Peace Building and Conflict Transformation
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1 Peace Building and Conflict Transformation Perspectives shared at the training course entitled ADVANCE COURSE ON GOVERNENCE AND STATE MANAGMENT organized by Nepal Administrative Staff College to under secretaries of GoN on 24 July 2017 at NASC Jawolakhel Bishnu Raj Upreti, PhD Conflict Management Nepal Centre for Contemporary Research (NCCR) Researcher, conflict, peace and human security, Mobile:
2 Nepal Known for: Positive: Birth place of lord Buddha Country of Mount Everest Cities of temples NA UK PKOs Negative: Earthquake Corruption Conflict Remittance based
3 Outline of the presentation 1. Session objectives 2. Understanding peace building 3. Current state of peace in Nepal 4. Conflict and conflict transformation 5. Conclusions 6. Reference (BU work) 7/24/2017 3
4 Session objectives Analyze the process of peace building Describe key approaches of conflict transformation
5 CPA basis for peace building and conflict transformation Guiding framew ork source of Interim Constitution, CA, the New Constitution (2072), government and the Presidency
6 2. Understanding peace building Peace: A state of mind. End of conflict is not state of peace. Peace: situation in which a person feel secure and free from any psychological, physical, political and livelihood threats. the state of being free from risk or danger; safety, doubt, anxiety, or fear. PB: In the context of bloody conflict, peace building aims at preventing outbreak, recurrence or continuation of armed conflict, violence or social tensions and therefore encompasses a wide range of political, developmental, humanitarian and human rights program and 7/24/2017 mechanisms (UN-Brahimi Panel Report 2000) 6
7 2. Understanding peace building-2 Difference between PM-PK-PB 1. Peacemaking: Diplomatic and strategic efforts to influence the outcome of conflicts. 2. Peacekeeping: Military or mobilization force in order to affect the outcome of conflicts in a desired way (e.g., UNPOK). 3. Peace-building: establishing a web of interventions to address the causes of and negative effects of conflict 7/24/2017 7
8 2. Understanding peace building-3 Peace building debate Conventional (narrow focus, earlier approaches of UN/ UNPKOs, post conflict activities, etc) Unconventional or comprehensive (peace building as umbrella concept, not limiting post conflict activities) Environmental peace building Human security approach of peace building Peace building is an inclusive approach with underlying objective of preventing, social tension and violent conflict 7/24/2017 8
9 2. Understanding peace building-4 Non-violent approaches of peace M.K. Gandhi and Indian political change Martin Luther King and minority rights John Galtung and conceptual reorientation in academic debate Work of many religious, philanthropic and humanitarian organizations (e.g., Quaker Peace & Social Witness, Rotary International, etc.) Academic programs (e.g., Bradford University) 7/24/2017 9
10 6. Life Cycle of a Conflict Strategies of dealing with conflict depends upon the different stages of conflict 7/24/
11 Land reform and socioeconomic transformati on Power sharing State restruct uring Local peace initiativ es Reconstru ction and developm ent Political parties reform Pillars of Nepal's peace Economic recovery and stability Dealing with internatio nal actors Moderni zation of Security sector Institutional ization of provisions of CPA Transition al justice Peace dividen ds 7/24/
12 3. Current state of peace in Nepal 1. Unique at the beginning (Maoist largest party, peaceful republic, relations among leaders) 2. High political commitment to low delivery 3. High public expectation to growing frustration 4. Growing mistrust and distrust with leaders 5. Negative social psyche 6. Heavy prevalence of external interests 7. Failure in providing peace dividends to people 8. Medium to high risks of protracted conflict 7/24/
13 4. Conflict and conflict transformation Understanding conflict: Cause by feeling of injustice Access to and control of power, position and resources Conflict is integral part of society and therefore inevitable Conflict is not always pathological/dysfunctional Conflict can be a constructive means for social change and progress of individual, group and community
14 4. Conflict and conflict transformation -2 Causes of conflict: Structural: poverty; unemployment; inequalities (caste, class, gender, geographical), etc. Individual greed, ambition, mistrust and perceived Risks Bad governance: faulty policies, weak implementations, centralisation, corruption, abuse of authority, etc. External : strategic, economic, political interests of external actors Knowledge and information gap Rapid changes: IT, commercialisation of CP resources, privatisation of public services, growing consumerism, 7/24/
15 4. Key approaches to deal with conflict-3 Approaches Conflict management Conceptual Dominant conflict behaviour focus Contain conflict/maintain peace by constraining aggressions and violence by using different Power deterrence mechanisms like alliances, balance of power, coercive conflict behaviours, collective security, border sealing, Encourage and promote execution of ethical and legal norms and provisions such as Geneva Values convention and other international human rights laws and conventions, economic and social justices, principled or moral conflict behaviour, RoL, etc. Conflict resolution Conflict transformatio n Needs Relationships Encourage to respect other party's needs, seek to identify and acknowledge the legitimacy and relevance of needs, explore alternatives Develop empathy for other party's needs by transforming stereotypes and perceptions about self and other party. Empathetic and transformative conflict behaviour Conflict prevention Human dimension Looks at phenomenon of conflict and its human dimensions Not merely the conditions that create an environment of conflict and the structural changes required for removing it, but more importantly, the promotion of conditions that create 7/24/2017 cooperative relationships. 15
16 4. Key approaches of conflict transformation -4 Human relations Develop empathy (ability to understand and share the feelings of another) for other party's needs by: transforming stereotypes and perceptions about self and other party. Promoting empathetic and transformative conflict behaviour According to Berghof Foundation, conflict transformation means: Comprehensive term refers to actions and processes to alter characteristics and manifestations of violent conflict by addressing the root causes of conflict. It aims to transform negative destructive conflict into positive constructive conflict and deals w ith structural, behavioural and attitudinal aspects of conflict. Covers both process and outcomes. It incorporates activities of conflict prevention, conflict resolution and conflict settlement 7/24/
17 4. Conflict transformation-5 Conflict transformation: deals on relationships between the parties in conflict by understanding the need of other side and by changing the perceptions. Transformation covers 1. Actors transformation 2. Rules transformation 3. Elite transformation 4. Context transformation 5. Issues transformation 7/24/
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19 4. Options for political decision makers Prioroty to objectives Confrontation Political decision makers stick on thier own agenda and positon Avoidance and inaction Political decision makers try to skip form addressing the post conflict transtional challenges Compro mise Collaboration Political decision makers wok together to address the post conflict transtional challenges Accommodation Political decision makers others interests to deal with transtional challenges Priority to relations 7/24/
20 5. Conclusions 1. Nepal s peace process is still in crossroad, can go to protracted if not handled the situation properly 2. Current understanding of peace builingg and conflict transformation of political decision makers is fragmented, partial and guided by the pow er centric strategies 3. Main threats from: 1. External interests (never forget the 3 times blockade by India; Sin-Indian tension, Tibet centric sponsored activities by Europe/N. America 2. Internal vested interests (supporting readical agenda and separatist voices) 3. Manipulation of federalism 4. Efforts: new leadership/young generations; concerted efforts from private sector, civil society, academia, media and others to change dynamics 7/24/
21 List of references 7/24/
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37 Thank you Comments and suggestions appreciated 7/24/
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