Managing post-conflict Tutorial

Navigating the complexities of post-conflict management is crucial for lasting resolution. In 'Managing Post-Conflict', discover three essential tips to ensure a solid transition: validate solutions for all parties, establish written commitments, and set indicators for success. Dive into strategies that promote healing and growth for individuals and teams alike. Embrace the journey of change and explore how to turn conflicts into opportunities for progress!

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How to be sure

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and how to manage this post-conflict.

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Here are three tips,

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validate that the solution is satisfactory for all in the long term.

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Consolidate the way out of the conflict by contract,

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indicator and monitoring,

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and finally capitalise on experienced progress.

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The first question that is important to ask individually and collectively is,

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is the conflict over?

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Are there a few embers left that could get it going again?

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A few sick cells that could multiply again.

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The appeasement following a solution may be temporary

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if it is not fully assumed by all.

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The conflict can only end if everyone sees the benefit

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of the solution when it is implemented on the ground.

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If the appeasement is lasting,

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that's a pretty good sign.

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Normally,

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the solution was chosen for its short and long term benefits.

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If the long term is not taken into account,

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the fire may start again.

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Dealing with the post-conflict period is to consolidate the exit

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from conflict as one consolidates recovery from a serious illness.

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Has the solution been applied by all?

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Making a written contract and having it signed by the parties involved

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ensures that the solutions will be implemented.

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Written contracts prevent agreements from being contested or fading over time.

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You don't want to sign a contract that seems too formal a solution.

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A written commitment can just take the form of a simple email

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like Cathy,

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I'm so glad we found a common solution.

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As we have decided,

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I confirm our mutual commitments to

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thanks for your cooperation,

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signed Max.

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When decisions are more complex or less factual,

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I recommend that you set indicators that will

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validate that the agreement has been respected.

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Indicators such as

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if there are no more backlogs on a project,

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if there is no more altercation in a meeting,

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if

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the contract must always be adjustable over time.

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The solution must be able to be discussed again

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after a trial period.

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When you decide on a common solution,

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make a follow-up appointment now

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between a week,

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a month following the resolution of the conflict

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in order to validate with a little hindsight

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whether the solution works and remains satisfactory for all.

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Allow yourself to adjust it if you feel it continues to generate internal tension.

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Finally.

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Managing the post-conflict period means capitalising on the dispute

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and allow everyone to move forward.

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analyse more deeply the conflict when it's truly calmed and resolved,

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and strive to have a neutral and wise outlook on past events.

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Give yourself feedback.

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How do you see the conflict today?

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What would you do differently if you were able to go through the same crisis?

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What would you do in a similar way?

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How has this conflict been an opportunity for

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individual and collective progress for the protagonists,

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for the team,

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for the relationship?

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What did you learn?

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Managing the post-conflict period therefore means validating

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that the solution is satisfactory for all

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over the long term.

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It means consolidating its exit by formal or informal contract,

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by indicators and by monitoring,

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and finally analysing and capitalising on the experienced progress.

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