PACS 4500 Senior Seminar in Peace and Conflict Studies Guy Burgess Co-Director Conflict Information Consortium, University of Colorado UCB 580, University of Colorado, Boulder, CO , (303) Copyright © 2014 Guy Burgess and Heidi Burgess

PACS Certificate Completion

Conference on World Affairs

Progressive Reflections e7d6-11e5-b0fd-073d5930a7b7_story.html

Progressive Reflections GLOBALPROGRESS-web.pdf

The Conflict Between the Right to Speak and the Right to Protest

Consensus Building Institute

Trump Opposition?

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Authoritarian Leaders

Abortion / Homosexuality

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Free / Paid Media

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21 st Century War

Concept Papers Ideas

Core and “Ah Ha” Map Topics? Conflict Dynamics  Misunderstandings  Destructive, Partisan Framing  Spreading Disinformation  Flawed Fact-Finding,  Escalation  Violence  Unrightable Wrongs  Lack of Collective Purpose  Lack of Future Vision  Destructive Competition  Over-Reliance on Coercive Power  The Profiteer / Spoiler Problem  The Machiavelli Problem Third Side Prevention Provider Teacher Bridgebuilder Resolution Mediator Arbiter Equalizer Healer Containment Witness Referee Peacekeeping Levels Elite Mid-level Grassroots Power options Legal Legislative Electoral Economic Military Public opinion Core Substantive Issues Distributional Conflict Moral Conflict Status Conflicts Identity Conflicts

Making a Difference Guide Preliminary considerations – Distinguishing conflict from disputes – Scale and complexity – Your relationship to the conflict/dispute Conflict assessment and mapping – Traditional conflict assessment – Graphical conflict mapping Core issues and conflict – Justice/needs – Distributional conflicts – Moral conflict – Status/suppression conflict – Identity/security conflicts – Conflict as an engine of social learning Destructive conflict dynamics and constructive response – Misunderstandings – Destructive, partisan framing – Spreading disinformation – Flawed fact-findingEscalation – Violence – Unrightable wrongs – Poor relationships – Lack of a positive future vision – Poor collaborative skills – Overreliance on coercive power – The profiteer, Machiavelli problem – Poor governance Putting it all together complexity-based peace building

Theories of Change Individual Change Healthy Relationships and Connections Withdrawal Resources for Violence and War Reduction in Violence Social Justice Good Governance Political Elites Grassroots Mobilization Peace Agreements Economic Action Public Attitudes Transitional Justice Community Reintegration Culture of Peace

Conflict BINGO 1. Intolerable moral differences (requiring confrontation) 2. Tolerable moral differences (amenable to coexistence strategies) 3. Within ZOPA distributional conflict 4. Outside ZOPA distributional conflict 5. Status (pecking order) conflict 6. Identity conflict 7. Misunderstandings (well-intentioned) 8. Disinformation (deliberate) 9. Factual disagreements (well-intentioned) 10. Factual disinformation (deliberate) 11. Rightable wrongs 12. Unrightable wrongs 13. Escalation (beyond hate threshold) 14. Escalation (beyond violence threshold) 15. Missing negotiation channels 16. Missing positive vision 17. Kludgeocracy 18. Machiavellian tyrant

Third Side

Prevent The Provider - The basic roles of the provider are to share resources and knowledge, give others a sense of security, and help ensure that basic human needs are met. The Teacher - Sometimes people fight simply because they know of no other way to react when a need is frustrated and a serious difference arises. The roles of the teacher are to delegitimize violence, teach tolerance, and expose people to practical problemsolving. The Bridge Builder - The basic role of the bridge builder is to bring people together and help establish personal relationships.

Resolve The Equalizer - The central role of the equalizer is to empower the weak and unrepresented so that they can negotiate a fair and satisfactory resolution. This involves helping to bring the powerful to the table, building collaborative democracy, and supporting nonviolent action. The Mediator - The central roles of the mediator are to bring the parties to the table, facilitate communication, and help people to search for a solution. The Arbiter - Whereas a mediator can only suggest a solution, this person can decide what is right. Resolving disputes, promoting justice, and encouraging negotiation are the arbiter's central roles. The Healer - The role of the healer is to help parties overcome their feelings of anger, fear, humiliation, insecurity, and grief. This includes listening to people's grievances, acknowledging hurt feelings, and encouraging parties to apologize and make reparations.

Contain The Witness - The witness watches out for early warning signals, goes on patrol and reports violent incidents, and calls for the attention of other community members. The Referee - The referee establishes rules for fair fighting, takes away dangerous weapons, and strengthens defenses. The Peacekeeper - The central role of the peacekeeper is to provide protection. This includes interposing between parties, enforcing the peace, and preempting violence before it starts.

Concept Papers Initial Concept Paper Ideas?

Micro, Meso, Macro Peacebuilding Fractals

Consensus Building I  Assumption: the parties really want to resolve the dispute  Usually business-as-usual is not acceptable  Examples Metropolitan Denver water supply Social Security Denver-area transit Municipal budget downsizing Security and anti-terrorism Boulder Open Space management

Consensus Building II  Step #1: Conflict assessment / development of a consensus building plan  Need lead individual / organization to do the work  Identify stakeholders Active and latent stakeholders Especially those with veto power Constituency groups and potential representatives  Determine stakeholder interests (with visits / documents) Formal (often legal) responsibilities Formal (often legal) constraints Powers (legal, political, economic, public opinion)

Consensus Building III  Explain consensus building opportunities and options  Discuss their willingness to participate “in good faith”  Concerns that must be overcome  Opportunities that they would like to see developed  Identify potential funding sources  Prepare a consensus building proposal  Must work within existing responsibility and power relationships

Consensus Building IV  Step #2: Sell the proposal  Obtain commitments to participate from key stakeholders  Obtain skilled facilitation/mediation services May be different from person doing assessment  Obtain adequate funding

Consensus Building V  Step #3: Implement the consensus building process  Convene stakeholder/participants  Establish ground rules  Agree on meeting schedule  Establish routine negotiators/constituent loop  Build interpersonal relationships among negotiators  Identify problems to be addressed Field trips, narratives

Consensus Building VI  Step #3 (continued)  Identify interests to be protected/advanced  Identify options for mutual gain Or minimal loss (in negative-sum) conflicts  Identify action forcing mechanisms  Step #4: Implement the agreement  Sequencing / enforcement  Periodic reassessments