Introduction to conflict sensitivity
This module will introduce the basic definitions of conflict sensitivity. It will highlight the usefulness of conflict sensitivity at the individual and organisational level, and the different levels of an organisation where conflict sensitivity plays a role. At the end of the module, an evaluation questionnaire will be used to check the acquisition of the most important concepts.
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Introduction
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1 : Definitions
- DEFINITIONS
- 1. CONFLICT
- 1. CONFLICT: DEFINITION
- 1. CONFLICT: CHARACTERISTICS I
- 1. CONFLICT: SUMMARY
- 2. VIOLENCE
- 2. VIOLENCE: DEFINITION
- 2. VIOLENCE: GALTUNG TRIANGLE OF VIOLENCE
- 2. VIOLENCE: FORMS OF VIOLENCE
- 2. VIOLENCE: SUMMARY
- 3. FRAGILITY
- 3. FRAGILITY: DEFINITION
- 3. FRAGILITY: INTERVIEW WITH AN EXPERT
- 3. FRAGILITY: A FEW FACTS I
- 3. FRAGILITY: A FEW FACTS II
- 3. FRAGILITY: SUMMARY
- 4. CONFLICT SENSITIVITY
- 4. CONFLICT SENSITIVITY: DEFINITION
- 4. CONFLICT SENSITIVITY: WHERE AND BY WHOM?
- 4. CONFLICT SENSITIVITY: WHY?
- 4. CONFLICT SENSITIVITY: 3-STEP CONFLICT SENSITIVITY CYCLE I
- 3-STEP CONFLICT SENSITIVITY CYCLE – STEP 1
- 3-STEP CONFLICT SENSITIVITY CYCLE – STEP 2
- 3-STEP CONFLICT SENSITIVITY CYCLE – STEP 3
- 4. CONFLICT SENSITIVITY: SUMMARY
- 5. PEACEBUILDING
- 5. PEACEBUILDING: DEFINITION
- 5. PEACEBUILDING: POSITIVE PEACE
- 5. PEACEBUILDING: INTERNAL AND EXTERNAL ACTORS
- 5. PEACEBUILDING: PEACEBUILDING AND CONFLICT SENSITIVITY
- 5. PEACEBUILDING: SUMMARY
- 5. PEACEBUILDING: WHAT DID YOU LEARN IN THIS LESSON?
- END
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2 : The relevance of conflict sensitivity
- THE RELEVANCE OF CONFLICT SENSITIVITY
- THE IMPACT OF FRAGILE AND CONFLICT AFFECTED CONTEXTS ON STAFF
- CONTEXT IMPACT ON STAFF I
- CONTEXT IMPACT ON STAFF II
- IMPACT ON THE STAFF ON THE CONTEXT: PERCEPTIONS MATTER I
- IMPACT ON THE STAFF ON THE CONTEXT: PERCEPTIONS MATTER II
- IMPACT OF STAFF ON CONTEXT: A STORY
- WHY IS CONFLICT SENSITIVITY RELEVANT FOR ME?
- WHY IS CONFLICT SENSITIVITY RELEVANT TO OUR ORGANISATION? I
- WHY IS CONFLICT SENSITIVITY RELEVANT FOR OUR ORGANIZATION? – SUMMARY
- WHAT DID YOU LEARN IN THIS LESSON?
- END
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3 : Conflict Sensitivity at different levels of an organisation
- CONFLICT SENSITIVITY AT DIFFERENT LEVELS OF AN ORGANISATION
- PROJECT CYCLE MANAGEMENT – IMPLEMENTATION LEVEL
- PROJECT CYCLE MANAGEMENT – PHASE 1: ASSESSMENT
- PROJECT CYCLE MANAGEMENT – PHASE 1: ASSESSMENT I
- PROJECT CYCLE MANAGEMENT – PHASE 1: ASSESSMENT II
- PROJECT CYCLE MANAGEMENT – PHASE 2: DESIGN
- PROJECT CYCLE MANAGEMENT – PHASE 2: DESIGN I
- PROJECT CYCLE MANAGEMENT – PHASE 2: DESIGN II
- PROJECT CYCLE MANAGEMENT – PHASE 3: IMPLEMENTATION + MONITORING
- PROJECT CYCLE MANAGEMENT – PHASE 3: IMPLEMENTATION + MONITORING I
- PROJECT CYCLE MANAGEMENT – PHASE 3: IMPLEMENTATION + MONITORING II
- PROJECT CYCLE MANAGEMENT – PHASE 4: EVALUATION
- PROJECT CYCLE MANAGEMENT – PHASE 4: EVALUATION I
- PROJECT CYCLE MANAGEMENT – PHASE 4: EVALUATION II
- PROJECT CYCLE MANAGEMENT – PHASE 4: EVALUATION III
- PROJECT CYCLE MANAGEMENT – PHASE 5: PHASING OUT
- IMPLEMENTATION LEVEL: PROJECT CYCLE MANAGEMENT
- IMPLEMENTATION LEVEL: PROJECT CYCLE MANAGEMENT – SUMMARY
- ORGANIZATIONAL LEVEL
- ORGANIZATIONAL LEVEL
- ORGANIZATIONAL LEVEL – OVERVIEW
- ORGANIZATIONAL LEVEL – SUMMARY
- STRATEGIC LEVEL
- STRATEGIC OBJECTIVES: DEFINING THE AGENDA FOR CHANGE
- STRATEGIC OBJECTIVES: PEACE- AND STATEBUILDING GOALS (PSGs)
- STRATEGIC OBJECTIVES: INDICATORS AND PRINCIPLES
- STRATEGIC OBJECTIVES: THEORIES OF CHANGE (ToCs)
- MANAGEMENT RESPONSIBILITY
- WORKING WITH SCENARIOS I
- WORKING WITH SCENARIOS II
- WORKING WITH SCENARIOS III
- STRATEGIC LEVEL – SUMMARY
- WHAT DID YOU LEARN IN THIS LESSON?
- END