In these reviews, organizations should consider and reflect upon how they themselves affect
the conflict system. How does their identity and activity affect the power structures of the
conflict? What role in the conflict environment/system would be most appropriate for the
organization to take or NOT to take?
These reviews could also include reflections from “critical friends,” such as other organizations in the
field, to provide useful feedback about how the organization is functioning within the broader
community towards the broader goals (of “peace writ large”).
Implications:
If organizations involved in conflict interventions do not create a regular space/time for internal
reflection/review, then they might not adapt to complex and changing systems and events. If
organizations do not reflect about how they affect conflict systems, then they may be unaware of how
their presence changes the conflict system both positively and negatively – and they may create
unintended consequences. If organizations do not allow other stakeholders in the field to provide
feedback, then they may have blind spots about their work. However, if organizations involved in
conflict interventions create space for reflection and feedback, then they will be more likely to respond
to changing events in a flexible, relevant, and appropriate way, in support of the eventual realization
of “peace writ large.”
Event Description:
This lesson is based on concept notes from the Crisis Management Initiative (CMI) which were made
available at the Alliance for Peacebuilding (AfP) 2017 Annual Conference (Washington, D.C., 11-13
October 2017). These handouts include:
• “CMI’s Approach to Planning, Monitoring & Evaluation,” CMI (Martti Ahtisaari Centre),
Distributed at AfP Conference, (13 October 2017).
• “CMI Internal Reviews: A Tool for Planning, Monitoring and Evaluation,” Briefing Note,
CMI (Martti Ahtisaari Centre), Distributed at AfP Conference, (13 October 2017).
• “Annual Report 2016,” A. Ammala, J. O’Connor, S. Tuuli, S. Virri, CMI Peace Broker.
• See also: Crisis Management Institute (CMI) website: cmi.fi.
This lesson also reflects discussion themes from a workshop at the conference, “Learning and
Adaptive Management in Peacebuilding,” moderated by O. Eronen, Senior Manager of the
Programme Management Office of CMI. Other panel members included the Senior Program Manager
for the Institutional Learning Team at Search for Common Ground, an Independent Consultant with
the University of Cambridge, and the Head of Organisational Development Unit at Saferworld.
Additional Comments:
See also: “Reflective Peacebuilding: A Planning, Monitoring, a nd Learning Toolkit,” J. Lederach, R.
Neufeldt, and H. Culbertson, through the Joan B. Kroc Institute for International Peace Studies,
University of Notre Dame, and Catholic Relief Services, (2007).
Lesson Author: Katrina Gehman, Lessons Learned Analyst (Ctr), PKSOI
Table of Contents | Quick Look | Contact PKSOI
31