Partnerships and Power Dealing with Power, Conflict and Learning in the Facilitation of Multi-...
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Partnerships and Power
Dealing with Power, Conflict and Learning in the Facilitation of Multi-stakeholder Processes
Setting the Scene
Program09.0
0
Welcome
09.10
Introduction - power, partnerships and multi-stakeholder processes by Jim Woodhill
09.20
Orientation address: The learning dimension to creative conflict management, by Barbara Gray
10.00
Coffee break
10.30
Insights from experience: Chris Mbileni: reforms in South Africa Doug Henderson: conflict and reform in Cambodia’s forest sector Annemiek Verhallen: knowledge and power in Scheldt delta
11.30
Discussing the major issues and challenges out of orientation address and case studies
12.00
Presentation of afternoon workshops and division of groups
12.15
Lunch
13.30
Round 1 parallel workshops 1. Barbara Gray: Seemingly Irresolvable conflicts – making the
breakthrough2. Chris Mbileni: Effective mediation – Lessons from South Africa3. Janice Jiggins: experiences from the SLIM integrated water
management project4. Scott Geller: power conflicts in national forest programmes. 5. Chris Geerling: Local interests and oil exploration: experiences from
Shell in Nigeria6. Ambrose Ong’wen (first round): application of ”Do No Harm”
Planning Framework
14.45
Tea break
15.15
Round 2 workshops (repeat of round 1)
16.30
Forum discussion. Responses to key challenges. Moderated by Niels Röling
17.30
Drinks
Focusing Questions for Today
How to analyse power and conflict dynamics? What are the ethics of facilitator intervention in
situations of unequal power? How to empower marginalized groups so that can
play a more equitable role in MSPs? What role does (experiential) learning play in
mediation and conflict management? What are the strategies for overcoming seemingly
intractable conflicts or power differences? What are the opportunities and the limitations of
the MSP ‘paradigm’ in conflict ridden situations?
Introduction to Partnerships MSPs and
Power
Jim Woodhill
Current Development Discourse
Good Governance
Pro-Poor Growth
Civil Society Partic
ipation
Public Private
PartnershipsPrivatisation
DecentralisationSocially Responsible Entrepreneurship
Sustainable Chain Management (food quality and safety)
Market Access
Participatory Concepts
Process ManagementCommunity / citizen participation
Interactive decision making
Adaptive management
Participatory processesMulti-stakeholder processes
Collaborative management
Public private partnerships
Dialogue
Building social capital
Social learning
Deliberative democracy
Partnerships
What Different groups joining together to achieve
common objectives Why
Inability to act alone Complexity of situations Innovation Efficiency Ethical and normative reasons
Always involve power
Learning
What Reflecting on current/past actions and context in
order to improve future actions Capacity to be adaptive and responsive to
opportunities, changes and crises Considerations
How do power and conflict affect learning? How can we accommodate power and conflict in
the facilitation of learning oriented partnerships and MSPs?
Levels of Learning
Social Learning = facilitated social (institutional) change based on collective learning processes, democratic participation and empowerment
Individual Learning
Organizational / Group Learning
Social Learning
MSPs contribute to MSPs contribute to Social LearningSocial Learning
Multi-stakeholder Processes
A process that brings different stakeholders together with the objective of improving a situation in which there are common or conflicting interests. The emphasis is on participatory and learning-oriented processes of social change.
Characteristics of a ‘MSP’
1. Focused on a situation to improve (“problem”)2. Involves stakeholders with a common (but often
conflicting) interests3. Has a clear process and time frame4. Has agreed rules about cooperation5. Involves stakeholders in learning processes (not
just negotiation)6. Deals consciously with power and conflict 7. Integrates ‘bottom up’ and ‘top down’ approaches 8. Works across different sectors and scales9. Engages with institutional change
Setting UpLearning –
Monitoring and Adapting
(reflect)
Planning Strategically
(plan)
Implementing and Managing
(act)
Process Model for MSP interventions
A Competency Framework for Facilitating MSP
Ensuring supportive
institutions
Developing personal
communication
leadership and
facilitation capacities
Understanding
theoretical foundations
Creating interactive
learning processes
FacilitatiFacilitating MSPsng MSPs