ࡱ> n bjbj rjj˳l4KKKh,L4`L,OMMFMMMRRRROTOTOTOTOTOTO$Q SxORQRRRxO5nMMO"5n5n5nRMMRO5nRRO5n 5n=x0""TJMMM /¬8CKmgR3M|O<O4KT_mKTM5nb4X  EMBED PBrush  Strategic Leadership Workshop: Burundi Rebel and Army Military Commanders Retreat A Project Funded by the Department for International Development (UK Government) and the European Commission External Affairs Unit MILITARY RETREAT WORKSHOP Nairobi, Kenya 10-15 November 2003 Howard Wolpe, Steven McDonald, Elizabeth McClintock and Alain Lempereur Training Support Provided by the Conflict Management Group, Cambridge, MA, and ESSEC, Institute for Research and Education on Negotiations in Europe, Paris, France I. Background To Workshop With the support of the World Banks Post-Conflict Fund, in 2002 the Africa Program of the Woodrow ˻ֱ International Center (WWIC) launched a major capacity-building initiative in Burundi, designed to increase the ability of the countrys ethnically polarized leadership to work together in consolidating its post-war transition and advancing Burundis post-war economic reconstruction. Under this program, a core group of approximately one hundred Burundian leaders, drawn from diverse ethnic, social and institutional backgrounds, is receiving intensive training in a broad range of leadership skills required in the implementation of projects of economic recovery. Workshops in communications, visioning, group problem-solving, consensus-building, and strategic planning were designed to assist in the restoration of trust and confidence among Burundian leaders and to encourage participatory and collaborative decision-making. The first group of 34 leaders began their training in March 2003 and the second group of 31 leaders began its training in September 2003. Training of a third group of leaders is scheduled to commence in May 2004. The Ngozi Process, as this training is now called, referring to the venue of the first two workshops, has proven highly successful and well suited to the post-conflict recovery needs of Burundi. In fact, the success of the initial Ngozi workshops produced a significant spin-off initiative when both senior Burundi Army personnel and rebel group representatives who had taken part in the first two training workshops suggested that the Ngozi Process be extended to a select group of Army and rebel military commanders to set the stage for DDR. With funding provided by the British Department for International Development (DFID) and the European Commission, the WWIC held a six-day training retreat in Nairobi, November 10-15, 2003. This training had the purpose of strengthening the skills of Army and rebel military commanders that are required for successful negotiations, i.e. skills in collaborative and participatory decision-making, communications, conflict resolution, consensus building, strategic planning and the management of organizational change. The workshop was not a negotiating venue. The training was primarily conducted by Elizabeth McClintock, Senior Associate at the Cambridge-based Conflict Management Group, and Alain Lempereur, Professor of Law and Negotiation, and Director of IRENE (the Institute for Research and Education on Negotiation in Europe). Colonel Dingamaji Madjior Solness, Coordinator of the National Committee on Reintegration in Chad and a World Bank consultant on DDR issues, served as a co-facilitator. II. Composition of Workshop The Nairobi workshop brought together 37 participants. Present were seventeen army commanders and twenty rebel commanders, all senior military field grade officers, many with line responsibilities. The rebel groups represented were FROLINA, CNDD/FDD wings of Jean Bosco Ndayikengurukiye, Leonard Nyangoma, and Pierre Nkununziza, Palipehutu FNL Karatasi, and Palipehutu FNL Alain Mugabarabona, many at the Chief of Staff level. The Burundian Armed Forces (FAB) delegation included the Director General of Operations for the Burundian Armed Forces, Chief of Cabinet for the Minister of Defense, and several battalion commanders. Within both rebel and FAB participant ranks were several members of the Joint Ceasefire Commission. The only group not represented was the FNL of Agathon Rwasa, which has yet to sign a cease-fire. III. Content of the Workshop The workshop, conducted in Nairobi, Kenya, at the Windsor Hotel, was structured along the lines of the Ngozi Process workshops. As in Ngozi, the first three days were devoted to interactive exercises, including visioning, role-playing, and simulation, designed to strengthen communications, problem-solving and analytical skills, as well as break down interpersonal barriers based on ethnicity, political divisions, gender, regional origin, or societal and professional roles. The remaining two days were used to apply these new skills and evolving relationships to a discussion of the transition of Burundi under the newly signed cease-fire and the roles that would be played by the military in that transition. Day One: Introductions, Purposes of Training 1. Orientation and Introductions. When the workshop participants were assembled, Project Executive Director Wolpe reviewed the projects background and objectives, and introduced the management and training team. Wolpe reiterated the leadership training projects over-all purpose: the development of a sustainable network of a diverse cross-section of 100 Burundian leaders that would be able to work collaboratively in developing a common vision for Burundis future, and in providing leadership for the development and implementation of concrete projects of economic recovery. He emphasized that their invitations to participate in the project had resulted from a very extensive consultative process with a large number of organizational and institutional leaders. They had each been selected to participate in the first training group because they each were perceived by other Burundians as being capable of shaping Burundis future, either by virtue of the roles they played or by virtue of the influence they exercised within their constituency-groups. The training they were about to receive would center on essential leadership skills of collaborative decision-making, problem-solving and consensus-building. Wolpe then turned over the opening session to trainers McClintock and Lempereur, who proceeded to lead the participants through an ice-breaking introductions exercise. The participants were told that rather than introduce themselves, they would instead each be asked to introduce another participant and that participant had to be someone they did not know. The technique worked magically, with all of the participants repositioning themselves with persons they did not previously know. (The decision had been made earlier to dispense with all rank and formality and all nametags bore only the participants first names. This was consistent with the understanding that, while the workshop was designed to be inclusive of all of Burundis social and institutional sectors, all the participants were invited in their individual capacities and not as representatives of their respective organizations or institutions.) After a few moments to become acquainted with one another, the introductions proceeded laced with much humor, and considerable energy. Periodically, some of the participants would be invited to recite, by memory, the names of all the participants present. 2. The Arm Wrestling Exercise: Collaboration vs. Competition Following the introductions, the participants were asked to pair up for an arm wrestling exercise. The rules were simple: whoever had the most points would win, and a point would be achieved every time the partners hand touched the table. The exercise proceeded for less than a minute, with each Burundian struggling to force his/her partners hand to the table. Then the scores were tabulated with most participants scoring from 0-5 points. There was a solitary exception: one paired couple achieving a score of 10. The secret to the success of this couple was that they realized that more points could be achieved for both if neither resisted the other, and their hands could be whipped rapidly back and forth. When the results of this exercise were displayed, the participant reactions varied from bemusement to amazement. They then moved into a discussion of how, in this instance, the assumption that almost everyone made, that if their partner won, that would mean they would lose was an erroneous assumption, that led to failure for both rather than success for either. The one couple that began the exercise with a collaborative rather than competitive attitude emerged with both partners winning. There is a connection between ones original suppositions or assumptions, and the final result; the assumptions one makes frames ones thought process which, in turn, leadsd to a series of actions that produce the observed results. Erroneous initial assumptions, therefore, can yield wholly unintended consequences. From this discussion of the distinction between competitive and collaborative mechanisms, the participants turned to the question of how the one successful couple the Army general and a woman had achieved their insight. It turned out that they had spoken to each other beforehand, and had reached agreement on their strategy. Thus, the second lesson to emerge from this exercise: the value of communications. None of the other couples had thought to discuss how to proceed in advance; they had simply plunged into their contest of strength. Day Two: A Framework for Measuring Success The second day was devoted to the development of a framework by which leaders in any institutional context could measure the success of decisions made. A seven-element framework was presented: (1) the interests of the various parties, (2) the options available to them, (3) comparison of the best negotiated option to the best alternative to a negotiated agreement, (4) the criteria of legitimacy to be employed in evaluating options, the (5) quality of the relationship of the parties following the decision, (6) the nature of the communication between the parties, and (7) the commitment of the parties to the decision taken. Then gave a schematic was presented which demonstrated how the elements are used both at and away from the table.     Following the presentation of the framework, the participants were asked to apply the framework to a simulated negotiation involving an aging football player and a football club. The results of this negotiation were then analyzed in terms of the utility of the framework, and the quality of the negotiated agreement. Day Three: SIMSOC Simulated Society The workshops third day was devoted to SIMSOC, an elaborate simulation designed by William Gamson, to illuminate a number of principles of leadership, communications, conflict and joint decision-making. In brief, SIMSOC consists of a society comprised of four regions red, green, blue and yellow with a very unequal distribution of resources. The red region is a veritable ghetto: at the beginning of the game, those who inhabit the red region have neither subsistence tickets (simulating food), nor simbucks (simulating money), nor travel tickets (enabling individuals to travel to other regions). The green region is an economic powerhouse, containing within it both an industrial base and several subsistence and travel agencies. The blue region and yellow region are moderately wealthy, middle-class enclaves. Those who live within SIMSOC must do everything that persons are required to do in the real world: they must subsist (with the failure to subsist for two consecutive game sessions causing death); they must secure employment (with the level of unemployment, like the number of deaths, impacting on the societys national indicators); and they must decide how to allocate whatever resources they possess whether to invest in industry, or in public welfare programs, or in the creation of police forces. Rioting is also an option. Whatever decisions people make, individually and collectively, determine whether the national indicators rise or fall; and this determines, in turn, whether the income available to the societys basic institutions increases or declines. If any of the national indicators falls below 0, the society collapses. As the participants own reflections on their involvement in SIMSOC make clear (Section IV below), the simulation yielded many insights with direct application to real-world Burundi. In particular, the SIMSOC experience brought home the danger of acting on the basis of untested assumptions, highlighted the ways in which poor or inadequate communication can often lead to messages being received in ways wholly unintended by the sender, and drew attention to the importance of inclusive decision-making processes in reducing conflict and deepening popular support for public policies. Day Four: Communication for Effective Leadership The previous days SIMSOC experience provided the backdrop for a deeper examination of ways of strengthening ones communications skills. A discussion of tools for both active listening and active speaking was elaborated in a series of exercises and simulations. The most important lessons imparted through these activities are summarized in the Trainer Summary of Lessons Learned section below. Day Five: Four Quadrant Tool Brainstorming A Future Vision On Day Five, the training focus shifted from a consideration of general leadership principles and techniques to the application of these principles to the Burundi situation and, in particular, to the fundamental objective of the training initiative: the development of a coherent vision for national economic recovery, and the implementation of concrete economic recovery projects. In addition, several tools useful for strategic planning were presented brainstorming; the 4P analytical model that distinguishes between purpose (why are we here?), people (who needs to be part of the process?), process (how will we accomplish our goals?, and product (what is the end-result we hope to achieve?); and the 4 quadrant tool (statement of the problem; diagnosis of the problem; consideration of possible approaches to its resolution; and ideas for action). The participants were invited to apply these tools to a preliminary examination of the barriers to Burundian economic recovery. Day Six: Planning for Economic Recovery The workshops final session was devoted to deepening the participants analysis of the challenges Burundians faced as they confronted the task of national economic recovery. The participants divided themselves into four working groups each devoted to one of the four principal challenges that they had concluded needed to be addressed as part of broad economic recovery strategy: (1) insecurity, (2) governance, (3) education/social capacity and (4) visioning. The participants decided that that they would meet during the four week interval between training workshops, in an attempt to dissect these challenges in greater depth. This analysis, they concluded, was essential to laying the groundwork for an effective economic recovery strategy, and for the prioritization and implementation of concrete recovery projects. IV. Trainer Summary of Leadership Lessons The following summary of the lessons imparted during the six days of training was developed by the trainers and sent to the participants, to help them prepare for their second training workshop scheduled for mid-April: Presented the arrow diagram and had a brief discussion of assumptions. Alain also presented the quadrants which include cooperative/competitive behavior and its consequences. Instability of the south west and northeast corners. Observation- no one achieved the coop/coop behavior. And many chose not to engage in the exercise. Perhaps a fear of engaging someone they dont know, especially from the other side of the conflict, in an exercise that is a show of force? Ferdinands question also a good one. Alains explanation of the years of war that French and Germans engaged in finally resulted in a decision to cooperate because the consequences of non-cooperation were becoming too serious. Did not want to risk yet a third world war. Also might want to add something re: Festus comments. Debrief of The Kirambo District Case Three questions: What impact did the preparation session have on your negotiation? What did your partner do that was effective? Did you do anything differently in this negotiation? Process: Have participants take notes on the three questions General discussion on question one Share their feedback with their negotiating partner on the second two questions Share lessons with whole group Impact of preparation: We were able to analyze the interests of each party The preparation session made me ready to negotiate The structured methodology helped me to organize my negotiation and to find a win-win solution The framework is straight-forward and easy to internalize The preparation session contributed to my ownership of the problem and therefore motivated me to engage in problem-solving The preparation session helped to clarify my mandate As a result of the preparation session, I was able to take into account the others interests and I was better prepared to listen during the negotiation I was better able to correct facts during the negotiation, test my understanding of their interests and begin to learn what I did NOT know and might need to investigate further. The tool provided me with an opportunity to sequence the steps in my strategy I felt well-prepared to negotiate The preparation session allowed me to gain time during the negotiation itself. Worked well/Do differently My partner communicated effectively was polite, listened well He accepted my invitation to negotiate He did not behave as an enemy. He treated me as a partner. Expressed our common interests Demonstrated an understanding of my interests Was flexible expressed understanding of my perspective (although did not always agree with me but was able to express that effectively) Open to discussing all topics on the table Had a clear mandate and expressed that clearly to me Was clear about the level of commitment that he could obtain/give Helped me to understand his preferred option Demonstrated a commitment to finding a solution to our problem Took notes and demonstrated active listening Used criteria of legitimacy to persuade me of his perspective I used the negotiation process as an opportunity to test my assumptions about his interests and he was open to that process ATTENTES DES PARTICIPANTS Mieux reprsenter son leader dans une discussion Communiquer efficacement avec un canevas prcis Rapprocher nos points de vue sur le processus burundais Tenter de dvelopper une vision commune Acqurir des techniques de cohabitation pacifique tre capable de rsoudre des conflits difficiles Rentrer avec une mthode pour comprendre toute situation conflictuelle Pouvoir tre franc et ouvert les uns avec les autres Rebtir lavenir du Burundi Consolider la responsabilisation entre nous Dvelopper un sens plus fort dintrospection Pouvoir diffuser ces techniques chez les personnes qui ne se trouvent pas ici Matriser le chemin suivre Obtenir une formation continue pour la mise en uvre tre mieux prpar pour une cohabitation dans les nouvelles structures ATTENTES DES FACILITATEURS (Un grand partage avec les attentes des participants, telles quelles viennent dtre exprimes) Espoir que lon puisse mieux se comprendre Se rapprocher dune vision en commun Sortir dici avec les mthodes qui aideront aux questions de rformes scuritaires: intgration, DDR Russir mettre en vidence les intrts de tous Ne plus approcher ces questions comme des ennemis Crer un rseau entre personnes que lon peut contacter Crer le rflexe de se contacter si les choses tournent mal ATTENTES DE TOUS tablir de bonnes fondations pour un Burundi de paix et de prosprit Voir ceci comme le dbut dun processus et non la fin Montrer limportance des pas raliss ds aujourdhui Pouvoir grer au mieux le temps rduit dont on dispose tablir une confiance entre nous Russir combler le foss entre les personnes prsentes ici et dautres absentes, en vue dune bonne restitution pour les leaders pour tout le monde, dont les combattants et militaires Crer des outils de partage (livre, cas-types, vidos, etc.) Imaginer de nouveaux produits drivs formation de formateurs formation de leaders locaux rintgrs Aider redfinir la faon dont les Burundais approchent les questions essentielles (scurit, etc.) SIMSOC Debriefing of session Wednesday evening RED/GREEN missed their reactions (included in Alains notes) BLUE REGION Anicet: During the first session we did not really understand the rules. We did understand during the second session that the media could be a useful tool. After traveling to the Red region we realized they had a real problem. They were threatened with death. After receiving our messages, the other regions changed their behavior. Howard: 2 messages Why was green region under threat? Anicet: Because the red region had a big problem. The Green had hostages in the red region. Because the green was the richest, we decided to shake them up a bit and tell them they were under threat, hoping that they would contact us for further information. Howard: your message did not have the intended consequences. Is that right? Yes they did not respond as we had hoped. Howard: Green please explain how you interpreted the message sent by the Blue region. Prime: We thought that the information could be true so we must take precautions to avert disaster. Remy: Another thing to add. He wasnt asking us for assistance. His message was instead, despite our richesse we were under threat. Howard: Mass media was hoping to get people mobilized for the red but instead the reaction of the green was to mobilize a police force to deal with this threat rather than deal with the real problems. Does this happen in the real world? It certainly does. Howard - Another lesson: Violence has unintended consequences. Everyone begins to focus on the violence and forgets the underlying problems. Salvatore: We tried to advertise the problems in the red region. Automatically, we looked to the richer regions to help. We sent someone to convince them to help the red region. We did not have a lot of resources to give to red, except the ability to communicate their problems to others. Howard: The mass media was very active in this society. More than Ive seen in other societies. The media had an appreciation of the role it could play in the rest of the society. However, these intentions were not well-understood by others. Would you do something different next time in order to produce a better result? YELLOW REGION Pie: We spent the entire first session trying to understand the rules of the game. Only from the second session did we really begin to branch out and contact the other regions. This was difficult however, because they were rioting and they did not understand our efforts. They only wanted subsistence. Howard: What was your reaction to them? Pie: We returned to our region and we discussed how to ensure that our political platform could be carried forward. Howard: Did the reaction of the red region seem reasonable to you? Pie: We wanted them to listen to our program but it was very difficult, they were only focused on eating because they said they were starving. Red reaction: We werent ready to focus on his platform. We had been promised things before that were not delivered so we did not trust him. He conditioned his aid on joining his political party, but we said no. Yellow said: I did not want to just give money away. I expected that they would work for money. Howard: I believe I heard you say: We dont believe in giving away money, you have to work for your subsistence! Anatole: We wanted to build an industry but wanted to ensure security first. We sent a delegation to convince them to accept our terms. We also tried to get a loan from the bank to help them. Then we began to produce more in order to use our resources to help the red region. Desire Lewis: Do we first find our own subsistence or do we focus on helping the red region? We decided in the first session to focus on ourselves. However during the second session, we decided to launch a program to save the red region. We approached the industries in the other regions and tried to enlist them in our campaign. Were you frustrated? Yes. I felt those regions which were richer were focused on themselves and caught up in their own regions. Did not think of others. LIZ: Most messages uni-directional. No real dialogue. Actions and their consequences. Often they are not the results that we anticipate. The reflections of Eugene make me think of the propensity to leave assumptions untested. red: assumed others knew about the riot green: assumed that the threat was imminent and the only way to deal with it was to protect themselves all assumed that their own survival was paramount, did not think of how the others survival would impact our own message sent is message received we know what they want and that is what we write assuming that the laws or rules that they develop in a region will be accepted by all Desire to take someone in front of the tribunal for violating law and the discussion that ensued with regards to perhaps negotiating with the others to achieve their objectives - who established this law? - where are the criteria for determining this law? Balkanization of regions. Strong regional identification (like Fabien mentioned) but very little consideration of the entire society (like Celestin mentioned). Even when people began to travel, it was a long time before their actions reflected a concern with others and how the success (or failure) of a few impact the whole. Importance of effectively managing and communicating information: Suspicion on part of yellow of the news coming from blue We dont want them to influence us Suspicion of others setting up news outlets, other forms of media, communication, other sources of information Quality and transparency of information. How much is shared and when? Impact of incomplete or inaccurate information (Green region feeling threatened) One way communication; very little dialogue What would I have done differently in light of this experience? Encouraged a meeting of the leaders throughout society. Increased my understanding of the exercise and what we must do to make this a success Expressed my disagreement with ideas presented for example, when everyone suggested that we create a SIMFORCE, I should have presented my arguments against this idea and initiated a debate on the subject. Dont fall into the trap of choosing NOT to communicate when unhappy or offended. Rather, keep trying to engage the other party, use the media more effectively. We made a mistake when we realized that there was a region in trouble. I should have encouraged the other regions to come together to discuss how to solve this problem. Take more advantage of my own potential to contribute to society and give myself a chance to examine my own weaknesses. Thursday 13 November 2003 Loutil de prparation des sept lments Analyse de SIMSOC Acteurs et QuestionsIntrtsOptionsCritres de lgitimitLes acteurscls: La rgion rouge La rgion bleue La rgion jaunne La rgion verte Autres acteurs: Les membres de la socit Questions importantes: Comment aider les rouges? Comment assurer la survie de la socit? La rgion rouge: Moyen de subsister Dvelopper la rgion Dvelopper lemploi Libert de voyager Simpliquer dans la socit Traiter linjustice Autres rgions: Augmenter le niveau de vie Scurit de la socit Mobiliser ressources au profit de toutes les parties Obtenir adhsion au parti Rentabiliser ressources Augmenter lemploiReinvestir dans la rgion Cration demploi Organisation conseil des gouverneurs Dvelopper des politiques rgionales Investissement des infrastructures Cration de syndicats Aides durgence Programme de relance conomique Collecte de fonds Aide de la communaut internationale Prise de conscience collective Indicateurs nationaux Traitement egal Drotis de lhomme Partage quitable Principe dinterdpendence Droit lexpression La loiAlternativesEngagementRelationCommunicationLes Rouges: Manifestation Emeute Prise dotages Les Autres: SIMFORCE Repression Soumission de la population rouge Embargo Deportation Aide durgence  Respect des engagement pris Simplicit Ouverture Valider et communiquer notre mandat Sengager spntanement Diviser lengagement en tapesActuelle Prfre  - Inxistant - Synergie entre rgions - Mauvaise - Contact physique - Plusieurs - Intensification obstacles des changes - MfianceComment amliorer la communication? Dvelopper une stratgie de communication Nomer les personnes dtre charg de la communication Transparence Reprsentation Organiser les rencontres culturelles Mettre en place des organes de communication Travailler sur perceptions Crer un environnement de confiance Comprhension des intrts Loutil de prparation des sept lments Intgration du FNL-Rwasa dans le processus de paix au Burundi Acteurs et QuestionsIntrtsOptionsCritres de lgitimitLes acteurscls: FNL-Rwasa Gouvernement de transition Facilitation Communaut internationale Questions importantes: Comment pouvons-nous persuader le FNL-Rwasa de participer dans le processus de paix? Le FNL-Rwasa: Un dialogue frac entre Hutu et Tutsi pour se dire tous les tors quils se sont fait Les responsabilit des uns et des autres de se demander pardon Se reconcilier en vue de construire Les leaders Tutsi: Eviter la possibilit de la gnocide Victoire militaire Assurer leurs place dans la socit burundaise Des autres: Ladhsion de FNL lentr dans le processus de paix Rtablissement de la paix et la scurit dans tout le pays Rconciliation totale et permanent entre toutes les composables de la communaut burundaise Recouverement de la paix sociale dans les curs de tous les burundais Instaurer un Etat de droit Assurer le dveloppement quitableAccepter lcoute, le dialogue avec le FNL-Rwasa en dveloppement dune strategie le rendant possible Intervention de la communaut internationale Identifier les pays qui soutien;e FNLet amorcer un dialogue avec eux Laccord de paix Le droit de tout burundais de vivre dans la paix et la scurit Droits fondamentaux de la personne humaineAlternativesEngagementRelationCommunicationLe gouvernement: Usage progressivement de la force Intervention de la communaut internationale Le FNL Chercher se renforcer Se soumettre Engagement totale la paixActuelle Prfre - Il ya contacts - Promouvoir les qui se font efforts continuelles plusieurs pour renforcer les niveaux contacts en vue d aboutir un dialogueComment amliorer la communication? Contacts physiques Cas possible pour lapplication des 7 lments Augmentation des salaries dans un pays en guerre Gestion des grves Mise en application des accords de cessez-le-feu - ( Menage pres du divorce Droit des femmes la succession - ( Origine des conflits Hutu-Tutsi Independence des pays pauvres par rapport les pays riches Reforme de larme - ( Reforme de la justice Rle de confession religieuse dans un pays en guerre Equivalence/harmonization des grades entre les groupes arms - ( Intgration de FNL-Rwasa dans le processus de paix - ( Mfiance thnique et des attentes thniques Loutil de quatre quadrants Q 1 Situation prfere: Lestablissement dune arme nationale unifie Q 2 Les obstacles Multiplicit des accords Difficults/non application des accords Manque dun accord global et inclusif Trop dacteurs Rticences de lun des parties Manque dune conscience nationale et deducation Disparit des niveaux et des expriences Non-engagement de la communaut internationale Mauvaise prparation lintgration Manque de moyens Presistence de la guerre Barrire psychologique dacceptation mutuelle/mfiance Incertitude sur programme dintgration/dmobilisation Non-satisfaction des intrts respectifs Conditionalits de la banque mondiale Peur dchouer Dception des intgrs par rapport aux attents Manque dune vision commune Politiciens mal-intentionns Manque de leaders responsables nationaux Manque de bailleurs pour aider le processus Environnement rgional non-rassurant Mfiance par rapport aux autres Manque de volont politique Confusion de la population sur la dmocratie Disparit dexpriences non-vrifies Ingalits sociales Quotas thniques dans lAccored dArusha Six groupes de travail: Multiplicit des accords/manque dun accord global et inclusif Manque dun conscience nationale et dducation Disparit des niveaux et des expriences Non-engagement de la communaut internationale Persistence de la guerre Mfiance par rapport aux autres In working groups, the participants deepened their understanding of the obstacles and did a more comprehensive diagnostic. After the coffee break, each group presented their work to the plenary in order to share their progress. This was then followed by the working groups resuming their analysis and developing options for overcoming these obstacles. Groupe 1 Multiplication des accords: manque dun accord global et inclusif Q 3 Les approaches possibles Amener les acteurs saccepter mutellement Chercher et parvenir un accord de cessez-le-feu avec les mouvements non encore engags dans le processus La mise en application effective des accords dj existants Amener les acteurs comprendre la ncessit dun seul accord global et inclusif de cessez-le-feu Contraindre par force les mouvements non encore engags sinscrire dans la logique dun cessa-le-feu global et inclusif (une alternative) Groupe 2 - Manque dune conscience nationale et dducation Q 3 Les approaches possibles Enstruite civisme Culture de la patrie Permanence seminaires en Leadership Revalorisation des valeurs traditionelles (Bashingantaye) La libert de la presse Eviter discours demogogiques/thniques (dans les sondages) Cultiver la population politiquement Developper La culture du partage Developer la culture de la dmocratie adapter au pays et notre tradition Transparence de la gestion et dans ladministration Cration dun commision independante sur les problmes du pays Bonne orientation politique et economique Dfiner les critres nationaux de recrutement pour larme future par consensus Crer une nouvelle culture militaire et civique (Serment solennel) Groupe 3 Diparit de niveaux et des exprience Q 3 Les approaches possibles Souscrire la volont commune dune arme professionnelle aprs lintgration Evaluation des niveaux grace lexpertise dune terce partie Evaluer de manire continue moyens de rehausser niveaux, tout en participant au commandement Groupe 4 Non engagement de la communaut internationale Q 2 Approfondissement de la comprhension des causes/obstacles Manque dintrts conomiques, diplomatiques, et politiques Manque de volont politique des leaderships Inscurit due la persistence de la guerre Le non-engagement positif de la sous-rgion Le pass du Burundi qui ne stimule pas Peu dintrts (?) par rapport dautres pays aux problmes globaux La situation go-politique La pression des grandes industries darmement sur les gouvernements respectifs Manque de transparence des leaderships Q 3 Les approaches possibles La motivation de cette communaut internationale par: Instauration dun pouvoir dmocratique Une politique de transparence et de bonne gouvernance Une volont dans la mise en application de laccord globale Une bonne diplomatie Mise decouvert les intrts conomiques et culturels Souder le tissu national par une cohesion sociale Former les leaderships pour une meilleure organisation Implication actives des diffrentes parties en conflit dans les organisations de formation lintention de la cration dune arme unifie Groupe 5 Persistence de la guerre Q 2 Approfondissement de la comprhension des causes/obstacles Persistance extrmiste (FNL)sur son idologie primaire: librer hutus Intgrisme religieux Oblig (govt) dassurer scurit du pays Prolifration des armes Aspiration la victoire militaire (FNL) Complicit (volontaire et/ou force) de la population Peur dtre jug Non implication active de la communaut internationale, sous-rgion dans la facilitation Divergence de certains politiciens (points de vue) sur les accords dj signs et sur les ngociations futures Soutien de certains politiciens spculateurs Le milieu (terrain) prsente des avantages aux combattants Lenteur et mauvaise application des accords dj signs Lobbies trangres Vouloir dfier se prsupposs trater Possibilit relle dadhsion son idologie (propagande, recrutement, formation) Q 3 Les approaches possibles Gouvernement mission de scurit et de souverainet sur TT le territoire Accords signs devrait tre appliquer dans meilleurs delai (effet persuasif) Gouvernement doit simpliquer activement denlever le dialogue avec le FNL-Rwasa Trouver formule de representation adequate (intrts rels) Implication active de la communaut internationale et sous-regionale dans la persuasion de le FNL-R Prparer toutes les forces vives mener des actions de contrainte Groupe 6 Mfiance par rapport aux autres Q 2a Approfondissement de la comprhension des causes/obstacles Accusation mutuelle Refus de contact Absence de prisionniers de guerre Haine et traumatisme ethnique traditionnelle Peur de lautre Image ngative de lautre Non respect des droits de lautre Q 2b Approfondissement de la comprhension des intrts de lun et de lautre Intrts de larme Garantir la scurit de la population (droits la vie) Scurit demploi Garantie de la scurit face aux menaces exterieurs Prvenir les risques lis aux mauvaises intentions de certaines politiciens Aboutir une paix durable Intrts des reblles Garantir la scurit de la population (droits la vie) Garantirlorientation politique Une partie souhaite un emploi selon lappreciation de la carrire militaire Aboutir une paix durable Q 3 Les approaches possibles Overture et transparence des recrutements sur base de comptence dans chaque groupe Equilibre ethnique et rgional (quotas) Respect de comptences universellement reconnue pour entrer larme Presentation on Scenario Planning get something from Wim to include in the report History: Wolvenhof Group Three sets of activities 1. Scenarios for Burundi 2. Formation de formateurs (theory and practice) 3. Targeted applications Also introduced community of practice - a network of people who have participated in the scenario planning process and who will undertake small projects to continue work of group; such as contacting donors, making links with other projects (i.e. BLTP) Three types of scenarios: 1. Rational approach 2. Process approach 3. Normative approach Three objectives 1. Scenarios for decision making 2. Support dapprentissage organisational organizational learning 3. Public debate (this is the objective of the current scenario project for Burundi) V. Participant Identification of SIMSOC Lessons Learned The morning following the playing of SIMSOC, the participants were invited to reflect on what insights they had obtained through their participation in the simulation. The following are some of the observations that participants offered: 1. On the organization of the society and the understanding of the interests 2. On the equitable allowance of resources 3. On communication 4. On approaches to solutions 5. On the game itself IV. Participant Evaluations of Ngozi II 1. Open-ended Questions As a part of the evaluation process for the workshop, each participant was asked at the end of the workshop to undertake a written evaluation. The evaluation instrument first asked the participants to respond to three open-ended questions: What is your general opinion of the workshop? What are the strong and weak points of the workshop? What aspects of the program require the most improvement or the least improvement? The individual evaluations have been retained and are available for review. However, attached as Appendix 5 is a compilation of the responses to these questions. What emerges from a reading of all the narrative responses is a remarkable shared enthusiasm for the make-up of the workshop participant group, the training methodology, the quality of the training and trainers, the focus on economic recovery and development, and the personal impact of the training. The venue and logistics of the workshop received satisfactory evaluations. 2. Quantitative Evaluations Appendix 6 presents quantitative evaluation graphs and charts depicting the sum of the responses of the various participants to the evaluation instrument which they filled out. We have used the same graphic format with which the participants were presented, but have entered the total of responses in each numerical block. The responses to any specific question do not always add up to the same total number of participants because everyone did not answer every question. Also, five participants were not able to remain for the final evaluation session. In general, the assessments offered by the participants ranged from positive to very positive in terms of the teaching methodology, the support materials, the various training exercises and simulations, and the role and skills of the trainers. V. Management Team Observations Our training retreats have been sited in Ngozi, a provincial capital in Burundi located some 70 miles north, northeast of Bujumbura. Situated in the highlands, in an agriculturally rich setting, Ngozi has been chosen as the workshop site for several reasons: First, the Search for Common Ground has a newly built headquarters with spacious training facilities that they offered to the Management Team on a gratis basis for the workshop. Second, Ngozi, not too distant from the Rwanda border, is one of the more secure areas of Burundi, with no significant fighting or disturbances having occurred there for several years. Ngozi has little strategic value and also is far from rebel supply lines. Its growing economy, even though agriculturally based, offers wide spread employment and keeps potential recruits out of rebel ranks. Finally, Ngozi is a bustling and busy commercial center, graced with Burundis first private university outside Bujumbura and boasting a coffee factory, hotels, an active market, and adequate infrastructure. Hutu/Tutsi cooperation since the 1993 violence has been exemplary on all fronts and many Burundians hold Ngozi up as a role model for reconciliation and economic progress. Ngozi can be accessed by paved road, an approximately 2 hour drive. However, driving raises security concerns as one passes through the Kibira Forest and Bujumbura Rurale, both areas of CNDD/FDD presence and occasional guerrilla activity. Therefore, the Management Team hoped to move the staff and participants principally by air to Ngozi. The World Food Programme graciously assented to fly on its aircraft all training project staff and the training team to Ngozi, along with those participants who represented civil society. However, other participants with government, military or rebel affiliations had to be taken overland via military convoy for reasons of security. Actually, two convoys were employed, one with a South African detachment from the African Union Military Protection Force in Burundi (AMIB) as escort. This was primarily for participants from rebel organizations. Another convoy under protection of the Burundi National Army transported the government, army, and political party representatives. The BLTP would like to thank the South African Consul General, George Rautenbach, and the Commanding Officer of the protective units of the South African forces, Colonel Wally Vrey, along with the Chief of Staff of the Burundi Army, General Germain Niyoyankana, for their assistance in facilitating these security arrangements. The Management Team would like to thank Search for Common Ground Burundi Director, Mark Rogers, for his cooperation in the use of the facilities and equipment that Search made available in Ngozi for BLTP use. V. NEXT STEPS The commitments iterated above were to be put into place immediately. The specific actions required were the institution of monthly meetings, starting on October 10; the creation of a contact list with each individuals information, including e-mails; the beginning of informal social gatherings; and, the publication of an internet newsletter and/or chat room to feature news about individuals, bulletins on events and occasional opinion or informative pieces written by participants on subjects relating to Burundis transition. The Ngozi I group will get together for the first time with the second workshop group, Ngozi II, for a social evening on November 18. The BLTP is designed to bring each workshop component together with the others over time to expand and make more comprehensive the network of leadership that is the target objective of the project. This will be the first step in that direction and the hope is that the synergy of the two groups will make more effective and cohesive all of the efforts of the groups. 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