Concentration: Peacebuilding and Conflict Transformation

Concentration Description

At Saint Mary's College, leadership education is both expansive and in-depth. After completing the first-year core curriculum of the MA in Leadership program – which is an exploration oftransformative learning and change in human systems –the concentration in Peacebuilding and Conflict Transformation (PCT) provides a specialized learning for a capacity that permeates leadership practice. We assume ‘human systems – individuals, groups, organizations, communities – survive, develop and transform by articulating and integrating differences’ (Gantt and Agazarian, 2005). Leadership evokes, provokes, enables, and facilitates this process – what we call peace building and conflict transformation. While conflicts often are differences experienced as intractable problems, differences can be framed as opportunities for development and transformation. Leadership helps transform conflict into such creative resolutions – peace-building. Yes, easy to write, often difficult to perform – thus this concentration.

The PCT concentration grounds learners in contemporary communication, mediation, conflict resolution, and conflict transformation theories, research, methods and applications. This preparation will becomean integral part of your leadership practice, and provides a foundation for future development as a professional mediator or group process facilitator.

Learning Goals

The concentration supports you to:

  • Expand your range of leadership competencies and intelligences in areas including but not limited to self-awareness, Nonviolent Communication, reframing situations, mediation skills, and designing interventions that evoke mutual respect and empathy rather than distrust and hostility
  • Develop the personal attributes, capacity for discernment, and professional skills needed to engage and attend to others’ conflicting needs, interests and values
  • Gain competence and confidence in working with others that transforms learning challenges into creative learning opportunities
  • Recognize your individual strengths, interests and capacity to contribute to peace-building and conflict transformation
  • Incorporate a PCT orientation into your professional practice

Concentration Courses

Course #1: The Nature and Role of Conflict in Human Systems

Course description

The first course creates a foundation for understanding conflict and conflict transformation as integral to human community and organizational life, and thus as integral to the practice of 21century leadership. We explore how the normal process of human development is punctuated by conflicts of various forms, conflicts that are often addressed in ways that lead to division and combat. We look through the lenses of cultural difference, values development, systems thinking, and organizational change to gain appreciation for the complexity of conflict transformation, and examine representative conflicts extant in our world (from specific incidents such as recent news from Ferguson, MO, to debates over climate change). Woven through this exploration will be the disciplines learned on the first six courses – e.g. Nonviolent Communication, values development, adaptive and transformative leadership – to discover how these disciplines can be integrated in a practice of peace-building and conflict transformation.

Learning Outcomes

1.Constructive-developmental theory – develop an appreciative view of the role of conflict in human development, the role of values in human development, alternative forms of conflict resolution, what blocks constructive and peaceful resolution, what enables and frees peaceful conflict resolution

2.Conflict and conflict transformation perspectives and theories –briefly experiment using various lenses we humans use to frame and analyze conflicts: e.g.,

  1. A quick review of global history through the lens of conflict and conflict resolution
  2. Systems-Centered Theory (SCT) and systems thinking
  3. The role of culture, cultural hegemony and domination, and forms of resistance -- in societies (e.g. case studies from American slavery and the civil rights movement in the US), in traditional religions(e.g. Shia and Sunni struggles in Islam), in organizations, in groups, in individual mindsets
  4. 21c United States’ politics and economics
  5. Interpersonal communication

3.Peacebuilding and conflict transformation capacities -- demonstrate a working knowledge of strategies, capacities and skills that are integral to peaceful, creative and effective conflict transformation: e.g.

  1. Leadership strategies for conflict prevention, mitigation, and transformation – what leadership means in various contexts
  2. Capacities and skills for peaceful conflict resolution (e.g. Nonviolent Communication, reframing, dialogue, mediation, functional sub-grouping)

Learning Activities

  1. Three in-person Executive Weekend meetings (24 hours total)
  2. Weekly readings
  3. Weekly online dialogue (seven weeks, 21 hour total)
  4. Peer coaching sessions
  5. One integrative paper (7 – 10 pages)

Key Literature

Amy, D. J. (1987).The politics of environmental mediation. New York, NY: Columbia

University Press.

Bercovitch, J., & Houston, A. (2000). Why do they do it like this?

An analysis of the factors influencing mediation behavior in

international conflicts. Journal of Conflict Resolution, 44, 170-

202.

Carpenter, S. L., & Kennedy, W. J. D. (1988).Managing public disputes: A practical

guide to handling conflict and reaching agreements. San Francisco, CA: Jossey-Bass.

Christie, D. J. et al. (2001). Winter, peace, conflict and violence:

Peace psychology for the 21st century. Upper Saddle River,

NJ: Prentice-Hall.

Fisher, R. J. (1997). Interactive conflict resolution. Syracuse, NY:

Syracuse University Press.

Gantt, S. P. & Agazarian, Y. M. (2005). SCT in action: Applying the Systems-

Centered approach in organizations. New York, NY: iUniverse.

Gelfand, M. J., & Brett, J. M. (Eds.) (2004). The handbook of

negotiation and culture. Stanford, CA: Stanford Business

Books.

Greene, J. (2013). Moral tribes: Emotion, reason, and the gap

between us and them. New York: Penguin Press

Haidt, J. (2012). The righteous mind: Why good people are divided by

politics and religion. New York, NY: Pantheon Books.

Hall, B. P. (2006). Values shift: A guide to persohal and organizational

transformation. Eugene, OR: Wipf & Stock Publishers.

Hampson, F. O, (1996). Nurturing peace: Why peace settlements

succeed or fail. Washington, DC: United States Institute of

Peace Press.

Kegan, R. & Lahey, L. L. (2009). Immunity to change: How to overcome it

and unlock the potential in yourself and your organization. Boston, MA:

Harvard Business Press.

Lakoff, G. (2009). The political mind: A cognitive scientist’s guide to your

brain and its politics. New York, NY; Penguin Books.

Patterson, K, Grenny, J., McMillan, R, & Switzler, A. (2002). Crucial

conversations: Tools for talking when stakes are high. New York, NY:

McGraw Hill.

Piketty, T. (2014). Capital in the 21st Century. Boston, MA: Harvard

University Press.

Rosenberg, M. (2003). Nonviolent communication: A language of life.

Encinitas, CA: PuddleDancer Press.

Watzlawick, P., Weakland, J., & Fisch, R. (1974). Change: Principles of

Problem formation and problem resolution. New York, NY: W. W. Norton.

Course #2: Foundational Skills for Mediation and Conflict Transformation

Course Description

This course reinforces basic interpersonal communication and group facilitation skills while participants learn to apply Non-violent Communication principles in mediation and conflict transformation. Learners are encouraged and supported in developing their unique styles and approaches to mediation and conflict transformation in alignment with academic and professional standards and practices. These foundationalapproaches are viewed within a framework for conflict transformation that situates conflict within the dynamic patterns that emerge within and between complex human systems.

Participants who successfully complete the course are awarded a 60 Hour Certificate-of-Completion in Mediation Practices. While California has no statewide certification process for mediators, this coursemeets or exceeds the minimum requirements for most court mediation programs.

Learning Outcomes

Learners will be able to facilitate processes that seek to transform conflict. Learners will understand and demonstrate proficiency in the following areas during mediation practice:

1.Facilitating courageous conversations

2.Balancing power dynamics

3. Exploring race, culture,conflict styles, gender, ability, LGBTQIand additional

areas of diversity and inclusion dynamics

4. Allowing for safer exploration of high emotions and the de-escalation of anger

5. Helping others reimagine possibilities beyond impasse

6. Helping othersbuild durable agreements

7. Practicing Nonviolent Communication

Learning Activities

  1. Six in-person Executive Weekend meetings (50 hours total) for discussion, dialogue, case study explorations,mediation simulation and live practice, and peer coaching
  2. Weekly readings & videos
  3. Weekly online reflective journal
  4. One summative reflection & integration paper (7 – 10 pages)

Key Literature

Babbitt, E., & Hampson, F. O. (2011). Conflict resolution as a field of inquiry: Practice informing theory.International Studies Review,13(1), 46-57.

Carpenter, S. L., & Kennedy, W. J. D. (1988).Managing public disputes: A practical guide to handling conflict and reaching agreements. San Francisco,

CA: Jossey-Bass.

Cloke, K. (2002).Mediating dangerously: The frontiers of conflict resolution. New

York, NY: John Wiley & Sons.

Dean, G. (1989).Mediation research: The process & effectiveness of third-party

intervention. San Francisco, CA: Jossey-Bass.

Fisher, R., Ury, W. L., & Patton, B. (2011).Getting to yes: Negotiating agreement without giving in. London, England: Penguin.

Frenkel, D., & Stark, J. H. (2008).The practice of mediation: a video-integrated text.

Aspen, CO: Aspen Publishers.

Hall, B. P. (2006). Values shift: A guide to personal and organizational

transformation. Eugene, OR: Wipf & Stock Publishers.

Jennings, S. et al. (1994). The handbook of dramatherapy. London: Routledge. Krondorfer, B. (1995). Remembrance and reconciliation: Encounters between young

Jews and Germans. New Haven: Yale University Press.

Lecoq, J. (2000). The moving body: teaching creative theatre. New York: Routledge. Lederach, J.P. (1997). Building peace: Sustainable reconciliation in divided societies.

Washington DC: United States Institute for Peace Press.

Lederach, J.P. (1999). The journey towards reconciliation. Harrisonburg, VA: Herald

Press.

Lewis, R. D. (2005).When cultures collide:Leading across cultures. Boston, MA:

Nicholas Brealey International.

McDermott, E. P., & Obar, R. (2004). What's going on in mediation: An empirical analysis of the influence of a mediator's style on party satisfaction and monetary benefit.Harvard Negoiation Law Review,9, 75.

Moore, C. W. (2014).The mediation process: Practical strategies for resolving conflict.

New York, NY; John Wiley & Sons.

Riskin, L. L. (1997). Understanding mediators' orientations, strategies, and techniques: A grid for the perplexed.Harvard Negotiation Law Review,1(7).

Rosenberg, M. (2004).We can work it out: Resolving conflicts peacefully and powerfully. Encinitas, CA: PuddleDancer Press.

Rosenberg, M. (2003). Nonviolent communication: A language of life.Encinitas, CA:

PuddleDancer Press.

Singleton, G., & Hays, C. (2008). Beginning courageous conversations about race.Everyday antiracism: Getting real about race in school. New York, NY: New Press, pp. 18-23.

Susskind, L. (1987).Breaking the impasse: Consensual approaches to resolving public

disputes. New York, NY: Basic Books.

Susskind, L., McKearnen, S., & Thomas-Lamar, J. (1999).The consensus building handbook: A comprehensive guide to reaching agreement. Thousand Oaks, CA:

Sage Publications.

White, L. T., & White, B. (2002). Managing client emotions: How a mediator can help.Dispute Resolution Journal,56(4), pp. 15-19.

Winslade, J., Monk, G., & Cotte, A. (1998). A narrative approach to the practice of

mediation.Negotiation Journal,14(1), 21-41.

Online Resources

Youtube: Glenn Singleton, Courageous Conversations About Race

Course #3: Peacebuilding and Conflict Transformation Practicum

Course Description

This course will help participants experiment with conflict transformation practices in work, volunteer, or personal life settings, and connect their experience with the larger context of conflict and conflict transformation explored in course one. On the first one-day workshop, learners will analyze a setting in which they live, work or volunteer; plan, role-play, reflect, and refine their practice; and find analogues and models from the work in the PCT courses one and two. In weeks one through seven, participants will engage in conflict transformation experiments, describe and reflect online, give and receive feedback on the experiments. The course leader will offer and provide ongoing coaching.

In weekend two, each learner will role-play a key learning, assess their level of competence, and frame an action research experiment to complete the final courses in the MA program; and collectively, the group will integrate and synthesize the learning from the three courses.

Learning Outcomes

Learners will:

1. Personalize the concentration learning outcomes by creating a personal learning

contract to contextualize the learning experience to fit their individual goals

and context of practice.

2. Demonstrate understanding of how complex human dynamics interact and

influence conflict patterns in human communications

3. Design an action research project that demonstrates the learner’s capacity to

apply appropriate theories to practice

4. Demonstrate the capacity for continuous learning cycles within personal,

professional or community settings

Learning Activities

1. In collaboration with the concentration leader, learners will agree on a case study for

application of the action research process that remains in alignment with the subject

selected and refined from the learner’s research proposal course.

  1. Practice with a conflict the learner brings from her/his organization (e.g. over

positions/attitudes toward planned organizational change), community organization, or personal network. . .

  1. Practice with a protocol such as NVC with a conflict in which the learner is a

participant. . .

  1. Practice with a conflict presented by members of the MA in leadership

network from their professional context – e.g. a conflict between members of a team in an MA graduate’s organization.

  1. Practice with skills for integrating “courageous conversations” into their

professional, community, and/or personal practices.

2. Learners will pursue systematic reflection and evaluation with the concentration leader

to integrate practical and conceptual learning from their experience

3. Learners will share individual learning and synthesis with other learners in the

concentration

4. Learners will write a summative evaluation of their experiences comparing their

learning with existing literature

Key Literature

Learners will reviewrelevant literature from previous concentration courses andexplorenew literature germane to their individualized action research projects: for example,

Babbitt, E., & Hampson, F. O. (2011). Conflict resolution as a field of inquiry:

practice informing theory.International Studies Review,13(1), 46-57.

Cloke, K. (2002).Mediating dangerously: The frontiers of conflict resolution. New

York, NY: John Wiley & Sons.

Dean, G. (1989).Mediation Research: The process & effectiveness of third-party

intervention. San Francisco, CA: Jossey-Bass.

Hall, B. P. (2006). Values shift: A guide to personal and organizational

transformation. Eugene, OR: Wipf & Stock Publishers.

Lewis, R. D. (2005).When cultures collide: Leading across cultures. New York, NY:

Nicholas Brealey International.

Moore, C. W. (2014).The mediation process: Practical strategies for resolving conflict.

New York, NY: John Wiley & Sons.

Rosenberg, M. (2004).We Can Work It Out: Resolving Conflicts Peacefully and Powerfully. Encinitas, CA: PuddleDancer Press.

Rosenberg, M. (2003). Nonviolent communication: A language of life.Encinitas, CA:

PuddleDancer Press.

Singleton, G., & Hays, C. (2008). Beginning courageous conversations about race.Everyday antiracism: Getting real about race in school, 18-23.

Susskind, L. (1987).Breaking the impasse: Consensual approaches to resolving public

disputes. New York, NY: Basic Books.

Susskind, L., McKearnen, S., & Thomas-Lamar, J. (1999).The consensus-building handbook. Thousand Oaks, CA: Sage

1