggle out of. Homeowners who can't make their mortgage payments can hand over the keys to their house to their lender. Credit-card and even gambling debts can be discharged in bankruptcy. But ditching a student loan is virtually impossible, especially once a collection agency gets involved. Although lenders may trim payments, getting fees or principals waived seldom happens.

Yet many former students are trying. There is an estimated $730 billion in outstanding federal and private student-loan debt, says Mark Kantrowitz of FinAid.org, a Web site that tracks financial-aid issues -- and only 40% of that debt is actively being repaid. The rest is in default, or in deferment, which means that payments and interest are halted, or in "forbearance," which means payments are halted while interest accrues.Although Dr. Bisutti's debt load is unusual, her experience having problems repaying isn't. Emmanuel Tellez's mother is a laid-off factory worker, and $120 from her $300 unemployment checks is garnished to pay the federal PLUS student loan she took out for her son.By the time Mr. Tellez graduated in 2008, he had $50,000 of his own debt in loans issued by SLM Corp., known as Sallie Mae, the largest private student lender. In December, he was laid off from his $29,000-a-year job in Boston and defaulted. Mr. Tellez says that when he signed up, the loan wasn't explained to him well, though he concedes he missed the fine print.Loan terms, including interest rates, are disclosed "multiple times and in multiple ways," says Martha Holler, a spokeswoman for Sallie Mae, who says the company can't comment on individual accounts. Repayment tools and account information are accessible on Sallie Mae's Web site as well, she says.Many borrowers say they are experiencing difficulties working out repayment and modification terms on their loans. Ms. Holler says that Sallie Mae works with borrowers individually to revamp loans. Although the U.S. Department of Education has expanded programs like income-based repayment, which effectively caps repayments for some borrowers, others might not qualify.Heather Ehmke of Oakland, Calif., renegotiated the terms of her subprime mortgage after her home was foreclosed. But even after filing for bankruptcy, she says she couldn't get Sallie Mae, one of her lenders, to adjust the terms on her student loan. After 14 years with patches of deferment and forbearance, the loan has increased from $28,000 to more than $90,000. Her monthly payments jumped from $230 to $816. Last month, her petition for undue hardship on the loans was dismissed.Sallie Mae supports reforms that would allow student loans to be dischargeable in bankruptcy for those who have made a good-faith effort to repay them, says Ms. Holler.Dr. Bisutti says she loves her work, but regrets taking out so many student loans. She admits that she made mistakes in missing payments, deferring her loans and not being completely thorough with some of the paperwork, but was surprised at how quickly the debt spiraled.

She says she knew when she started medical school in 1999 that she would have to borrow heavily. But she reasoned that her future income as a doctor would make paying off the loans easy. While in school, her loans racked up interest with variable rates ranging from 3% to 11%.She maxed out on federal loans, borrowing $152,000 over four years, and sought private loans from Sallie Mae to help make up the difference. She also took out two loans from Wells Fargo & Co. for $20,000 each. Each had a $2,000 origination fee. The total amount she borrowed at the time: $250,000.In 2005, the bill for the Wells Fargo loans came due. Representatives from the bank called her father, Michael Bisutti, every day for two months demanding payment. Mr. Bisutti, who had co-signed on the loans, finally decided to cover the $550 monthly payments for a year.Wells Fargo says it will stop calling consumers if they request it, says senior vice president Glen Herrick, who adds that the bank no longer imposes origination fees on its private loans.Sallie Mae, meanwhile, called Mr. Bisutti's neighbor. The neighbor told Mr. Bisutti about the call. "Now they know [my dad's] daughter the doctor defaulted on her loans," Dr. Bisutti says.Ms. Holler, the Sallie Mae spokeswoman, says that the company may contact a neighbor to verify an individual's address. But in those cases, she says, the details of the debt obligation aren't discussed.Dr. Bisutti declined to authorize Sallie Mae to comment specifically on her case. "The overwhelming majority of medical-school graduates successfully repay their student loans," Ms. Holler says.After completing her fellowship in 2007, Dr. Bisutti juggled other debts, including her credit-card balance, and was having trouble making her $1,000-a-month student-loan payments. That year, she defaulted on both her federal and private loans. That is when the "collection cost" fee of $53,870 was added on to her private loan.Meanwhile, the variable interest rates continue to compound on her balance and fees. She recently applied for income-based repayment, but she still isn't sure if she will qualify. She makes $550-a-month payments to Wells Fargo for the two loans she hasn't defaulted on. By the time she is done, she will have paid the bank $128,000 -- over three times the $36,000 she received.She recently entered a rehabilitation agreement on her defaulted federal loans, which now carry an additional $31,942 collection cost. She makes monthly payments on those loans -- now $209,399 -- for $990 a month, with only $100 of it going toward her original balance. The entire balance of her federal loans will be paid off in 351 months. Dr. Bisutti will be 70 years old.The debt load keeps her up at night. Her damaged credit has prevented her from buying a home or a new car. She says she and her boyfriend of three years have put off marriage and having children because of the debt.Dr. Bisutti told her 17-year-old niece the story of her debt as a cautionary tale "so the next generation of kids who want to get a higher education knows what they're getting into," she says. "I will likely have to deal with this debt for the rest of my life."

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Anonymous — Wed, 17 Feb 2010 00:34:22 CST

I have been using the phrase "conflict transformation" since the late 1980s. I remember that timeframe because it came on the heels of intensive experience in Central America. When I arrived there my teaching vocabulary was filled with the terminology of conflict resolution and management. But I soon found that many of my Latin colleagues had questions, concerns, even suspicions about what such concepts meant. Their worry was that quick solutions to deep social-political problems would not change things in any significant way. "Conflicts happen for a reason," they would say. "Is this resolution idea just another way to cover up the changes that are really needed?" Their concerns were consistent with my own experience. The ideas that inform much of my work arise out of the Anabaptist-Mennonite religious framework. This framework emphasizes peace as embedded in justice, the building of right relationships and social structures through a radical respect for human rights, and nonviolence as way of life. In the course of my work in finding constructive responses to violent conflict, I became increasingly convinced that much of what I was doing was seeking constructive change. I recall that by the late 1980s I would talk about this work as a process of transformation. However, this notion of transformation raised new questions. Despite its problems, the term "resolution" was more well-known and widely accepted in mainstream academic and political circles. "Transformation," on the other hand, was regarded by many as too value-laden, too idealistic, or too "new age." But for me, the term was accurate, scientifically sound, and clear in vision. Conflict transformation is accurate because the core of my work is indeed about engaging myself in constructive change initiatives that include and go beyond the resolution of particular problems. It is scientifically sound because the writing and research about conflict converge in two common ideas: conflict is normal in human relationships and conflict is a motor of change. And transformation is clear in vision because it brings into focus the horizon toward which we journey, namely the building of healthy relationships and communities, both locally and globally. This process requires significant changes in our current ways of relating. In this essay, I will engage a creative tension between the metaphors of resolution and transformation in order to sharpen understanding. However, this is not done to minimize or degrade the term "resolution" or the many individuals who creatively prefer it as the best prism for understanding their work. My purpose is to add a voice to the ongoing discussion and search for greater understanding and clarity in human relationships. But the question remains, what is this transformation stuff? This essay is an attempt to share my understanding of conflict transformation as an orientation, an approach and a framework. It describes transformation as a lens and a strategy for approaching conflict.

The Lenses of Conflict Transformation

In common everyday settings we experience social conflict as a time when a disruption occurs in the "natural" discourse of our relationships. As conflict emerges, we stop and take notice that something is not right. The relationship in which the difficulty is arising becomes complicated, not easy and fluid as it once was. We no longer take things at face value, but rather spend greater time and energy to interpret what things mean. As our communication becomes more difficult, we find it harder and harder to express our perceptions and feelings. We also find it more difficult to understand what others are doing and saying, and may develop feelings of uneasiness and anxiety. This is often accompanied by a growing sense of urgency and frustration as the conflict progresses, especially if no end is in sight. If someone uninvolved in the situation asks what the conflict is about, our initial explanations will typically be framed in terms of the specific issues the parties are dealing with. This is the content of the conflict, the immediate problems that must be resolved through problem solving and negotiation. However, the transformational approach addresses this situation somewhat differently. This is because conflict transformation is more than a set of specific techniques. It is about a way of looking and seeing, and it provides a set of lenses through which we make sense of social conflict. These lenses draw our attention to certain aspects of conflict, and help us to bring the overall meaning of the conflict into sharper focus. Before proceeding further, I should describe what I mean by a lens as a transformational tool. I recently purchased a set of glasses that have what are called progressive lenses. This means that in my eyeglasses I have three different lens types in the same frame. One lens helps bring into focus things at a great distance that would otherwise be a blur. A second brings objects that are at mid-range into a clear picture. The third helps me read a book or thread a fish line through a hook. It is interesting to note three things about my new glasses and how they relate to a transformational view. First, if I try to use the close-up lens to see at a distance, the lens is counterproductive and useless. Each lens has its function and serves to bring a specific aspect of reality into focus. But when it brings that layer of reality in focus, other layers are placed in a blur. If you look through a camera with a telephoto lens or through a microscope at a slide of bacteria you can find this happening in dramatic fashion. Second, no one lens is capable of bringing everything into focus. Rather, I need multiple lenses to see different aspects of a complex reality, and cannot rely exclusively on one lens to see the multiple layers of complexity. Third, the three lenses are held together in a single frame. I need each of the different lenses to see a particular portion of reality, and I need them to be integrated to see the whole picture. Thus, we need lenses that help us address specific aspects of conflict as well as a framework that holds them together in order to see the conflict as a whole. So what are useful lenses that bring varying aspects of conflict complexity into focus and at the same time create a picture of the whole? This essay will suggest three.

First, we need a lens to see the immediate situation.
Second, we need a lens to see past the immediate problems and view the deeper relationship patterns that form the context of the conflict. This goes beyond finding a quick solution to the problem at hand, and seeks to address what is happening in human relationships at a deeper level.
Third, we need a lens that helps us envision a framework that holds these together and creates a platform to address the content, the context, and the structure of the relationship. From this platform, parties can begin to find creative responses and solutions.

Conflict Transformation: A Simple Definition

Although the definition is relatively short, its various components lend it a degree of complexity. To better understand conflict transformation, an explanation of each component is needed. Together, these components attempt to capture the attitudes and orientations we bring to creative conflict transformation, the starting point of such an approach, and the various change processes involved in such an approach. To Envision and Respond: A transformational approach begins with two pro-active foundations: 1) a positive orientation toward conflict, and 2) a willingness to engage in the conflict in an effort to produce constructive change or growth. While conflict often produces long-standing cycles of hurt and destruction, the key to transformation is the capacity to envision conflict as having the potential for constructive change. Response, on the other hand, suggests a bias toward direct involvement and an increased understanding that comes from real-life experience. Both "envision" and "respond" represent the ways we orient ourselves toward the presence of conflict in our lives, relationships, and communities. Ebb and Flow: Conflict is a natural part of relationships. While relationships are sometimes calm and predictable, at other times events and circumstances generate tensions and instability. A transformational view, rather than looking at isolated conflict episodes, seeks to understand how these particular episodes are embedded in the greater pattern of human relationships. Change is understood both at the level of immediate issues and the broader patterns of interaction. Life-Giving Opportunities: On the one hand, this phrase suggests that life gives us conflict, and that conflict is a natural part of human experience and relationships. Rather than viewing conflict as a threat, the transformative view sees conflict as a valuable opportunity to grow and increases our understanding of ourselves and others. Conflict helps us stop, assess and take notice. Without it, life would be a monotonous flat topography of sameness and our relationships would be woefully superficial. This phrase also suggests that conflict creates life and keeps everything moving. It can be understood as a motor of change that keeps relationships and social structures dynamically responsive to human needs. Constructive Change Processes: This notion emphasizes the capacity of the transformational approach to build new things. Conflict transformation begins with a central goal: to build constructive change out of the energy created by conflict. By focusing this energy on the underlying relationships and social structures, constructive changes can be brought about. The key here is to move conflict away from destructive processes and toward constructive ones. The primary task of conflict transformation is not to find quick solutions to immediate problems, but rather to generate creative platforms that can simultaneously address surface issues and change underlying social structures and relationship patterns. Reduce Violence and Increase Justice: Transformation must be able to respond to life's on-the-ground challenges, needs, and realities. How do we address conflict in ways that reduce violence and increase justice in human relationships? To reduce violence we must address both the obvious issues and content of any given dispute and also their underlying patterns and causes. To increase justice we must ensure that people have access to political procedures and voice in the decisions that affect their lives. Conflict transformation views peace as centered and rooted in the quality of relationships. This includes both face-to-face interactions and the ways in which we structure our social, political, economic, and cultural relationships. In this sense, peace is a "process-structure," a phenomenon that is simultaneously dynamic, adaptive, and changing. In essence, rather than seeing peace as a static "end-state," conflict transformation views peace as a continuously evolving and developing quality of relationship. It is defined by intentional efforts to address the natural rise of human conflict through nonviolent approaches that address issues and increase understanding, equality, and respect in relationships. Direct Interaction and Social Structures: The above concerns about violence and justice suggest that we need to develop capacities to engage in change processes at the interpersonal, inter-group, and social-structural levels. One set of capacities points toward direct, face-to-face interaction between people or groups. The other set underscores the need to see, pursue, and create change in our ways of organizing social structures, from families, to complex bureaucracies, to structures at the global level. This requires a capacity to understand and sustain dialogue as a fundamental means of constructive change. Indeed, many of the skill-based mechanisms that reduce violence are rooted in communicative capacities to exchange ideas, find common definitions, and move toward solutions. But dialogue also plays a crucial role in the maintenance or change of social structures. Through dialogue, these structures can be modified to be more responsive and just. Human Relationships: Relationships are at the heart of conflict transformation. Rather than concentrating exclusively on the content and substance of the dispute, the transformational approach suggests that the key to understanding conflict and developing creative change processes lies in seeing the less visible aspects of relationship. While the issues over which people fight are important and require creative response, relationships represent a web of connections that form the broader context of the conflict. It is out of this relationship context that particular issues arise and either become volatile or get quickly resolved.

Conflict and Change

Both conflict and change are a normal part of human life. Conflict is continuously present in human relationships, and the fabric of these relationships is constantly adapting and changing. Before discussing practical approaches to conflict transformation, it is important to better understand the link between conflict and change. There are four central modes in which conflict impacts situations and changes things:

the personal,
the relational,
the structural, and
the cultural.[2]

In addition, we can think about these changes in response to two questions. First, from a descriptive view, what does conflict change? And second, from the standpoint of responding to conflict as it arises, what kind of changes do we seek? In the first arena, we are simply acknowledging the common patterns and impact of social conflict. In the second, we recognize the need to identify what our values and intentions may be as we actively seek to respond, intervene, and create change.

Change Goals in Conflict Transformation: Transformation understands social conflict as evolving from, and producing changes in, the personal, relational, structural and cultural dimensions of human experience. It seeks to promote constructive processes within each of these dimensions.

Personal: Minimize destructive effects of social conflict and maximize the potential for personal growth at physical, emotional and spiritual levels.

Relational: Minimize poorly functioning communication and maximize understanding.

Structural: Understand and address root causes of violent conflict; promote nonviolent mechanisms; minimize violence; foster structures that meet basic human needs and maximize public participation.

Cultural: Identify and understand the cultural patterns that contribute to the rise of violent expressions of conflict; identify cultural resources for constructively handling conflict.

The personal dimension refers to changes effected in and desired for the individual. This includes the cognitive, emotional, perceptual, and spiritual aspects of human experience over the course of conflict. From a descriptive perspective, transformation suggests that individuals are affected by conflict in both negative and positive ways. For example, conflict affects our physical well-being, self-esteem, emotional stability, capacity to perceive accurately, and spiritual integrity. Prescriptively, (i.e., relating to what one should do) transformation represents deliberate intervention to minimize the destructive effects of social conflict and maximize its potential for individual growth at physical, emotional, and spiritual levels. The relational dimension depicts the changes affected in and desired for the face-to-face relationships. Here issues of emotions, power, and interdependence, and the communicative and interactive aspects of conflict are central. Descriptively, transformation refers to how the patterns of communication and interaction in relationships are affected by conflict. It looks beyond visible issues to the underlying changes produced by conflict in how people perceive, what they pursue, and how they structure their relationships. Most significantly, social conflict makes explicit how close or distant people wish to be, how they will use and share power, what they perceive of themselves and each other, and what patterns of interaction they wish to have. Prescriptively, transformation represents intentional intervention to minimize poorly functioning communication and maximize mutual understanding. This includes efforts to bring to the surface in a more explicit manner the relational fears, hopes and goals of the people involved. The structural dimension highlights the underlying causes of conflict, and stresses the ways in which social structures, organizations, and institutions are built, sustained, and changed by conflict. It is about the ways people build and organize social, economic, and institutional relationships to meet basic human needs and provide access to resources and decision-making. At the descriptive level transformation refers to the analysis of social conditions that give rise to conflict and the way that conflict affects social structural change in existing social, political and economic institutions. At a prescriptive level, transformation represents efforts to provide insight into underlying causes and social conditions that create and foster violent expressions of conflict, and to promote nonviolent mechanisms that reduce adversarial interaction and minimize violence. Pursuit of this change fosters structures that meet basic human needs (substantive justice) and maximize people's participation in decisions that affect them (procedural justice). The cultural dimension refers to the ways that conflict changes the patterns of group life as well as the ways that culture affects the development of processes to handle and respond to conflict. At a descriptive level, transformation seeks to understand how conflict affects and changes cultural patterns of a group, and how those accumulated and shared patterns affect the way people in a given context understand and respond to conflict. Prescriptively, transformation seeks to uncover the cultural patterns that contribute to violence in a given context, and to identify and build on existing cultural resources and mechanisms for handling conflict.

The Big Picture: Connecting Resolution and Transformation

The transformation metaphor provides an expanded view of time, situates issues and crises within a framework of relationships and social context, and creates a lens to look at both solutions and ongoing changes.

Thus far we have discussed the concepts that make up the various components of conflict transformation. We now want to move from the concept of transformation to the practice of transformation. We must therefore establish an operative frame of reference for thinking about and developing the design of transformational approaches. Our starting point requires the development of an image of our purpose, or what I call the "big picture." Since intractable conflicts are usually quite complex, developing a "big picture" helps us to develop a purpose and direction. Without it, especially in the arena of intractable conflict, we can easily find ourselves responding to a myriad of issues without a clear understanding of what our responses add up to. We can solve lots of problems without necessarily creating any significant constructive social change at a deeper level.

Resolution and Transformation: A Brief Comparison of Perspective

	Conflict Resolution Perspective	Conflict Transformation Perspective
The key question	How do we end something not desired?	How to end something destructive and build something desired?
The focus	It is content-centered.	It is relationship-centered.
The purpose	To achieve an agreement and solution to the presenting problem creating the crisis.	To promote constructive change processes, inclusive of -- but not limited to -- immediate solutions.
The development of the process	It is embedded and built around the immediacy of the relationship where the presenting problems appear.	It is concerned with responding to symptoms and engaging the systems within which relationships are embedded.
Time frame	The horizon is short-term.	The horizon is mid- to long-range.
View of conflict	It envisions the need to de-escalate conflict processes.	It envisions conflict as a dynamic of ebb (conflict de-escalation to pursue constructive change) and flow (conflict escalation to pursue constructive change).

Creating a Map for Conflict Transformation

It is common in the study of conflict to develop a map that helps us to engage in conflict assessment and analysis. Similarly, it is useful to have a map of what we mean by transformation. Figure 1 provides a shortcut overview of such a map, which can help us to visualize the development of a strategy to constructively transform conflict. This transformational framework has three components, each of which represent a point of inquiry in the development of a response to conflict:

the presenting situation,
the horizon of preferred future, and
the development of change processes linking the two.

The movement from the present toward the desired future is not a straight line, but rather a set of dynamic initiatives that set in motion change processes and create a sustained platform to pursue long-term change. Such a framework emphasizes the challenge of how to end something not desired and how to build something that is desired.

Inquiry 1: The Presenting Situation

The first point of inquiry is the presenting situation, the conflict episode that provides an opportunity to look both at the content of the dispute and the patterns of relationship in the context in which the dispute is expressed. This is graphically represented in Figure 1 as a set of embedded circles or spheres. A transformational view raises two important questions: What are the immediate problems that need to be solved? What is the overall context that needs to be addressed in order to change destructive patterns? In other words, transformation views the presenting issues as an expression of the larger system of relationship patterns. It moves beyond the "episodic" expression of the conflict and focuses on the relational and historical patterns in which the conflict is rooted. Put another way, presenting issues connect the present with the past. The patterns of how things have been in the past provide a context in which the issues in a dispute rise toward the surface. But while they create an opportunity to remember and recognize, presenting issues do not have the power to change what has already transpired. The potential for change lies in our ability to recognize, understand, and redress what has happened, and create new structures and ways of interacting in the future.

Inquiry 2: The Horizon of the Future

The second point of inquiry is the horizon of the future, the image of what we wish to create. It asks us to consider what we would ideally like to see in place. However, this is not simply a model of linear change, in which there is movement from the present situation to the desired future. While the presenting issues act as an impetus toward change, the horizon of the future points toward possibilities of what could be constructed and built. It represents a social energy that informs and creates orientation. Thus, the arrow points not only forward to the future, but also back toward the immediate situation and the range of change processes that may emerge. This combination of arrows suggests that transformation is both a circular and a linear process, or what we will refer to here as a process structure.

Inquiry 3: The Development of Change Processes

The final major inquiry is the design and support of change processes. This broader component requires that we think about response to conflict as the development of change processes that attend to the web of interconnected needs, relationships, and patterns. Because the change processes should address both the immediate problems and the broader relational and structural patterns, we need to reflect on multiple levels and types of change rather than focusing on a single operational solution. Change processes must not only promote short-term solutions, but also build platforms capable of promoting long-term social change. Taken as a whole, this big picture provides a lens that permits us to envision the possibilities of immediate response and longer-term constructive change. It requires a capacity to see through and beyond the presenting issues to the deeper patterns, while at the same time seeking creative responses that address real-life issues in real time. However, to more fully understand this approach we need to explore in greater depth how platforms for constructive change are conceptualized and developed as process structures.

Process Structures: Platforms for Transformation

We come now to the operational side of transformation. The key challenge is how to support and sustain a platform with a capacity to adapt and generate ongoing desired change while at the same time responding creatively to immediate needs. To engage this challenge we have to think about platforms as process structures. In modern physics, process structures are natural phenomena that are dynamic, adaptive and changing, and yet at the same time sustain a functional and recognizable form and structure.[3] Margaret Wheately refers to them as "things that maintain form over time yet have no rigidity of structure."[4] The two terms that make up this term, "process" and "structure," point to two interdependent characteristics: adaptability and purpose. Transformational change processes must feature both of these characteristics. They must be both linear and circular.

Conflict transformation is a circular journey with a purpose.

In simple terms, linear means that things move from one point to the next in a straight line. It is associated with a rational-logical understanding of events in terms of cause and effect. However, in the social arena, events are likely moving along broad directions not always visible from a short-term perspective. In this arena, a linear perspective asks us to stand back and take a look at the overall direction of social conflict and the change we seek. It requires us to articulate how we think things are related and how movement is created. Specifically, it asks us to look at the patterns of interaction, not just the immediate experience, and understand the changes in these broad patterns. Circular understanding suggests that we need to think carefully about how social change actually develops. This notion of circularity underscores some defining elements of transformational change processes. First, it reminds us that things are connected and in relationship. Second, it suggests that the growth of something often "nourishes" itself from its own process and dynamic. In other words, it operates as a feedback loop. Third, and most critical to our inquiry, an emphasis on circularity makes it clear that processes of change are not unidirectional. Figure 2 represents change as a circle, featuring four experiences common to those in the midst of a difficult conflict.

There are times when we feel as if desired change is happening. Things move forward and progress, and what we hope to build seems to be in sight.
At other times, we feel as if we have reached an impasse or "hit a wall." Nothing is happening or all pathways forward seemed blocked.
Sometimes we feel as if the change processes are going backwards, and what has been achieved is being undone. In worst-case scenarios we hear language like, "In a single stroke, years of work have been set back." Common to the change process is the feeling that we are "swimming against the tide" or headed upstream.
Finally, we sometimes feel like we are living through a complete breakdown. It seems as if everything is falling apart and collapsing. These periods tend to be deeply depressing, and are often accompanied by the repeated echoes of "we have to start from ground zero."

All of these experiences are integral parts of the change process and provide us with some important insights about change. First, no one point in time determines the broader pattern. Rather, change encompasses different sets of patterns and directions. Second, we should be cautious about going forward too quickly. Sometimes going back may create more innovative ways forward, and falling down may create new opportunities to build. Third, we should be aware that life is never static and that we must constantly adapt. Figure 3 represents a simple process structure, which features a web of dynamic circles that create an overall momentum and direction. One might think of this as a rotini, a spiral made up of multi-directional internal patterns that create a common overall movement. It features both the purpose associated with linearity and the feedback loops associated with circularity.

The key to create a platform for transformation in the midst of social conflict lies in holding together a healthy dose of both circular and linear perspectives. A transformational platform is essentially this: The building of an on-going and adaptive base at the epicenter of conflict from which it is possible to generate processes that create solutions to short-term needs and provide a capacity to work on strategic long-term constructive change in systemic relational context. We can visualize this idea in Figure 4 by adding to our process-structure the rising escalation of conflict episodes. In order to understand a transformational platform, we need to visualize the idea of an on-going base from which processes can be generated. The escalation of conflict creates opportunity to establish and sustain this base. From the transformational view, developing a process to provide a solution to the presenting problem is important but not the key. Central to transformation is building a base that generates processes that 1) provide adaptive responses to the immediate and future iterations of conflict episodes, and 2) address the deeper and longer-term relational and systemic patterns that produce violent, destructive expressions of conflict.

In other words, a conflict-transformation platform must be short-term responsive and long-term strategic. The defining characteristic of such a platform is the capacity to generate and re-generate change processes responsive to both immediate episodes and the relational context. It is in this way an adaptive process-structure, one that can produce creative solutions to a variety of problems.

Practices For Transformational Strategies

In earlier sections, I described conflict transformation as a set of lenses that combine to create a way to look at social conflict and develop responses. Here I explore how to make this framework applicable by outlining several core practices that are useful in addressing social conflict from a transformational approach.

Practice 1: Develop a capacity to see presenting issues as a window

A transformational approach relies on a capacity to see the immediate situation without being overwhelmed by the demands of presenting issues, the urgency that pushes for a quick solution, and the anxieties that often develop as conflict escalates. The pursuit of broader transformational goals requires us to look beyond the immediate problems and to see these issues as a window. Just as we look through the glass, focusing our attention on what lies beyond the window, we look through the immediate issues to discover the relational context and the underlying causes of conflict. This is what some authors have called the capacity to see the difference between content of a conflict and its emotional and relational context.[5]

Practice 2: Develop a capacity to integrate multiple time frames

Approaching the immediate situation as a window also involves the ability to think about change without being constrained by a short-term view of time. This is not to say that short-term perspectives are never appropriate. The key is the ability to recognize the needs of multiple time frames and create strategies that integrate short-term response with long-term change. Addressing immediate episodes and broader relationship patterns requires processes with different time frames. Processes that will be effective in one case are not likely to be effective in another. For the transformation-oriented practitioner, the key capacity is an ability to recognize what sorts of processes and time frames may be needed to address the different kinds of change.

Practice 3: Develop a capacity to pose the energies of conflict as dilemmas

Posing conflicts as dilemmas involves shifting from an either/or frame of reference to a both/and frame of reference. In settings of sustained violence, we sometimes face what appear to be impossible decisions that involve outright contradictions. For example, those of us working in relief and aid agencies in Somalia in the early 1990s struggled with choices about where to put our energies and responses when none of the apparent options seemed adequate. Should we send food and relief aid even though we know armed groups will take advantage of it to continue the war, or should we not send food but then feel helpless about the enormous humanitarian plight? Far too often how we framed our questions limited our strategies. Framing choices in rigid either/or terms made it difficult to handle complexity. A shift in thinking emerged when we reframed our questions to reflect the legitimacy of different but not incompatible goals. Rather than accepting a frame of reference that posed our situation as choosing between one important goal or another, we reframed the questions in terms of interdependent goals. How can we build capacities for peace in this setting and at the same time create responsive mechanisms for the delivery of humanitarian aid? The formula is this: How can we address "A" and at the same time build "B"? This way of formulating the question creates a capacity to recognize different but interdependent aspects of a complex situation and develop integrative responses. The capacity to reframe conflict in this way enables us to more clearly identify our goals and seek innovative options for action.

Practice 4: Develop a capacity to make complexity a friend, not a foe

In conflicts, especially when there has been a long history of patterns and episodes that were not constructively addressed, people feel overwhelmed. It may seem that that situation is just too complicated, that there are too many things going on to even try to explain it. At times of escalated conflict, complexity describes a situation in which we feel forced to live with multiple and competing frames of reference about what things mean. We are also faced with lots of things happening at multiple levels, between different sets of people, all at the same time. This often leads to a sense of ambiguity, which produces three feelings: we feel insecure about what it all means, we are not sure where it is going, and we feel as if we have little or no control over what happens. This often leads people to seek escape or to find a quick solution. But in order to constructively deal with complexity, we must make it a friend rather than a foe and recognize its potential for building desired change. One of the great advantages of complexity is that change is not tied exclusively to one thing, action or option. The first key is to trust the capacity of systems to generate options and avenues for change. Second, we must pursue those options that appear to hold the greatest promise for constructive change. Third, we must not lock rigidly onto to one idea or approach. The potential avenues of change generated in complex systems are numerous. Complexity is especially a friend when cycles and episodes of conflict seem to narrow toward the same outcomes every time. It is here that paying careful attention to the multiplicity of options can create new ways to look at old patterns.

Practice 5: Develop a capacity to hear and engage the voice of identity and relationship

We have mentioned time and again the need to look for and see the patterns in the context that underpin the presenting situation. This involves an ability to recognize and then develop response processes that engage the deeper core of the conflict. Two central "root causes" of social conflict are identity and relationship. Identity is best understood as a relational dynamic that is constantly being redefined. It is not primarily about negotiating an agreement to solve a material problem, but rather is about protecting a sense of self and group survival. While it is rarely explicitly addressed, identity shapes and moves the expression of conflict. At the deepest level it is lodged in the narratives of how people see themselves, who they are, where they come from, and what they fear they will become. It is also deeply rooted in their relationships with others. A central challenge for transformation is how to create spaces and processes that encourage people to address and articulate a positive sense of identity in relationship to others but not in reaction to them. This can be accomplished in three ways.

First, be attentive to language, metaphors, and expressions that signal the distresses of identity. In order to deal with core issues of identity, one must acknowledge them as issues.
Second, move toward appeals to identity rather than away from them. Acknowledge that the conflict requires a process that more explicitly addresses issues of identity and relationship. Generating solutions to immediate problems is not enough.
Third, design transformation processes as dynamic platforms that create repeating patterns of exchange and exploration rather than produce immediate negotiated solutions.

Three guiding principles that characterize this process of exchange and exploration: honesty, iterative (i.e. repeating and cumulative) learning, and appropriate exchange.

First, we should work toward the creation of spaces where people feel safe enough to be deeply honest with themselves and others about their fears, hopes, hurts and responsibilities. Honesty reflects parties' sense of safety and builds trust.
Second, we must create multiple points of access and repetitive examination for addressing identity. The negotiation and definition of identity is a complex process that requires processes of interaction with others as well as inner reflection about self. Identity work is not a one-time decision-making process, but rather an ongoing learning process about self and other. This requires an iterative platform for addressing identity concerns within a framework of broader constructive change.
Third, appropriate exchange calls attention to the need to design work on identity in ways that respect people. Beyond direct face-to-face dialogue, there are many ways that learning and deepening understanding about identity and relationship can occur. This includes dialogue-as-music, dialogue-as-sport, and dialogue-as-shared-work to preserve old city centers, parks and mountains. All of these may do more than traditional dialogue to advance learning and understanding.

In addition, it is important to be attentive to people's perceptions of how identity is linked to power and the definition of the systems and structures that organize and govern their relationships. This is particularly important for people who feel their identity is eroded, marginalized or under deep threat. When addressing identity-based concerns, processes must strive to understand the roots of people's perceptions and address the systemic changes needed to assure access and respectful participation.

Conclusions

May the warmth of complexity shine on your face.
May the winds of good change blow gently at your back.
May your feet find the roads of authenticity.
May the web of change begin!

The lenses of conflict transformation focus on the potential for constructive change emergent from and catalyzed by the rise of social conflict. Because the potential for broader change is inherent in any episode of conflict, from personal to structural levels, the lenses can easily be applied to a wide range of conflicts. A key advantage to this framework lies in its capacity to think about multiple avenues of response. To use our earlier comparison, we suggested that transformation builds on and integrates the contribution and strengths of conflict-resolution approaches. A transformational approach inquires about both the specifics, immediately apparent in the episode of conflict, as well as the potential for broader constructive and desired change. Clearly there are arenas in which transformation is limited and a quick and direct resolution of the problem is more appropriate. In disputes where parties need a quick and final solution to a problem and do not have a significant relationship, they typically appeal to negotiation and mediation. In such cases the exploration of relational and structural patterns are of limited value. For example, a one-time business dispute over a payment between two people who hardly know each other and will never have contact again is not a context to explore a transformational application. However, in cases where parties share an extensive past and have the potential for significant future relationships, and where the episodes arise in an organizational, community or broader social context, simple resolution approaches may be too narrow. Though they may solve the immediate problems, they miss the greater potential for constructive change. This is even more significant in contexts where there are repeated and deep-rooted cycles of conflict episodes that have created destructive and violent patterns. In such cases, avenues to promote transformational change should be pursued. Conflict transformation places before us some big questions: Where are we headed? Why do we do this work? What are we hoping to contribute and build? Increasingly, I am convinced that those in the alternative dispute-resolution field and the vast majority of people and communities who wish to find more constructive ways to address conflict in their lives were drawn to the perspectives and practices of conflict resolution because they wanted change. They wanted human societies to move from violent and destructive patterns toward the potential for creative, constructive and nonviolent capacities to deal with human conflict. This means replacing patterns of violence and coercion with respect, creative problem-solving, increased dialogue, and nonviolent mechanisms of social change. To accomplish this, a complex web of change processes under-girded by a transformational understanding of life and relationship is needed. [1] This essay is an excerpt from John Paul Lederach's book "The Little Book of Conflict Transformation, published by Good Books, 2003. Conflict Research Consortium graduate student Michelle Maise condensed the 70+ pages of material in the original draft of that manuscript (with John Paul's and the publisher's permission) into this essay. [2] See Preparing for Peace (Syracuse University Press, 1995) and Building Peace (US Institute of Peace Press, 1999). [3] See Margaret Wheatley's discussion of this in reference to learning organizations in Leadership and the New Sciences, San Francisco: Barrett-Koehler, Publishers, 1994. [4] Wheately, 1994:16. [5] See Hocker and Wilmot's discussion of content and relationship in Interpersonal Conflict or Edwin Friedman's discussion of anxiety, emotional process and symptomatic content in Generation to Generation. Use the following to cite this article:
Lederach, John Paul. "Conflict Transformation." Beyond Intractability. Eds. Guy Burgess and Heidi Burgess. Conflict Research Consortium, University of Colorado, Boulder. Posted: October 2003 <http://www.beyondintractability.org/essay/transformation/>.

Sources of Additional, In-depth Information on this Topic

Additional Explanations of the Underlying Concepts:

Online (Web) Sources Berghof Handbook for Conflict Transformation. Berg of Research Center for Constructive Conflict Management, December 2007.
Available at: http://www.berghof-handbook.net/.

This Handbook gives practitioners and scholars an overview of the currently available approaches, methods, techniques and theories of conflict transformation. It documents and assesses the state of the art in the field as well as offer opportunities to reflect on and discuss the strengths and weaknesses of these approaches. The topic structure of the Handbook is organized according to the conceptual preconditions, the different social levels and the various dimensions of conflict transformation.

Senghaas, Dieter. "Civilizing Conflict: Constructive Pacifism as a Guiding Notion for Conflict Transformation."
http://www.berghof-handbook.net/articles/senghaas_handbook.pdf.
This article presents "causal/constructive pacifism" as a guiding notion for conflict transformation. If civil or international war is the effect of anarchy, a social order from which enduring peace emerges must be built at national, regional/continental and international levels. Correspondingly, the author develops a historically informed model of a complex peace architecture ("civilizational hexagon"), the components of which he discusses at both the national and international level. Hexagonalizing peace is the very basis for conflict transformation, i.e. for civilizing conflicts in a potentially violence-prone political, socio-economic and socio-cultural environment.

Burgess, Heidi and Guy M. Burgess. "Conflict Transformation and Peacemaking." , 1997
Available at: http://www.beyondintractability.org/articlesummary/10299/.

This page describes John Paul Lederach's approach to conflict transformation. It discusses justice, peace, and mercy, and contrasts Lederach's approach to that of Bush and Folger.

Miall, Hugh. "Conflict Transformation: A Multi-Dimensional Task."
http://www.berghof-handbook.net/articles/miall_handbook.pdf.
This essay identifies the key theorists and modes of practice of conflict transformation. It attempts to distinguish these from the theories and practices of conflict resolution and conflict management, while at the same time arguing that conflict transformation draws heavily on these earlier traditions. Conflict transformation as a response to the changing nature of contemporary conflict, however, it is still an incomplete synthesis.

Francis, Diana. "Conflict Transformation: From Violence to Politics." CCTS Newsletter, Number 9, Summer 2000 , 2000
Available at: http://www.c-r.org/ccts/ccts9/vipolint.htm.

This is a paper written for a series of seminars designed to explore what is necessary to move from violent conflict to something which might be described as peace.

Constructive Confrontation.
Available at: http://www.colorado.edu/conflict/peace/treatment/constcon.htm.
This page offers a brief discussion of the concept of constructive confrontation. This conflict strategy was developed by Guy and Heidi Burgess, and focuses upon helping the parties develop more constructive strategies for pursuing inevitable confrontations. It is an incremental approach which involves diagnosing particular conflict problems, and then designing remedies for those problems so that the resulting conflict is more constructive. The page includes links to further reading on the subject.

Jarman, Roswitha. "Healing as Part of Conflict Transformation." CCTS Newsletter, Number 12, Spring 2001 , 2001
Available at: http://www.c-r.org/ccts/ccts12/healing.htm.

This article explores how outsiders coming in to war-torn regions can contribute to healing the personal and interpersonal hurt of individuals and groups and thereby contribute to the process of conflict transformation.

Negowetti, Nicole. "Reconciliation: Central Component of Conflict Transformation." , April 4, 2003
Available at: http://www.skynet.ie/~peacesoc/read/reconciliation.html.

This essay examines the concept of reconciliation as central to Jonh Paul Lederach's theory of conflict transformation. It asserts that contemporary intra-state conflicts require innovative approaches that consider the subjective experiences of both victims and perpetrators, for their transformation. The piece includes discussion of Lederach's distinction between conflict transformation and the concepts of conflict resolution and conflict management.

Burgess, Heidi, Guy M. Burgess and Tanya Glaser. Transformative Approaches to Conflict. Conflict Research Consortium.
Available at: http://www.colorado.edu/conflict/transform/index.html.
This site contains information about a variety of transformative approaches to conflict including transformative mediation, John Paul Lederach's conception of transformative peacemaking and conflict transformation, the analytical problem solving/human needs approach to conflict transformation, research on the transformation of conflicts from intractable to tractable (primarily done at Syracuse University), and other techniques for successfully dealing with intractable conflicts, particularly dialogue and constructive confrontation.

Offline (Print) Sources Diamond, Louise. Beyond Win-Win: The Heroic Journey of Conflict Transformation. Washington D.C.: The Institute For Multi-Track Diplomacy, 1994.
Peace is not a static phenomenon. "The discovery of peace" is a continuous process of developing structures and relationships which fulfill our needs and correspond to our perception of well-being. To discover peace, a system encouraging conflict should be transformed. Conflict transformation is different from conflict resolution and management. It involves changing parties' beliefs and behaviors, releasing the energy limited by determined patterns of thought and action, to move toward creating new relationships. "To transform conflict is to discover peace" (p. 3). This paper presents a map of the journey of discovering peace and hence, transforming conflict. It consists of five parts including motivation (touching the ideal), quest (vision and commitment), test (causes and consequences), death (self-examination and letting go), and rebirth (reframing and action). Click here for more info.

Weiner, Eugene, ed. Conflict Resolution Moves East: How the Emerging Democracies of Central and Eastern Europe Are Facing Interethnic Conflict . New York: Continuum Publishing, 1998.
The author draws on the work of Partners for Democratic Change in the emerging democracies of Eastern and Central Europe. Shonholtz explores the "intersection between the historical and cultural suppression of conflict and the democratic need for the expression and resolution of conflict."(p.360) Click here for more info.

Chupp, Mark , ed. Conflict Transformation: A Spiritual Process. Conciliation Quarterly, 1993.
Conflict transformation is a spiritual process which brings internal, relational and structural change. The author sees seven spiritual aspects to transformation which develop along a cycle: coming together, commitment and trust, listening, empathy, dialogue, and restoration. Click here for more info.

Burgess, Heidi. "Constructive Confrontation: A Transformative Approach to Intractable Conflicts." Mediation Quarterly 13:4, 1996.
This article describes the conflict strategy of constructive confrontation. This strategy may be used to approach intractable conflicts that are not yet ripe for resolution. Developed in the context of large-scale public policy and international conflicts, this approach parallels transformative mediation in several ways. Most important is an emphasis on empowerment and recognition (though constructive confrontation uses different terms) and a focus on constructive processes rather than resolution as the primary goal. The article highlights the similarities and differences between constructive confrontation and transformative mediation. Click here for more info.

Porter, Thomas W. and Mark Conrad Mancao. "Engage Conflict Well: Transforming Conflict in the United Methodist Church." In Positive Approaches to Peacebuilding: A Resource for Innovators. Edited by Liebler, Claudia, ed. et al. Washington DC: Pact Publications, 2003.
"The JUSTPEACE Center for Mediation and Conflict Transformation believes that creating justpeace through conflict transformation involves preparing the self and engagin others in processes that move in positive directions. "Engage Conflict Well" is an emerging model in The United Methodist Church, which explores these interrelated phases of conflict transformation. This chapter presents a summary of each element in the model and then offers more in-depth discussion of the three aspects that are most germane to this book-circle process, relational covenants, and appreciative questioning."

Schwerin, Edward W. Mediation, Citizen Empowerment and Transformational Politics . Westport, Connecticut: Praeger, 1995.
The author argues that while empowerment is the core concept of transformational ideologies, it remains a fuzzy concept. Participation in community mediation is generally thought to be empowering, so he begins his analysis of empowerment by examining the community mediation movement. Click here for more info.

"Power and Social Exchange." American Political Science Review 72, 1978.
This article provides theoretical grounding for helping third parties or antagonists reframe conflictual environments.

"Power and the Emergence of Commitment Behavior in Negotiated Exchange." American Sociological Review , 1993.
Relations based on negotiated exchange sometimes transform to one that incorporates exchange of non-contingent gifts or long-term reciprocal transactions, even when alternatives to exchange relation exist.

Dukes, E. Frank. "Public Conflict Resolution: A Transformative Approach." 9:1, January 1993.
The author examines both the transformative and management approaches to mediation. Click here for more info.

Rothman, Jay. "Reflexive Dialogue as Transformation." Mediation Quarterly 13:4, 1996.
Rothman describes his approach to intervention in identity conflicts as facilitating reflexive dialogue. He sees reflexive dialogue as a form of transformative conflict resolution. Click here for more info.

Dukes, E. Frank. Resolving Public Conflict: Transforming Community and Governance (Political Analyses). Manchester University Press, November 1, 1996.
In this powerful and optimistic book, Franklin Dukes moves beyond the orthodox remedies of right and left to explain how the field of public conflict resolution offers a way to cut through the impasse in public policy-making. Drawing on conflict resolution experience and recent democratic theory, Dukes traces the philosophical roots and development of the public conflict resolution field. He examines in detail how it has worked in practice, in the US and other western democracies. Finally, he argues that a more systematic application of public conflict resolution by policy-makers would confront three key problems of contemporary democratic society: the disintegration of community, alienation from government, and the inability to solve public disputes.*

Clements, Kevin P. "The State of the Art of Conflict Transformation." In Searching for Peace in Europe and Eurasia: An Overview of Conflict Prevention and Peacebuilding Activities. Edited by van Tongeren, Paul, Juliette Verhoeven and Hans van de Veen, eds. Boulder, CO: Lynne Rienner Publishers, 2002.
"The field of conflict resolution/conflict transformation is still in a dynamic stage of evolution. It is an evolving sphere or interdisciplinary endeavor that has both theoretical and practical implications. This chapter will begin with a map of the field and an assessment of the state of the art. It will then analyze and assess these schools of thought by identifying trends or themes within the different perspectives. This will be followed by a critique of the field and recommendations for improving the theory and practice of conflict transformation."

Ury, William L. The Third Side: Why We Fight and How We Can Stop. New York: Penguin Books, September 2000.
In this book, William Ury explains that it takes two sides to fight and a third to stop it. Based on years of experience as a conflict resolution practitioner, Ury describes ten practical roles that people can play to prevent destructive conflict. He argues that fighting is not inevitable human behavior and that we can transform battles into constructive conflict and cooperation by turning to what he calls, "the third side".

Chupp, Mark . "When Mediation is Not Enough." 10:3, 1991.
This article analyzes the value system that dominates the present field of mediation, the author concludes that the mediator's original goal of reconciliation has been lost. Throughout the years there has been a value shift in the mediation field which is reflected in the changing use of terminology from "reconciliation" to "conflict resolution" and to "conflict management". The model that he outlines in this article has a value of inner conflict and social structure transformation at the core and uses nonviolence as a technique of conflict regulation. Click here for more info.

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Examples Illustrating this Topic:

Online (Web) Sources Fetherston, A. B. "From Conflict Resolution to Transformative Peacebuilding: Reflections From Croatia." , 2000
Available at: http://www.brad.ac.uk/acad/confres/assets/CCR4.pdf.

The author argues that conflict resolution needs to undergo reappraisal in the light of critical social theory and in the context of peacebuilding practices which have emerged out of war zones. Fetherston advocates for a needs-based problem solving process that brings about the transformation of modern conflicts.

Clements, Kevin P. "Towards Conflict Transformation and a Just Peace." Berghof Research Center for Constructive Conflict Management, 1900.
http://www.berghof-handbook.net/articles/clements_handbook.pdf.
This article argues that the structural sources of conflict--political and economic in particular--have been relatively underdeveloped in conflict analysis and in the design of intervention processes. This has meant that many Track II interventions in conflict have been oriented towards attitudinal and behavioural change rather than situational or structural change. Until this situation is reversed and more attention is paid to the transformation of institutions and processes, it will be difficult to generate stable peaceful relationships. The article concludes with some lessons learned from experiences of conflict intervention in Africa, the Caucasus and Asia.

Dukes, E. Frank. "Why Conflict Transformation Matters: Three Cases." , November 1999
Available at: http://www.gmu.edu/academic/pcs/Dukes61PCS.html.

This essay begins with an examination of the importance of conflict transformation. The failings of an ideology of conflict management currently dominating the conflict resolution field, are contrasted with components of a transformative practice. The author then offers three cases from personal experience and draws lessons from them to illustrate the potential of conflict resolution in three distinct areas: fostering community, building a responsive governance, and resolving public conflict.

Offline (Print) Sources Kriesberg, Louis. "Mediation and the Transformation of the Israeli-Palestinian Conflict." Journal of Peace Research 38:3, 2001.
This article discusses the contributions of various mediators involved in Israeli-Palestinain negotiations, toward transforming the conflict in the 1990s. The conflict has met severe disruptions and retrogressions, but at various stages of escalation and de-escalation different kinds of mediators have had important impacts on the course of the conflict.

Jacobs, David. "Polish Solidarity and Transformational Bargaining." Negotiation Journal 8:2, April 1, 1992.
This article discusses the process of negotiation in Poland, between the Communist government and Solidarity, over an array of political and economic reforms. The author focuses on negotiating transfers of power through transformational bargaining.

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5.08%	5.08%
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8.30%	8.25%
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0.97%	0.98%
1.15%	1.16%

6.35%	6.38%
6.48%	6.51%
6.51%	6.54%
6.03%	6.03%
6.93%	6.96%
6.86%	6.86%

11.32%	11.32%
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Practice 1: Develop a capacity to see presenting issues as a window

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Conclusions

Sources of Additional, In-depth Information on this Topic

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