Key Ideas Conflict Transformation Chapter 1: “Conflict transformation is based on two verifiable realities: conflict is normal in human relationships and conflict is a motor change. ” (4) I have understood for a long time that conflict is a normal part of being a human, without conflict there would be no order or balance, but I did not really understand what he meant when he said conflict is a motor change. Is he meaning as a motor change conflict transformation is psychological change in thought. That’s what I think about when I think of a motor change, which would be consistent with his thesis.
If conflict transformation is a motor change than we have to start within our own minds and understand the conflict within before we can assess the conflict that we are engaged in outside of our psyche. “Transformation provides a clear and important vision because it brings into focus the horizon toward which we journey- the building of healthy relationships and communities” (5) This is the general definition for transformation, but when thinking situationally or for our own mental conflict, but I never would have thought about it this way for my own internal conflicts.
Thinking in forms of resolution, I would just want to solve the issue or conflict for just that moment, almost like a Band-Aid to keep anything worse from happening. But with transformation I can understand what Lederach is talking about when he says that transformation should change the direction in which we journey. We shouldn’t patch the situation and wait for it to explode again, we should change it and make it into a long term solution. Chapter2: “Conflict transformation is a way of looking as well as a way of seeing” (9) I never really thought of conflict transformation in this way.
Just looking is to draw attention or pay closer attention, whereas to see is to look beyond/deeper into something. This logic makes so much sense when comparing transformation and reconciliation again. To really transform a thought, action, conflict, we have to look beyond the surface of the problem and dig deeper to find the best solution. “The lenses of conflict transformation show: the immediate situation; underlying patterns and context; and a conceptual framework (Content, Context, and Structure of Relationships). (11) This is something I generally try to incorporate whether I am thinking resolution and transformation wise. It is important to dig deep into every situation. Taking intro to counseling kind of helped with the mindset. You must first assess what is the actual problem at hand, because sometimes people will use other issues to cover up the main one, and then dig as deep as possible to uncover the actual issue and not only ‘fix it but transform it and redirect the way the issue can be handled and thought about.
Chapter3: “Conflict transformation is to envision and respond to the ebb and flow of social conflict as life-giving opportunities for creating constructive change processes that reduce violence, increase justice in direct interaction and social structures, and respond to the real-life problems in human relationships. ” (14) I read the whole definition but I wanted to focus on the part that was the most unclear to me. I understand that conflict is a normal part of relationships.
Although relationships are sometimes calm and predictable, there are times where events and circumstances can create tensions and insecurity. So a transformational view looks for different ways to understand how these episodes are rooted in the underlying patterns of human relationships? | assume that is how the author is meaning it but I am not so sure. “Rather than seeing peace as a static ‘end-state’ conflict transformation views peace as a continuously evolving and developing quality of relationship. ” (20) I don’t think I have ever eally thought of conflict resolution or transformation in this frame of mind. Before reading this book I thought of conflict resolution as a way to just fix the issue at hand and once it has been fix then it to done and should no longer be brought up or argued about. But this thought kind of contradicts that thinking. It is basically saying that being peaceful or keeping the peace is an on going thing that doesn’t just abruptly happen. Chapter4: “Conflict impacts us personally, relationally, structurally, and culturally. ” (23) Personal refers to changes that are need and desired for the individual.
For example it affects the cognitive, emotional, perceptual, and spiritual characteristics of the human experience through conflict. (Affects well-being, selfesteem, emotional stability, etc. ) Relational shows the desire for the face-to-face relationships. (Ex. emotions, power, and interdependence) Structural is about the underlying causes of conflict, and different ways social structures, organizations, and institutions are affected by conflict. It is about the different ways people form, organize, and maintain organized social, and economical relationships to meet the basic needs and have access to resources. ultural are ways that conflict affects different groups as well as the ways that culture affects the developmental processes needed to handle and respond to conflict. “What changes are occurring as a result of conflict? ” & “What kind of changes do we seek? ” (23-24) In my opinion the questions are saying, that we must recognize the underlying patterns and impacts of social conflict (this is what I was talking about earlier where we have to dig deep within ourselves) and we see the need to identify what our values and intentions may be, and strive towards them.
Chapter5: “Transformation addresses both the episode and the epicenter of conflict” (31) Episode of conflict, is the VISIBLE expression of a rising conflict, whereas the epicenter is the underlying issue (or pattern) that is seen in each conflict and produces new episode and issues if not addressed. “… Each perspective has an accompanying view of conflict. Resolution has tended to focus primarily on methods for de-escalating. Transformation involves both de-escalating and engaging conflict, even escalating in pursuit of constructive change. (31-33) I didn’t much understand this until I saw this chart, It really put everything into perspective for me. Conflict Resolution Perspective Conflict Transformation Perspective The key question How do we end something not desired? How to end something destructive and build something desired? The focus It is content-centered. It is relationship-centered. The purpose To achieve an agreement and solution to the presenting problem creating the crisis. To promote constructive change processes, inclusive of — but not mited to — immediate solutions.
The development of the process It is embedded and built around the immediacy of the relationship where the presenting problems appear. It is concerned with responding to symptoms and engaging the systems within which relationships are embedded. Time frame The horizon is short-term. The horizon is mid- to long-range. View of conflict It envisions the need to de-escalate conflict processes. It envisions conflict as a dynamic of ebb (conflict deescalation to pursue constructive change) and flow (conflict escalation to pursue constructive change).
Chapter6: (35) The first point “Presenting the Situation” is presenting issues that connect the present with the past. “The patterns of ‘how things have been” The second point, “The Horizon of the future,” is the image of what we wish to create. It asks us to consider what we would ideally like to see in place. The third point, “Development of Change Processes” is the design and support of change processes. “This approach goes beyond negotiating solutions and builds toward something new” (38)
Chapter7: “Conflict transformation is a circular journey with a purpose. There are times when we feel as if desired change is happening. Things move forward and progress, and what we hope to build seems to be in sight. At other times, we feel as if we have “hit a wall. ” Nothing is happening or all pathways forward seemed blocked. Sometimes we feel as if the change processes are going backwards, and what has been achieved is being undone. Finally, It seems as if everything is falling apart and collapsing. These periods tend to be deeply depressing, and are often accompanied by the repeated echoes of “we have to start from ground zero.
Chapter8: 1. Develop a capacity to see presenting issues as a window: to see the immediate situation without being overcome by the demands of presenting issues, the urgency that pushes for a quick solution, and the anxieties that often develop as conflict escalates. 2. Develop a capacity to integrate multiple time frames: the ability to think about change without being constrained by a specific time frame. 3. Develop the capacity to pose the energies of conflict as dilemmas 4. Develop a capacity to make complexity a friend, not a foe. 5. Develop a capacity to hear and engage the voice of identity and relationship “The capacity to live with apparent contradictions and paradoxes lies at the heart of transformation. ” (53)
“Try never to ignore or talk away someone’s perception. Instead, try to understand where it is rooted” (58) have thought about this many times, but when it is put into words like this it seems so much more potent. I am usually that person that tries to understand every angle and point of view that could cause a person to act the way that they are acting or feel the way they feel.
I like to think of everyone I meet as being innocent until proven guilty. Chapter9/10: Applying framework & Conclusions 1. What do our lenses bring into focus? 2. What questions do these lenses arise? 3. What would a transformational platform suggest? “The narrowness of resolution approaches may solve problems but miss the greater potential for constructive change. ” “May the warmth of complexity shine on your face. May the winds of good change blow gently at your back. May your feet find the roads of authenticity. May the web of change begin! ” (71)
