RSSSection III: Third-Party Tools and Capacity Building
The third section of the Handbook deals with methods to enhance capacities for handling and intervening in conflicts on the interpersonal level and inter-group level. It focuses on effective facilitation and negotiation, third-party intervention and peace constituency training. Of particular importance in this context are the issues of the psychosocial dimensions of conflict transformation and individual and collective learning processes.
| Author | Title / Description | Date | ||
|---|---|---|---|---|
Hans J. Giessmann & Oliver Wils 
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Seeking Compromise? Mediation through the Eyes of Conflict Parties
Adopts an empathetic view on mediation from the perspective of conflict parties who may or may not choose to engage in it. Addressing five crucial questions - why, when, where and from whom third-party mediation might be sought, and what results are expected of it - the authors draw up recommendations for those trying to offer or support mediation processes. They put special emphasis on the role of insider mediators and the need for multi-partiality.
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2011 09 2011 | ||
| Ron Fisher
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Methods of Third-Party Intervention
Reviews various forms of third-party intervention (e.g. conciliation, consultation, mediation, power mediation, arbitration and peacekeeping), focusing on mediation. Using a basic contingency model, the author outlines which third-party role may be most successful in which context. Critical issues are introduced, including: culture, power asymmetries, biases, timing, effectiveness, coordination and the ethics of intervention. (updated and revised for 2011 print edition)
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2011 09 2011 | ||
| Véronique Dudouet
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Nonviolent Resistance in Power Asymmetries
Explores the context and conditions in which nonviolent resistance can contribute to successful and sustainable conflict transformation processes. The author introduces the concept, aims and methods of nonviolent action and explores conceptual and empirical developments throughout the 20th and 21st centuries. She illustrates its potential and limits, both in transforming asymmetric power structures and in encouraging democratic practices, using the example of the Palestinian first intifada in the Israeli/Palestinian struggle. (updated and revised for 2011 print edition)
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2011 08 2011 | ||
| Nenad Vukosavljevic
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Preparing for Nonviolence - Experiences in the Western Balkans
Reflects on experiences and lessons learned from an insider activist’s and practitioner’s point of view. The author looks back at over a decade of training practice at the Centre for Nonviolent Action (CNA) in the Western Balkans, offering provocative thoughts on goals and methods, trainer-participant relations and dilemmas such as sustaining momentum, the risk of individual burn-out and the hope for achieving social change. (updated for the 2011 print edition)
Older version: Training for Peacebuilding and Conflict Transformation. Experiences of the "Centre for Nonviolent Action" in the Western Balkans (2007) |
2011 08 2011 | ||
| Beatrix Austin
|
Training for Conflict Transformation - An Overview of Approaches
Seeks to provide a first orientation for an audience less familiar with the field of conflict transformation and its educational possibilities. Questions raised include: who is offering training for which target audience? What are strengths and shortcomings? Are there criteria that help assess training? What challenges remain, what recommendations can be made for improving training offers? The article has an extensive reference section covering training manuals and materials, organisations, resources and analyses. (updated and revised for 2011 print edition)
Older version: Training for Conflict Transformation - An Overview of Approaches and Resources (2006) |
2011 07 2011 | ||
| Dirk Sprenger |
The Training Process: Achieving Social Impact by Training Individuals?
Discusses how to make sure that training for conflict transformation has an impact on conflict transformation. Written from a trainer's perspective, the article argues that the impact potential of training is heavily influenced by decisions made in the planning and realisation phase. The author shares his insights on analysis, strategy development, participant and trainer selection, training contents and formats, follow-up support, the importance of process, and unavoidable negative impacts.
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2005 08 2005 | ||
| Ron Kraybill |
Facilitation Skills for Interpersonal Transformation
Describes the most important skills and tools facilitators need in order to enhance capacities at the individual and interpersonal level. The author presents: skills used in moment-by-moment interaction with parties; techniques for facilitating sustained dialogue; and principles of process design for addressing the larger institutional and structural realities of conflicts. (revised for 2004 print edition)
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2004 08 2004 | ||
| Friedrich Glasl & Rudi Ballreich |
Team and Organisational Development as a Means for Conflict Prevention and Resolution
Offers conflict transformation approaches for groups, teams and organisations. The authors identify five levels of cooperation within teams (i.e. the level of individual members, the content level, the interaction level, the procedural level and the level of external relations between the group and its environment) and offer suggestions for addressing conflict within teams at each level. (revised for 2004 print edition)
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2004 08 2004 | ||
| Norbert Ropers |
From Resolution to Transformation: The Role of Dialogue Projects
Presents dialogues as the classical means of constructively dealing with conflicts. The author gives an overview of ideal types and identifies the basic elements of most dialogue processes. He discusses dialogue in the context of various other approaches in order to establish criteria for measuring success. (revised for 2004 print edition)
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2004 08 2004 | ||
| Michelle LeBaron |
Transforming Cultural Conflict in an Age of Complexity
Focuses on three distinct ways in which culture affects conflicts: culture as a lens that facilitates or blocks effective communication; culture and world view differences as the subject of conflicts; conflicts related to identity and recognition as facets of cultural differences. The author discusses challenges and concrete recommendations for process design in culturally-complex conflicts.
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2001 08 2001 |