transformative leadership @ Rotaract MUN 2013 by Club Rotaract TEAM

Transformative Leadership Key Skills for Dealing with Conflicts, Challenge and Crisis in the 21st Century

Kai Brand-Jacobsen Director, Department of Peace Operations (DPO) â&#x20AC;&#x201C; PATRIR Baia Mare, Romania August 22nd, 2013

Introduction: Kai F. Brand-Jacobsen Kai F. Brand-Jacobsen Director - Department of Peace Operations (DPO) Advisor to       

UN Country Missions & Agencies Commonwealth Secretariat All-Party Parliamentary Working Group on Conflict Issues Organisation for Security and Cooperation in Europe (OSCE) National Governments & Conflict Party Leadership Global Partnership for the Prevention of Armed Conflict (GPPAC) Universities, Training Academies & Staff Colleges (Globally)

Introduction: Kai F. Brand-Jacobsen Kai F. Brand-Jacobsen Director - Department of Peace Operations (DPO) Specialization / Areas of Expertise           

Facilitation and Mediation of Peace Processes Early Warning & Armed Violence Prevention Peacebuilding During Wars / Armed Violence War to Peace Transitions Post-War Recovery & Peace Consolidation Reconciliation, Healing and Dealing with the Past Scenario Development & Futures Planning Strategic Planning & Intervention Design Multi-Stakeholder Strategic Planning Processes Policy Development and Design Design & Implementation of Monitoring & Evaluation for Peacebuilding and Peace Support Operations

Introduction: Kai F. Brand-Jacobsen Kai F. Brand-Jacobsen Director - Department of Peace Operations (DPO) Country / Regional Expertise & Areas of Operation  Afghanistan

 Somalia

 Iraq

 India

 Sudan

 Lebanon

 Pakistan

 Liberia

 Jordan

 Nepal

 Northern Ireland

 Egypt

 Sri Lanka

 MoldovaTransdniestria

 Israel-Palestine

 southern Thailand  Former Yugoslavia  Colombia  Burma

 Aceh-Indonesia

 Cambodia

 Cyprus

 Mexico

PATRIR: PILLARS

The Institute has three main â&#x20AC;&#x2DC;pillarsâ&#x20AC;&#x2122; Research: Directed to key areas affecting improving peacebuilding policy & practice. Operations: Upon request: 1. Support for Mediation & Peace Processes 2. Strengthening Capability of Governments, International Organisations, and Local & National Capabilities Training & Professional Development: 3. Senior Staff 4. Government Officials 5. UN Agencies & Country Missions 6. Conflict Party Leadership

O TpR ree ars iae nta iir

What I hope we will achieve… To gain together … a clear and actual understanding of “what is peacebuilding” … a deeper / shared understanding of the challenges and crisis facing us … an understanding together of the nature of complex crisis and systemic challenges … and the cost of failing to address them effectively … what we can do about them And an appreciation for the difficulty but also practical and responsible necessity of evolving better, more effective ways of dealing with conflicts, challenges and crisis

What is Peacebuilding? Peacebuilding is aboutâ&#x20AC;Ś o finding practical solutions to sometimes complex and extremely difficult / long-standing problems or challenges o transforming conflicts through proven and effective means and developing new, innovative and effective approaches to conflict management, transformation and resolution o addressing the actual contradictions and underlying root causes, structures & drivers of conflicts and violence o building the capacity of societies / states and all sectors to handle conflicts constructively and prevent violence It includes: o Preventing, mitigating and reducing crisis and violence o Healing from the visible and invisible impacts and effects of violence, war and conflict on individuals and society

systemic challenges

GLOBAL STATISTICS

Combined wealth 225 richest people = approx 1 trillion USD

GLOBAL STATISTICS

Combined wealth 225 richest people = approx 1 trillion USD Greater than the wealth of poorest 2.5 billion people put together

GLOBAL STATISTICS

Combined wealth 225 richest people = approx 1 trillion USD Greater than the wealth of poorest 2.5 billion people put together Three wealthiest men in the world have more money than the worldâ&#x20AC;&#x2122;s poorest 48 countries put together 24.000 children die each day as a direct result of poverty Nearly 1 billion people entered this century unable to read or sign their name Less than 1% of what the world is spending on weapons would suffice to put every child in school. Itâ&#x20AC;&#x2122;s not being done

GLOBAL STATISTICS

Understanding crisis … many of today’s crisis are complex – they don’t have just one single cause or one easy answer … many of them are systemic – they’re built into the way we’re dealing with economics, politics, social, environmental issues in our countries and globally … they require multi-faceted, multi-dimensional solutions which are often ●

beyond the capacity of single individual actors / stakeholders

And, most importantly:

 The way we are dealing with them is often making the crisis / problems worse

vuca volatility uncertainty complexity ambiguity

In the face of these crisis and challenges people often feel powerless, overwhelmed and donâ&#x20AC;&#x2122;t know what we can do to address them

cognitive failure siloed thinking blame / scape goats faulty premises / â&#x20AC;&#x2DC;memesâ&#x20AC;&#x2122; failure to constructively engage with diversity reinforcing myths lack of systems of accountability

What’s the ‘good’ news … as a species we have an extraordinary capacity to deal with challenges … today we have a greater productive, scientific and innovative capacity than at perhaps any other time in the history of our existence as a species … the knowledge, skills and tools required to deal with many of the challenges we face … or to find solutions for how to deal with them … exist But:

 We are often not applying them or not drawing upon the full potential / capacity we have to address these challenges

finding solutions to complexity

conflict

conflict conflict is normal conflicts can be handled constructively or destructively All of us have / experience conflicts •

Individual

•

inter-personal • • •

business community

• •

family

societal inter-state / international / global

2 different ways of dealing with conflicts Constructive / Innovative

Destructive / Negative

 enabling / empowering

 Limiting / disempowering

 addresses actual issue

 wasteful use of energy / resources (diverts from focus & potential)

 brings innovation / new solutions  optimizes capacities  creates new horizons

 blocks solutions & innovation  misuses resources & capacities  constrains horizons and opportunities

5 widely held incorrect assumptions / myths about war & conflict 1. conflict = war 2. war / violence are part of human nature / are inevitable: nothing can be done about them 3. “it’s their fault”: war / violence happen because of what the other side did / does 4. it will take decades / centuries to solve 5. peace is naive

Why Peacebuilding Matters: Mapping the Costs of the Failure to Prevent

HUMAN

OPPORTUNITY

IMPACT

SOCIOECONOMIC

POLITICAL

CONTEXT

SOURCE: DFID Preventing Violent Conflict (2006)

Costs of Armed Violence & War

 1.5 billion people live in countries affected by political violence, organised crime, exceptionally high murder rates or low intensity conflicts  Of the 34 countries furthest from reaching the MDGs 22 are in the midst or emerging from violent conflict  1990 – 2005: Armed Conflicts in Africa cost USD 284 billion This exceeds international aid flows by principal donors during same period (Africa’s Missing Billions)  The average cost of one armed conflict – 65 billion dollars – exceeds the value of annual development aid world-wide

SOME OF THE FIGURES

Costs of Armed Violence & War

 740 000 people die as a result of armed violence each year (OECD-DAC)

 Armed Violence is among the top five leading causes of deaths for adults (WHO, 2006, 2008)

 Global cost of homicidal violence to societies around the world: USD 95-160 billion a year (Geneva Declaration Secretariat, 2008)

 As much as USD 400 billion is lost when considering lost productivity from lives prematurely cut short by violence (WORLD BANK)

DAILY TOLL

SOURCE: WHO Preventing Violence and Reducing Its Impact

Every day, more than 4000 people die because of violence, over 90% of them in low- and middle-income countries

World Health Organisation

This is roughly the same as the daily toll of deaths due to tuberculosis and more than the daily toll of some 3500 deaths due to malaria. Of those killed by violence, approximately:  2300 die by their own hand  over 1500 because of injuries inflicted by another person  and over 400 as a direct result of war or some other form of collective violence. Therefore, if this presentation takes 40 minutes, in that time...  Suicide: 47.9  Homicide: 31.2  War: 8.3

3 Key Terms: Peacemaking, Peacekeeping, Peacebuilding • Peacemaking political and diplomatic interventions and measures directed at bringing warring parties to agreement. Though customarily seen as ‘high politics’, peacemaking increasingly covers a broad range of measures and efforts aimed at bringing about negotiations, talks, dialogue, and mediation processes aimed at arriving at agreements and addressing the core issues in conflict – and can be carried out by a wide-range of actors.

• Peacekeeping military or civilian/non-armed deployment and presence of forces to contribute to stabilization and prevent/mitigate acts of violence and critical incidents. Through presence, inter-positioning, and accompaniment, peacekeeping forces can provide stability and reduce risk of violence and tension, improving an enabling environment for peacebuilding and peace processes to take place.

• Peacebuilding promotion of institutional and socioeconomic measures at the local, national, or international levels to address underlying causes of conflict and transform conflict dynamics. Peacebuilding is the actual process and measures of building peace and can include efforts before, during and after war. The measure of peace building is addressing the driving, causal factors of the conflict (sources and contradictions), conflict pillars, and the capacities of the state, society, and parties in conflict to deal with conflicts constructively and by peaceful means (infrastructure for peace – I4P).

– Understanding War, Conflict & Peace –

CONFLICT

CONFLICT TRIANGLE

ATTITUDE(S)

CONFLICT TRIANGLE

ATTITUDE(S)

BEHAVIOUR(S)

CONFLICT TRIANGLE

ATTITUDE(S)

BEHAVIOUR(S)

CONTRADICTION(S)

CONFLICT TRIANGLE

ATTITUDE(S)

BEHAVIOUR(S)

CONTRADICTION(S)

CONFLICT TRIANGLE: THERAPY

ATTITUDE(S)

BEHAVIOUR(S)

CONTRADICTION(S)

CONFLICT TRIANGLE: THERAPY

empathy ATTITUDE(S)

BEHAVIOUR(S)

CONTRADICTION(S)

CONFLICT TRIANGLE: THERAPY

empathy ATTITUDE(S)

BEHAVIOUR(S) nonviolence

CONTRADICTION(S)

CONFLICT TRIANGLE: THERAPY

empathy ATTITUDE(S)

BEHAVIOUR(S) nonviolence

CONTRADICTION(S) creativity

VIOLENCE TRIANGLE

DIRECT

VIOLENCE TRIANGLE

DIRECT

STRUCTURAL

VIOLENCE TRIANGLE

DIRECT

STRUCTURAL

CULTURAL

VIOLENCE TRIANGLE

DIRECT

STRUCTURAL

CULTURAL

VIOLENCE TRIANGLE

DIRECT

rape STRUCTURAL

CULTURAL

War Culture â&#x20AC;&#x201C; Peace Culture

WAR CULTURE

Between 2 Parties Good vs Evil Right – Wrong Us vs. Them With Us or Against Us Win – Lose Zero Sum Either – Or Black - White Demonisation Dehumanisation Enemy Images Stereotypes Personificiation Victor y for Us, Defeat for Them Right to Use Violence

PEACE CULTURE Involves Multiple parties & Stake-holders Conflict (issue-problem) to be solved Mutually beneficial outcome Both some ‘right’, some ‘wrong’ – identify legitimate needs, common ground and creative solutions Shared relationship Explore the range of opinions, needs, perspectives and visions for solutions and what we want beyond the conflict Get to know each other (respect, shared humanity and human dignity) Humanize the ‘other’ Promote understanding – overcome stereotypes & enemy images Recognize responsibility of all parties and positive role each can play in transforming the conflict Find appropriate solutions that meet the needs of all parties for sustainable outcomes

â&#x20AC;&#x153;Peacebuilding requires peace architecture: a clear and compelling vision of the peace one wants to create, a comprehensive assessment of what is needed to realize this peace, a coherent plan, and an effective implementation of that plan.â&#x20AC;? Luc Reychler

Systemic Peacebuilding, Conflict Transformation & Post-War Recovery

From What To What

Strategic Conflict Analysis â&#x20AC;&#x201C; From What â&#x20AC;&#x201C; Attitudes Behaviours Contradictions Relationships Structures Cultures Elite Engagement Societal Engagement Sectoral Engagement Skills & Capabilities Institutions & Systems

Strategic Conflict Analysis – From What –

Vision: Desired Future – To What –

Attitudes Behaviours Contradictions Relationships Structures Cultures Elite Engagement Societal Engagement Sectoral Engagement Skills & Capabilities Institutions & Systems

WHAT NEEDS TO CHANGE

Strategic Conflict Analysis – From What – Attitudes Behaviours Contradictions Relationships Structures Cultures Elite Engagement Societal Engagement Sectoral Engagement Skills & Capabilities Institutions & Systems

STRATEGY – HOW –

Vision: Desired Future – To What –

Can it be done? Inspiration 4 Practical Examples

plague : small pox

SMALL POX

Worst killer in history Killed more people than all the wars in the world put together 500 million Believed by many to have been the biblical â&#x20AC;&#x2DC;plagueâ&#x20AC;&#x2122;

SMALL POX

• 1967: 34 countries • 1970: 18 countries • 1974: 5 countries • 1980: eradicated

SMALL POX

150.000 people from all over the world Largest campaign in UN history “Doctors from every race, religion, culture and nation who fought side by side – with each other, not against each other – in a common cause to make the world better” Larry Brilliant www.ted.com

medicine

fire

slavery

innovation

paradigm shift

PARADIGM SHIFT

Paradigm Shift: a change from one way of thinking to another. It doesn’t just happen  It is driven by agents of change.

PARADIGM SHIFT

1. Divine Right of Kings  Democracy 2. Slavery  Equality 3. Ownership of Women  Women’s Rights & Equality 4. Colonialism  Self-Determination 5. Newtonian Physics  Relativity & Quantum Physics 6. World = Resources & Sink  Respect for Nature & Diversity 7. War = Inevitable or Necessary Defence  Illegitimate aberration / Failure to address conflicts effectively

Glimpses of Peacebuilding

MSSP: Global Briefing – Experiences in Achieving Change

ORGANISATION Experience: Rosa Parks – USA, Mass Democratic Movement – South Africa, WANEP – Liberia + Lesson: Effective peacebuilding and social change requires organisations ready and able to mobilize people’s engagement and to sustain actions, strategies and campaigns. Individual actions can be important and powerful and can catalyze movement, but organization is necessary to support it and bring about meaningful change.