CONFLICT RESOLUTION & PEACE BUILDING

Conflict Resolution:
Contents
 Definition of Peace
 What Is Conflict Resolution?
 The Conflict Resolution Process
 Types of Conflict Resolution Skills
 Assertiveness
 Interviewing and Active Listening
 Empathy
 Facilitation
 Mediation
 Creative Problem Solving
 Accountability
 More Conflict Resolution Skills
 Examples of Conflict Resolution Skills
 Steps in Conflict Resolution
 Conflict Resolution Strategies

Peace building
 Definition oh peace
 What is peace building
 Peace building Principles
 What contributes to peace?
 How to promote peace
 Ways to support youth inclusion in peace building


Conflict resolution skills are required for a wide range of positions across many job sectors.
This requirement is based around the fact that conflict tends to reduce productivity and
create a difficult work environment, leading to unwanted turnover in staff and reduced
morale.
Individuals who are able to resolve conflicts are often excellent mediators, rational,
and able to manage difficult personalities from a place of empathy.

What Is Conflict Resolution?

Conflict resolution is the process by which two or more parties reach a peaceful resolution
to a dispute.1

In the workplace, there can be a variety of types of conflict:

 Conflict may occur between co-workers, or between supervisors and subordinates,

or between service providers and their clients or customers.
 Conflict can also occur between groups, such as management and the labor force, or
between whole departments. 

Some conflicts are essentially arbitrary, meaning it doesn’t matter who “wins,” only that the
problem is resolved so everyone can get back to work.

But some conflicts reflect real disagreements about how an organization should function.

The Conflict Resolution Process

The resolution of conflicts in the workplace typically involves some or all of the following
processes:

1. Recognition by the parties involved that a problem exists.

2. Mutual agreement to address the issue and find some resolution.
3. An effort to understand the perspective and concerns of the opposing individual or
group.
4. Identifying changes in attitude, behavior, and approaches to work by both sides that
will lessen negative feelings.
5. Recognizing triggers to episodes of conflict.
6. Interventions by third parties such as Human Resources representatives or higher
level managers to mediate.
7. A willingness by one or both parties to compromise.
8. Agreement on a plan to address differences.
9. Monitoring the impact of any agreements for change.
 10. Disciplining or terminating employees who resist efforts to defuse conflicts.

Types of Conflict Resolution Skills

CONFLICT RESOLUTION SKILLS

1 Assertiveness

A supervisor might take the initiative to convene a meeting between two employees who
have engaged in a public dispute. An employee might seek out a person with whom they're
having conflict to suggest working together to find ways to co-exist more peacefully.

 Articulate
 Balanced Approach
 Candor
 Decisive
 Delegation
 Fact-Based
 Fair
 Firm
 Leadership
  Manages Emotions
 Management
 Negotiating
 Sociable
 Voices Opinions
 Problem-Solving
 Self-Control
 Stress-Management

2 Interviewing and Active Listening

A Human Resources representative might have to ask questions and listen carefully to

determine the nature of a conflict between a supervisor and a subordinate.

 Articulate
 Attentiveness
 Conscientiousness
 Considerate
 Empathy
 Encouraging
 Intuitive
 Listening
 Negotiation
 Nonverbal Communication
 Persuasion
 Predicting
 Presentation
 Professional
 Relationship Building
 Respectful
 Sense of Humor
 Sincere
 Sociable
 Understanding
 Verbal communication
3 Empathy

A mediator might encourage empathy by asking employees in conflict to each describe how
the other might be feeling and thinking, and how the situation might look to the other party.

Empathy is also an important skill for mediators, who must be able to understand each
party’s perspective, without necessarily agreeing with either.

 Asking for Feedback

 Building Trust
 Compassion
 Inclusion
 Giving Feedback
 Handling Difficult Personalities
 Managing Emotions
 High Emotional Intelligence
 Identifying Nonverbal Cues
 Recognizing Differences
 Understanding Different Viewpoints
 Interpersonal
 Patience
 Personable
 Self-Awareness
 Self-Control
 Trustworthy
 Welcoming Opinions

4 Facilitation

Managers of rival departments might facilitate a joint brainstorming session with their
teams to generate solutions to ongoing points of conflict. Group facilitation techniques can
also be used to avoid triggering conflict during group decision-making, in the first place.

 Brainstorming
 Collaboration
 Conflict Management
  Diplomatic
 Ethical
 Humble
 Influential
 Insightful
 Intuitive
 Listening
 Organized
 Patience
 Perceptive
 Planning
 Practical
 Realistic
 Reflective
 Teamwork

5 Mediation

A supervisor might guide subordinates who are in conflict through a process to identify
mutually agreeable changes in behavior.

 Assertive
 Compassionate
 Decision Making
 Emotional Intelligence
 Empathy
 Honesty
 Impartial
 Insightful
 Leadership
 Measured
 Patience
 Problem Solving
 Professional
 Psychology Background
  Rational Approach
 Respect
 Understanding
 Transparency

6 Creative Problem Solving

A supervisor might redefine the roles of two conflict-prone staff to simply eliminate points
of friction. Creativity can also mean finding new win/win solutions.

 Brainstorming Solutions
 Conflict Analysis
 Collaborating
 Critical Thinking
 Convening Meetings
 Creativity
 Critical Thinking
 Decision Making
 Designating Sanctions
 Fair Resolution
 Goal Integration
 Monitoring Process
 Nonverbal Communication
 Problem Solving
 Restoring Relationships
 Sense of Humor
 Verbal Communication

7 Accountability

A supervisor might document conflict-initiating behaviors exhibited by a chronic complainer

as preparation for a performance appraisal. In this way, the supervisor helps establish
accountability, since the employee can no longer pretend the problem isn’t happening.

 Adaptable
 Collaboration
  Delegation
 Driven
 Dynamic
 Flexible
 Focus
 Follow-through
 Honesty
 Integrity
 Leadership
 Motivation
 Organized
 Planning
 Results-Oriented
 Visionary
 Trustworthy
 Versatile

More Conflict Resolution Skills

 Accepting Criticism
 Assertive
 Avoid Punishing
 Being Present
 Calmness
 Data-Driven
 Impartiality
 Intuitive
 Leadership
 Let It Go
 Logical
 Non-Bias
 Patience
 Positivity
 Prioritize Relationships
 Project Management
  Research
 Respect Differences
 Separating Yourself
 Stress Management
 Technical Expertise

Examples of Conflict Resolution Skills

 Assertiveness by a supervisor who convenes a meeting between two employees who

have engaged in a public dispute.
 Interviewing and active listening skills utilized by a human resources representative
to define the nature of a conflict between a supervisor and subordinate.
 A supervisor encouraging empathy by asking opposing employees to describe how
the other might feel in conflict situations.
 Managers of rival departments facilitating a brainstorming session with their staffs to
generate solutions to ongoing points of conflict.
 Mediation skills by a supervisor who helps rival subordinates to identify mutually
agreeable changes in behavior.
 A co-worker seeking out a rival and suggesting that she would like to find a way to
co-exist more peacefully.
 Creativity and problem-solving by a supervisor who redefines roles of two conflict-
prone staff to eliminate points of friction.
 Accountability established by a supervisor who documents conflict initiating
behaviors exhibited by a chronic provocateur on his performance appraisal.

The Five Steps to Conflict Resolution

The definition of conflict resolution is to resolve an issue or problem between two or more
people, but is there a correct way to handle conflict? What are the effects of poor conflict
management? Disagreements in the workplace are inevitable, as employees have different
personalities, goals, and opinions.

Conflict management is one of the core training courses we offer for managers and
supervisors. Learning how to handle disputes efficiently is a necessary skill for anyone in
management and the key to preventing it from hindering employees' professional growth.
Here is the conflict resolution process in five steps.
Step 1: Define the source of the conflict.

The more information you have about the cause of the problem, the more easily you can
help to resolve it. To get the information you need, use a series of questions to identify the
cause, like, “When did you feel upset?” “Do you see a relationship between that and this
incident?” “How did this incident begin?” 

As a manager or supervisor, you need to give both parties the chance to share their side of
the story. It will give you a better understanding of the situation, as well as demonstrate
your impartiality. As you listen to each disputant, say, “I see” or “uh huh” to acknowledge
the information and encourage them to continue to open up to you. 

Step 2: Look beyond the incident.

Often, it is not the situation but the point of view  of the situation that causes anger to
fester and ultimately leads to a shouting match or other visible and disruptive result. 

The source of the conflict might be a minor issue that occurred months before, but the level
of stress has grown to the point where the two parties have begun attacking each other
personally instead of addressing the real problem. In the calm of your office, you can get
them to look beyond the triggering incident to see the real cause. Once again, probing
questions will help, like, “What do you think happened here?” or “When do you think the
problem between you first arose?

Step 3: Request solutions.

After getting each party’s viewpoint, the next step is to get them to identify how the
situation could be changed. Again, question the parties to solicit their ideas: “How can you
make things better between you?”As mediator, you have to be an active listener, aware of
every verbal nuance, as well as a good reader of body language.

You want to get the disputants to stop fighting and start cooperating, and that means
steering the discussion away from finger pointing and toward ways of resolving the conflict.

Step 4: Identify solutions both disputants can support.

You are listening for the most acceptable course of action. Point out the merits of various
ideas, not only from each other’s perspective, but in terms of the benefits to the
organization. For instance, you might suggest the need for greater cooperation and
collaboration to effectively address team issues and departmental problems.

Step 5: Agreement.

The mediator needs to get the two parties to shake hands and accept one of the alternatives
identified in Step 4. The goal is to reach a negotiated agreement. Some mediators go as far
as to write up a contract in which actions and time frames are specified. However, it might
be sufficient to meet with the individuals and have them answer these questions: “What
action plans will you both put in place to prevent conflicts from arising in the future?” and
“What will you do if problems arise in the future?

Conflict Resolution Strategies

1: Avoiding
Avoiding is when people just ignore or withdraw from the conflict. They choose this method
when the discomfort of confrontation exceeds the potential reward of resolution of the
conflict. While this might seem easy to accommodate for the facilitator, people aren’t really
contributing anything of value to the conversation and may be withholding worthwhile
ideas. When conflict is avoided, nothing is resolved.

2: Competing
Competing is used by people who go into a conflict planning to win. They’re assertive and
not cooperative. This method is characterized by the assumption that one side wins and
everyone else loses. It doesn’t allow room for diverse perspectives into a well informed total
picture. Competing might work in sports or war, but it’s rarely a good strategy for group
problem solving.

Debra wrote an illuminating article on how conflict resolution failure can lead to revolution.
It’s what can happen when people feel like they aren’t being listened to and start being
assertive.
3: Accommodating
Accommodating is a strategy where one party gives in to the wishes or demands of another.
They’re being cooperative but not assertive. This may appear to be a gracious way to give in
when one figures out s/he has been wrong about an argument. It’s less helpful when one
party accommodates another merely to preserve harmony or to avoid disruption. Like
avoidance, it can result in unresolved issues. Too much accommodation can result in groups
where the most assertive parties commandeer the process and take control of most
conversations.

4: Collaborating
Collaborating is the method used when people are both assertive and cooperative. A group
may learn to allow each participant to make a contribution with the possibility of co-
creating a shared solution that everyone can support.

A great way to collaborate and overcome conflict is to reach out and touch them.
5: Compromising
Another strategy is compromising, where participants are partially assertive and
cooperative. The concept is that everyone gives up a little bit of what they want, and no one
gets everything they want. The perception of the best outcome when working by
compromise is that which “splits the difference.” Compromise is perceived as being fair,
even if no one is particularly happy with the final outcome.

Conflict Resolution Steps That Every Leader Needs To Know

Conflict resolution is a complex process that needs a strategic approach. Implementing the
right conflict resolution steps can be the difference between a happy workforce and a toxic
one.

Your conflict resolution efforts are vital to promote unity, collaboration, and cohesion in a
team. Any wrong measure might be detrimental to the team that will ultimately harm the
 organization. That is why it is imperative that every good leader knows how to handle
conflicts within the workplace.

This article will discuss some critical and necessary conflict resolution steps you can take to
resolve dispute in the workplace.

Why is Conflict Resolution Important?

Conflict in an organization is inevitable, and resolving them is quite essential to maintain

workplace harmony. There are numerous benefits of having an effective conflict resolving
system in the workplace, including -

 Good communication amongst employees.

 Improved productivity.
 Develops conflict resolution skills.
 Healthier workplace relationships.
 Increased collaboration.
 Better Problem Solving abilities.
 Builds a psychologically safe workplace.
The list will go on; however, we are here to discuss the actionable steps you can take while
resolving any organizational dispute.

6 Essential Conflict Resolution Steps in the Workplace

When disputes in an organization are not resolved timely, it can take a drastic turn and
create a hostile work environment. It affects harmony, hampers productivity, and
decreases performance. However, any problem between employees can be solved with the
right approach and the right measures. Here is a list of the crucial steps to resolve a conflict
in the organization.

Step 1. Understanding the Problem

 The first step to resolving any conflict is to understand the root of the problem. Your conflict
resolution steps will require you to figure out how the dispute came into place will give you
an upper hand on taking swift action so that the situation does not worsen. Ask the right
questions like-

 Where did the disagreement rise from?

 What made you upset about the situation?
 Where is the team lacking in terms of collaboration?
As a manager, you must listen to all of the perspectives before taking any drastic action.
Gather as much information as you can as it will help you handle the situation professionally
and impartially.

Step 2. Assessing the Situation

The second conflict resolution step will needs you to evaluate the situation and the position
you are in as a manager before you settle any disagreement between employees. Figuring
out the conflict source is essential; however, assessing the situation is another crucial aspect
that you shouldn’t ignore.

A conflict may have occurred long before, but the tension between both might be
detrimental in the long run.

For both sides, it can be destructive in terms of their morale and performance. Try to study
the body language, tone of voice, and interaction between your team members to identify
the symptoms of a conflict and control the situation in a timely fashion.

Step 3. Devising Solutions

Your efforts towards having a definite conflict resolution steps will not be fruitful if you
cannot come up with a definite solution. Do keep in mind that the solutions you will resort
to have to be neutral, effective, and just for both parties.

Any kind of resolution needs thoughtful thinking, good emotional intelligence, and
competent leadership skills. Brainstorm the necessary decisions you will take and effectively
implement according to the situation. Every dispute will require a different set of resolution
skills.

Be mindful of the team’s behaviors and the emotional state of your employees before
taking any action.

Step 4. One-on-one Conversations

One-on-one conversations are one the most effective ways to manage conflict in the
workplace. It is an integral part of the coflict resolution steps that you will take.
Furthermore, it gives you a perfect opportunity to understand each point of view and assess
the situation accordingly.

To bring the best out of a one-on-one conversation, actively listen to what the involved
parties have to say. Relate to each conversation that will broaden your perspective, which
will help you get a better grip of how serious the conflict has become.

The conflict resolution process demands good communication between all the involved
parties so that the situation can be dealt with quickly.

Step 5. Establish a Common Goal

Disagreements arise when employees cannot achieve a common ground on anything
related to the workplace. Be it with a project or some shared task. It is a common
occurrence in a diverse workplace where employees have a different outlook on how things
should unfold. In the long term, it can create a rift between the team members.

To work together and reduce any chances of a dispute, it is pivotal that they have the same
vision and goals. As a manager, take regular feedback on how things are going while
regulating collaborative jobs.

If you feel that a dispute is building up, take decisive action and settle any associated
problems. It will maintain team harmony, and the unity will stay intact.

Step 6. Measure the Satisfaction Levels

When an organization's employees do not have high levels of satisfaction, there is a risk that
disputes will often develop. It is an essential factor that you need to keep in mind while
trying to resolve any conflict.

Employees who are not satisfied at their job are stressed, lack motivation, get irritated, and
refuse to collaborate. As teamwork is a critical aspect of team success, it may develop a
conflict between team members.

However, to tackle such issues, you must increase your efforts to elevate employee
satisfaction as a leader. Give timely recognition, reward them frequently, and publicly
acknowledge their efforts. It will boost their confidence to perform better and improve their
overall morale in the workplace. That reduces the chances of disputes and helps to maintain
high team cohesion.
Methods of Resolving Conflict:
Conflict is an everyday part of life in the UK Grocery Industry. Discounters are growing. New
stores are hard to come by. Employees want salary raises. Bosses want bonuses. Shoppers
expect value for money. Resolving conflict is, therefore, an essential part of life in the UK
Grocery Industry. Here are 8 methods of conflict resolution – Do you know all your options?

The different ways to resolve conflict

1. Unilateral Decision

No, we’re not giving in, that’s it’. We’ve all heard the stories of a big brand and a
supermarket getting to the point where one has decided to delist the product or stop the
supply of the product until the other party yields.
  Advantage: Shows strength and resolve.
 Disadvantage: The other party may call your bluff and it is not good for long-term
relationships.

2. Persuasion

‘It’s a no-brainer, you should do it’. Persuading someone to do something that they may
not want to do is undoubtedly a skill that can be learnt.  To illustrate, some top tips from
the experts are 1. Actively listen to their point, 2. Find common ground, and 3. Use the
power of ‘because’.

 Advantage: It’s free.

 Disadvantage: Success is usually low unless you are a persuasive master!

3. Haggling/Bartering

‘I’ll meet you halfway’. Most of us haggle when we go to the markets, where it is the norm.
In the UK we sometimes haggle when we want to agree on something and we believe we
are negotiating, but we are not, we are haggling.

 Advantage: Haggling is a sound method for conflict resolution, but don’t believe that
it is negotiating.
 Disadvantage: It will cost you ‘meeting halfway’.

4. Arbitration

‘Ok, let’s ask them for their opinion’. Not something we hear much of in the UK Grocery
Industry unless the ‘Competitions and Markets Authority’ are involved. Occasionally you
might hear, ‘Let’s get another perspective on this’, which is very valid.

 Advantage: An effective method of resolving a conflict.

 Disadvantage: You might lose because it is 50:50.

5. Postponement

‘We’ll come back to this at the next meeting with a plan’. Our observations of learners on
our negotiation skills training course, for instance, is that most people looking to resolve a
conflict opt for agreeing that a plan will be presented at the next meeting. This is usually a
postponement where the two parties come back to the original points once again, with,
again little resolution.

 Advantage: Sometimes a postponement allows people to ‘cool off’ and/or revisit the
problem another way.
 Disadvantage: Postponements that are used to get away from dealing with the
problem are not useful in resolving the conflict.

6. Problem Solve
‘I’ve got an idea, how about if we…?’. Problem-solving is where the majority of conflict
resolution takes place.

 Advantage: A mutually beneficial solution is a great way to solve conflict because

both parties usually win.
 Disadvantage: You may not find a suitable solution for both parties and it requires
both parties to want to problem solve.

7. Total Surrender

‘Ok, we’ll agree to the deal’. Total Surrender is where one party gives in to the other party
by giving up, waving the white flag, and agreeing to the other party’s demands.

 Advantage: The advantages of this method are limited; as a result, they are likely
reduced to the chance that you might get some payback in a later deal.
 Disadvantage: You lose the lot!

8.  Negotiation

‘If you…then I…’. This tool is very simple and is a must in any negotiators’ toolbox. If you do
something for me, then I will do something for you. We see negotiating as trading. Yes,
there’ s a lot more to it. Essentially, therefore, it is about ‘giving to get’. Trading what you
have for what they have to get and aiming for a win:win outcome.

 Advantage: Both parties can win.

 Disadvantage: The better negotiator gets more. So for that reason, our ‘Negotiating
with Buyers‘ Masterclass will help!

PEACE BUILDING
What is peace ?

Peace means dignity, well-being for all, not just absence of war – UN officials. ... In
September 1999, the Assembly adopted, by consensus, a resolution on the Declaration and
Programme of Action on a Culture of Peace.
 What is peace building?

Peacebuilding is about dealing with the reasons why people fight in the first place and
supporting societies to manage their differences and conflicts without resorting to
violence.

It aims to prevent the outbreak, escalation, continuation and recurrence of violence, so can
take place before, during and after conflicts.

It is a long-term and collaborative process, as it involves changes in attitudes, behaviours

and norms.
What is peace building in international relations?
Peacebuilding is an activity that aims to resolve injustice in nonviolent ways and to
transform the cultural & structural conditions that generate deadly or destructive conflict.

What is peace building in psychology?

Peace-building was defined as an 'action to identify and support structures which will tend
to strengthen and solidify peace in order to avoid a relapse into conflict' (UN, 1992, Article
21) – linking the concept to processes of preventive diplomacy, peacemaking and
peacekeeping.

What is peace building and conflict resolution?

Peacebuilding is the development of constructive personal, group, and political
relationships across ethnic, religious, class, national, and racial boundaries. It aims
to resolve injustice in nonviolent ways and to transform the structural conditions that
generate deadly conflict.

Peace building Principles

 Local ownership. Putting local people at the heart of building peace.

 Building trust. Trust is the keystone of peace.
 Reaching out to all groups. Building peace involves everyone.
 Long-term commitment. Building lasting peace takes time.
 Process matters. The process determines the result.

What contributes to peace?

To understand peacebuilding, we need to appreciate the factors that contribute to peace,

the absence of which can potentially lead to conflict. Peace is when:
  everyone lives in safety, without fear or threat of violence, and no form of violence is
tolerated in law or in practice
 everyone is equal before the law, the systems for justice are trusted, and fair and
effective laws protect people’s rights
 everyone is able to participate in shaping political decisions and the government is
accountable to the people
 everyone has fair and equal access to the basic needs for their wellbeing – such as
food, clean water, shelter, education, healthcare and a decent living environment
 everyone has an equal opportunity to work and make a living, regardless of gender,
ethnicity or any other aspect of identity

Peace building approaches often refer to ‘positive’ and ‘negative’ peace. This is used to
denote a transition from violence to peace, which can be seen in two phases: improved
stability and ‘positive peace’.

Stability means the absence of violence, when people can get on with their lives after the
fighting stops. This return to normality is welcome. But stability frequently masks the reality
that grievances or other causes of conflict have not been addressed and may erupt again.

Because of this, this period has been dubbed ‘negative peace’, which helps explain why a
third or more of peace agreements break down.

The challenge is to use periods of stability to build longer-term, ‘positive’ peace. This means
achieving improvements in governance, and in fair access to economic opportunities,
justice, safety and other aspects of wellbeing, such as health, education and a decent
environment in which to live.

These are the factors that, taken together, provide people with the resilience that allows
them to deal with their differences and conflicts without violence.

What does peace building involve?

Peacebuilding approaches and methods are varied and diverse, but they all ultimately work
to ensure that people are safe from harm, have access to law and justice, are included in the
political decisions that affect them, have access to better economic opportunities, and enjoy
better livelihoods.

Some of the ways in which this can be achieved are through:

 engaging in various forms of diplomacy

 strengthening democracy and inclusive politics (e.g. electoral frameworks, active
citizenship initiatives, etc.)
 improving justice systems (e.g. anti-corruption initiatives, constitutional reforms,
access to justice initiatives, truth commissions, etc.)
  working to improve general security
 working together with business and trade to create sustainable jobs or improve their
employment practices
 improving infrastructure and urban and rural planning
 including peace education in curricula
 creating free and inclusive media
 improving healthcare
 making development programmes in conflict areas more sensitive to conflict
dynamics

Importantly, peacebuilding is done collaboratively, at local, national, regional and

international levels. Individuals, communities, civil society organisations, governments,
regional bodies and the private sector all play a role in building peace.

The term peacebuilding was brought to international attention in 1992, when former UN
Secretary-General Boutros-Ghali announced his ‘An Agenda for Peace(this link will open in a
new window)’.

How do you promote peace building?

Meditate and invite others to meditate. Study nonviolence, ADR (Alternative Dispute
Resolution), Conflict Management, Conflict Resolution, Peace studies. 

Ways to support youth inclusion in peacebuilding

Young people who have experienced conflict firsthand have a vital role to play in
peacebuilding. They have a clear vision of what peace could look like in their countries
and communities, and have the drive to work towards the realisation of these goals.  
January 2018
However, in many cases they are seen not as positive forces for peace, but rather as
threats to it. Recent research conducted by Conciliation Resources with youth from five
different conflict regions identified the five key changes which need to be made to
ensure young people are able to participate in creating more peaceful societies.

Older people often remember the old days, and young people would prefer to think
more about the present and look to the future. The older generation finds it hard to
forget old wounds and grievances, and young people can start from a clean sheet.
Georgian youth 

Even against tremendous challenges, youth are actively engaging in their communities,
and are making positive contributions to peace. Unfortunately, they are facing
numerous barriers to participating in formal and informal peace processes. This
includes a lack of trust in governments and political institutions; voicelessness based on
identities including age, as well as threats of violence and radicalisation. Women and
girls face additional challenges when it comes to exclusion from public spaces.

Because youth are both actors and victims in South Sudan conflicts they are the only
capable force to implement the peace agreements.
Young person in rural South Sudan

It is clear that not harnessing the power of youth is detrimental to peacebuilding

efforts. The challenges they are facing need to be addressed, and young people should
be involved in the design of any responses to conflict. 

Youth, peace and security

In December 2015, the United Nations Security Council adopted UNSCR 2250 on Youth,
Peace and Security. The resolution was the first to recognise the important role young
people can play in preventing conflicts, and sustaining peace.

Conciliation Resources was invited by the United Nations Population Fund (UNFPA)
to contribute to the Progress Report on UNSCR 2250. Between July and September
2017, Conciliation Resources conducted participatory research with 494 young people
living in Afghanistan, Jammu and Kashmir, South Sudan, the Georgian- Abkhaz context,
and among youth of the Ogaden diaspora living in the United Kingdom.

Five key findings emerged on how young people can play a greater role in
peacebuilding:

1. Support youth visions of peace

Even when they have not known life without conflict, young people have clear visions of
what peace should be, and have a strong desire for a future without violence. Peace
processes need to ensure meaningful inclusion of these views in their design and
implementation.

For me when there is no firing and shelling, it is peace. When children do not become
victims of mine blasts in my village, it is peace. When I see my mother going to the
fields to collect wood and graze animals, it is peace. When I see children playing in the
common fields or grounds then I consider it peace. 
Young person in Azad Jammu and Kashmir.

2. Create space for youth to engage in political processes

Many youth feel excluded from political processes, and from making meaningful
contributions. It is crucial that governments make sustained commitments to rebuild
the young people’s trust and confidence in governments. There are also additional
challenges facing women and girls in gaining access to public spaces which need to be
addressed.

We have few opportunities to act politically outside the house, let alone take part in the
peace process on either a local or national level.
Young Afghan woman

3. Facilitate and support dignified livelihoods

Greater economic opportunities for youth are necessary to motivate young people to
pursue peaceful and productive paths in their lives. Youth are keen to increase their
opportunities to learn skills and develop entrepreneurial capacities but these need to
be made available to them.
The main concern of both young and older generations is to ensure daily well-being,
that is, to find a job, get an education. Only after these problems are resolved will it be
possible to increase the youth’s interest in resolving the Georgian-Abkhaz conflict.
Georgian youth

4. Support education and capacity-building for peace

Access to education is fundamental for facilitating young people’s positive engagement
in peace. Youth suggested specific and practical ways this could be realised, including
reforms to civic education, and the introduction of peace education.

The only thing that can ensure us a better future is education... Without education, the
country will not have a future.
Young Azeri woman living in Georgia 

5. Facilitate inter-community dialogue and exchanges

Distrust, stereotypes, and prejudices can be tackled by initiatives, such as exchanges,
which encourage continuous dialogue and engagement between youth from different
communities.  It is particularly important that young people who have been directly
victimised by conflict are involved.