Signs and symptoms of indoctrination towards extreme violence or radicalization:
1. Significant behavior changes in the individual that may include their ideology, social
relations and criminal activity.
2. Keeping away from normal activities, family and friends.
3. May be at constant disagreement with friends and family members over ideological
views.
4. May start advocating for use of violence or other unlawful activities to promote
particular ideologies or beliefs.
5. Use of language that discriminates against others, while identifying an enemy who is
to blame for all failures and is dehumanized.
6. Use of the internet to view and download and spread materials that promote violent
extremism and share this with others who hold the same views.
7. More violent individuals make threats and promote use of violence to advance a certain
cause.
8. Downloading and sharing violent extremist literature, images and/or video clips that
advocate the use of violence or other illegal behavior to promote a cause.
Resolving conflict
Lesson 1: Responses to conflict
According to Castro and Galace (2010), responses to conflict are ‘movements towards’,
movements against’ and movements away. Responses to conflict can also be assertive
(satisfying your own concerns), cooperative (satisfying the other person’s concern), or both
(combining assertive and cooperative (Effective conflict resolution strategies, 2014). The given
importance to issues as well as concern for goals and relationships can also influence the kind
of response or style, we use in dealing with our conflict (Schilling, 2012). The five patterns in
responding to conflict are; avoidance, accommodation, compromise, competition and
collaboration.
 Avoidance (Do nothing). There is no movement towards or against another in the
avoidance response style.
 Compromise (You lose, I lose). Compromising is in the middle of accommodating and
competing, giving up more than competing but less than accommodating.
 Competition/Confrontation/Domination (I win, you lose). It is a move against
another response. It is power-oriented, assertive but not cooperative.
 Collaboration (I win, you win). Both parties are assertive and cooperative.
The different responses to conflict sometimes help people resolve their conflict,
sometimes do not. It depends on many factors like whether the response manifested in a conflict
situation is appropriate to what the situation calls for. How person uniquely responds to his/her
conflicts is influenced by one’s perception of his/her situation, traits, feelings, interpretations,
interests, goals, etc. how person exhibits these traits during a conflict will also affect how the
other party/person will perceive his/her conflict situation vis-a-vis her/his personal traits and
how he/she is perceiving the reaction/response he/she is getting from the other.
Lesson 2: Effective Communication for Conflict Resolution
The word communication is derived from the Latin word communicare, which means
‘sharing’. This includes sharing of knowledge, needs, feelings, values, thoughts, perceptions,
ideas, opinions, and interest. Communication is defined as a process of sharing and conveying
message or information from one person to another within across channels, context, media and
cultures (McCornack, 2014). Can be expressed through written or spoken words, actions
(nonverbal) or both spoken words and nonverbal actions at the same time. Therefore,
communication has important elements such as; speaker, message, encoding, channel,
decoding, receiver, feedback, context and barrier.
There are following ways on how communication becomes more effective outlined by
Schilling, K. 2012.
1. Be explicit and clear. Speaking clearly and explicitly makes the whole message
meaningful and makes it unnecessary for the receiver to speculate about what is said or
wanted. Also enables listeners to understand what the sender is expressing’ conveys
honesty and openness, which support effective communication.
2. Be concrete. Concreteness is the ability to speak in a manner that is straightforward
and uncomplicated.
3. Convey I message. Talking in the first-person singular means accepting responsibility
for what one says, being direct and unambiguous in one’s expression
4. Respect others. The underlying attitude is all important; there surely be very little room
for misunderstanding if the speaker feels respect for others as well as for herself/himself
and expresses this respect in their tone of voice, the gestures and other body
movements.
5. Set context and state the purpose of one’s actions. Find the appropriate time and place
for special conversations.
6. State wishes rather than demands. Expressing wishes leaves the other person free to
meet the request. A demand is coercive, implying punishment and is usually less
helpful.
What is dialogue?
Dialogue is a genuine conversation. It seeks to increase communication and build
relationships between people with different experiences and views. This helps people gain a
greater appreciation for the complexity of conflicts. We turn to dialogue to focus on learning
and developing a whole or systems view of an issue, question or challenge; to move beyond
polarization and discover alternatives that build shared meaning and aligned action; and to
develop skills that foster a culture of cooperation and shared leadership on trust and respect.
The 3 features of a dialogue:
1. Equality and absence of coercive influences
2. Listen with empathy
3. Bringing assumptions into the open
The differences between debate and dialogue are that, in debate there is a right answer and you
can have it while in dialogue many people have pieces of the answer and together, they can
craft a solution. Also, in debate it is combative, is about winning, listening to find flaws and
counterarguments, defending assumptions as truths, critiquing the other side’s position,
defending one’s own view against all others, searching for flaws and weakness and lastly,
debate is seeking a vote or ratification of one’s position. On the other hand, dialogue is
collaborative, exploring common ground, listening to understand, revealing assumptions for
reevaluation, re-examine all positions, admitting that other’s thinking can improve one’s own,
searching for strengths and values in other’s position and lastly, dialogue is discovering options
and not seeking closure.
The 3 steps to dialogue
1. Know where you stand (vision, goals, purpose, values), analyze the situation
2. Meet the other (dialogue, data gathering, exploring interests, breaking of stereotypes,
joint action)
3. See what we can do together (generate, explore options, problem-solving, joint
action)
The process of dialogue in peacebuilding:
1. Provide a safe place
2. Agree to the objective of the dialogue
3. Build the capacity to communicate
4. Focus on the relationship even as the issue is discussed
5. Be committed and true to your disposition
6. Be prepared to change because of the dialogue
7. No hidden agenda
Why dialogue sometimes fail:
1. Lack of the right disposition
2. Not the right time
3. Not the right partner
4. Lack of preparation
Dispositions of a party in a successful dialogue - openness, respect, wonder, understanding,
humility, love. The qualities of good party in dialogue- silence, position, tension, patience
Lesson 3: Active Listening Skills
Active listening skills
Listening is not limited to hearing with the ears. Listening requires focus, it means
paying attention to the words a person says, the feelings behind or buried under the words, the
message encoded in the cues that surround the words, the body language while the person is
speaking or is silent. When listening emphatically, the listener involves the whole body and
observes with all the senses- ears, eyes, mind, heart, sense of touch and imagination (Schilling,
k. 2012)
The aim of active listening is to fully emphatically understand what the speaker is
experiencing. This involves not taking sides, remaining non-judgmental and non-evaluative
and accepting the person; thus, active listening becomes a means of achieving clear
communication and creating an atmosphere of mutual understanding.
An active listener therefore:
1. Focuses on trying to understanding what the speaker is expressing
2. Gives the speaker time, space and the attention necessary to fully express their thoughts,
needs feelings and experiences
3. Uses communication skills and techniques, and
4. Is aware of the feelings and emotions that arise within oneself (listener) because of the
contact with the speaker, although the focus stays on the speaker.
Other important elements in listening
1. Set aside what you are doing and attend fully to the person
2. Be aware of your own feelings, concerns and reactions as you listen
3. Acknowledge, affirm or restate what is said, regardless whether you agree or disagree
with what is said
4. Wait until the other person has finished before you speak.
Skills for listening and questioning
Listening is the most important skill for anyone seeking effective dialogue in a conflict
situation, leading a group or functioning as a third party.
1. Listening to the content of the message by making an effort to hear precisely what is
offered
2. Listening to the feelings of the speaker by perceiving the speaker’s feelings through the
way the message is delivered.
3. Responding to the feelings of the speaker by demonstrating that the feelings expressed
are recognized and understood
4. Paying attention, the speaker’s cues, both verbal and non-verbal
5. Identifying mixed and/ or contracting messages the speaker may be expressing
6. Reflecting back what was heard by restating and/or summarizing what was understood
7. Allowing the speaker to respond and/or give feedback for further clarification
Keep in mind:
1. when overused, active listening can be irritating
2. It can be difficult to practice active listening in cross-cultural situations where
perceptions and interpretation of content and underlying emotions in the conversation
are too divergent
3. Be aware that both listener and speaker communicate verbally and non-verbally at all
times
4. Don’t be afraid of silence-maybe the speaker needs to reflect on what has been
discussed so far.
Lesson 4: Conventional Methods of Resolving Conflict
Negotiation - involves discussion among two or more people with the goal of reaching
an agreement. Negotiation is a dispute resolution approach where two or more parties, who
have disagreeing positions, values, and interests and competing needs and goals, attempt to
jointly search for mutually acceptable solutions to their common problems. The involved
parties must observe principled negotiation, conflict management procedure that encourages
people to search for ways of meeting their own needs without damaging their relationships
with others (Gotanes and Brilharet, 1997; Fisher and Ury, 1983). The aim of negotiation is to
try to find out how the involved parties can both reach their goods, and thus resolve the conflict.
For the negotiation to be considered successful, both sides must be satisfied and feel that they
have come out ahead. This is often referred to as; win-win’ negotiating.
Two general forms of Negotiation
1. Distributive Negotiation
Process whereby disputing parties discusses how they are going to
divide and share limited resources (money, material, resources, natural
resources)
2.
Integrative Negotiation
Process whereby the disputing parties explore other opportunities beyond the limited disputed resources - to reach mutually gainful
solutions to problems and find an outcome that they both prefer.
Mediation is a voluntary and confidential process wherein a neutral third-party facilitator helps
people discuss issues and negotiate an agreement involving basic steps in the process which
include gathering information, framing the issues, developing options, negotiating and
formalizing agreements whereby parties in mediation create their own solutions and mediator
does not have any decision-making power over the outcome. Mediation is a dispute resolution
method in which an impartial third party assists the disputing parties engage in principles of
negotiation process.
Merits of mediation
 Economical decisions
 Rapid settlements
 Mutually satisfactory outcomes
 High rate of compliance
 Comprehensive and customized agreements
 Greater degree of control and predictability
 Personal empowerment
Arbitration is a hybrid form of conflict management procedure that combines both of the
above processes. The disputing parties agree to try mediation first but give the neutral thirdparty the authority to make a decision if medication is not successful.
Lesson 5: Indigenous Methods of Resolving Conflict
Indigenous Methods of Resolving Conflict
Discuss Alternative Dispute Resolution (ADR) which refers to a wide range of
processes that encourages nonviolent dispute resolution outside of the traditional court system
with the Philippines army as part of the settling party.
Discussion of the process and approach in Meranaw Conflict Resolution
 Taritib and Ijmah as a tool in conflict resolution
 Katotonganaya as a tool in conflict
Meranaw way of conflict resolution using the customary law:
A.
Taritib and Ijmah
a) Taritib is an arabic term means order or rulings
b) Ijmah is arabic term means custom or tradition
c) Combining the two terms means the customary law using the traditional rulings or order
in the society
d) Taritib and ijmah refers to the way of resolving conflict using the consensus among
groups. Groups refers to a group of Ulama or group of traditional leaders (Sultan or
Datu or Bai- a labi)
e)
Steps in conflict resolution using taritib and ijmah
a) Conflict mapping (determining of the causes of conflict, actors in the conflict, type of
conflicts, issues in the conflict and stages in the conflict)
b) Identification and appointment of the mediator/arbitrator/conciliator/ negotiator who is
normally a common very close and is/are most respected to both the families of the
conflicting parties)
c) Determination of the process of negotiation, medication, arbitration, conciliation that
are mutually agreeable to both the families of the conflicting parties
d) Setting of counseling procedures on both conflicting parties and families
e) Setting of agreement’s points both conflicting parties and their families
f) Schedule of settlement both agreed by the conflicting parties and their families
g) The big events- kandori (thanks giving for the settlement of conflict)
h) Healing process and transformation is the giving of hiyas (blood money) and inter
marriages between the conflicting parties especially where death is involved (Rido)
B. Salsilah - lineage tracing
a) Salsilah refers to lineage/pedigree relationship
b) Katotonganay refers to being relatives either by affinity or consanguinity
c) Kapakatotompoktompok refers to relationship
d) Bangsa refers to nationhood
Steps in resolving conflict through salsilah;
a) Identification of common most respected relatives who will act as mediator/arbitrator/
conciliator/ negotiator.
b) The assigned mediator/arbitrator/ conciliator/ negotiator will try getting facts and
analyzed the facts and circumstances surrounding the case or conflict
c) The assigned mediator/arbitrator/conciliator/negotiator will make some preposition to
conflicting parties on the settlement of the conflict
CONFLICT TRANSFORMATION AS TRANSCENDENCE
Lesson 1: Conflict Transformation as a Concept
Conflict transformation
Conflict transformation is a higher goal compared to conflict resolution. Can be too
focused on addressing the issue. Mending the relationship can be facilitated by a change in the
disputants’ outlook and attitudes. Conflict transformation involves changing the way parties
look at issues, behaviors, and people or groups (Lederach, 2003). Transformation must take
place at both internal and structural levels. Emphasizes the importance of building right
relationships and social structures. The recognition of feelings such as fear, anger, grief and
bitterness on the part of the parties in conflict will help them to understand, grow and commit
to change (Lederach). Transformation of the person and of personal relationship makes
possible the transformation of structures. Structural changes, in turn, facilitate personal
transformation.
Conflict resolution seeks to contain the conflict, end the discomfort, find a solution that
is acceptable to all parties and re-establish the status quo. On the other hand, conflict
transformation seeks to address the deeper structural, cultural and long-term relational aspects
of the conflict, heal wounds, shift perceptions, change the conversation, create ‘right
relationship’, open up new possibilities, empower all concerned, foster interdependence.
Conflict transformation is a more comprehensive term, referring to all actions and
processes that address conflict dynamics, concentrating on root causes over a long-term period.
Addresses wider social and political sources of conflict and seeks to transform the negative
energy of war into positive social and political change. Conflict transformation is to envision
and respond to the ebb and flow of social conflict as life gives opportunities for creating
constructive change processes that reduce violence, increase justice in direct interaction and
social structures, and respond to real-life problems in human relationships.
A transformation perspective is built upon two foundations:
 A capacity to envision conflict positively, as a natural phenomenon that creates
potential for constructive growth and
 A willingness to respond in ways that maximize this potential for positive change.
A transformational approach recognizes that conflict is normal and continuous within human
relationships. Positive change does not always happen. The key transformation is a proactive
bias toward seeing conflict as a potential catalyst for growth. A transformational approach
recognizes that conflict is normal and continuous within human relationships.
Vision must result in action, engaging the opportunity. The tilt is toward involvement.
Recognizes that the deepest understanding comes from the learning process of real-life
experience (Responds).
Both foundations -envision and respond-imply a certain level of ‘head’ work. They represent
the way we think and orient ourselves as we approach the conflict in our lives, relationships
and communities.
A transformational approach seeks to understand the particular episode of conflict not in
isolation, but as embedded in the greater pattern. Change is understood both at the level of
immediate presenting issues and that of broader patterns and issues.
Heart is the center of life in the human body. Physically, it generates the pulse that sustains
life, figuratively, it is the center of our emotions, institutions and spiritual life. Two ideas from
such a center for conflict transformation
Human relationships biologist and physicist tell us that life itself is found less in the physical
substance of things than in the less visible connections and relationships between them. In
conflict transformation relationships are central. Like the heart in the body, conflicts flow from
and return to relationships. Relationships have visible dimensions but they also have
dimensions that are less visible. To encourage positive potential inherent in conflict, we must
concentrate on the less visible dimensions of relationship, rather than concentrating exclusively
on the content and substance of the fighting that is often much visible. Relationships represent
a web of connections that form the larger context, the human ecosystem from which particular
issues arise and are given life. Relationships-visible and invisible, immediate and long-termare the heart of transformational processes.
Life giving opportunities applied to a conflict situation reminds us of several things. The
language suggests that life gives us conflict, that conflict is a natural part of human experience.
It assumes that conflict creates life like the pulsating heart of the body creates rhythmic blood
flow which keeps us alive and moving. Conflict is an opportunity, a gift.
Conflicts flow from life. Rather than seeing conflict as a threat, we can understand it as
providing opportunities to grow and to increase understanding of ourselves, of others, of our
social structures. Conflicts in relations at all levels are the way that helps us to stop, assess and
take notice. One way to truly know our humanness is to recognize the gift of conflict in our
lives. Without conflict life would be monotonously flat topography of sameness and our
relationship would be woefully superficial. Conflict also creates life; we respond, innovate and
change. Can be understood as the motor of change, which keeps relationship and social
structures honest, alive and dynamically responsive to human needs, aspirations and growth.
Hands are a part of our body that is capable of building things, able to touch, feel and affect
the shape that things take. Constructive can have two meanings, first, at its root it is a verb, to
build, shape and form. Second, it is an adjective; to be a positive force. Transformation contains
both these ideas. Seeks to understand, not negate or avoid, the reality that social conflict often
develops violent and destructive patterns. Conflict transformation pursues the development of
change processes which explicitly focus on creating positive from the difficult or negative.
Encourages greater understanding of underlying relational and structural patterns while
building creative solutions that improve relationships. Change process is the central of this
approach, the transformational component and the foundation of how conflict can move from
being destructive toward being constructive. Can only be done by cultivating the capacity to
see, understand and respond to the presenting issues in the context of relationships and ongoing
change processes
Conflict transformation focuses on the dynamic aspects of social conflict. Conflict is viewed
within the flow and the web of relationships. A transformational lens sees the generation for
creative ‘platforms’ as the mechanism to address specific issues, while also working to change
social structures and patterns.
Legs and feet represent the place where we touch the ground, where all our journeys hit the
road. This is a point of action, where thought and heartbeat translate into response, direction
and momentum. Conflict transformation will be only utopian if it is unable to be responsive to
real-life challenges, needs and realities. A transformational view engages two paradoxes as the
place where action is pursued.
Rather than seeing peace as a static ‘end-state’ conflict transformation views peace as a
continuously evolving and developing quality of relationship. Reduce violence and increase
justice: conflict transformation views peace as centered and rooted in the quality of
relationships have two dimensions: our face-to face interactions and the ways we structure our
social, political, economic and cultural relationships. In this sense, peace is what the new
science calls a ‘process-structure: a phenomenon that is simultaneously dynamic, adaptive and
changing and yet has a form, purpose and direction that gives it shape. Conflict transformation
views peace as a continuously evolving and developing quality of relationships. Peace work is
characterized by intentional efforts to address the natural ebb and flow of human conflict
through nonviolent approaches, which address issues and increase understanding, equality and
respect in relationships. To reduce violence requires that we address the presenting issues and
content of an episode of conflict and its underlying patterns and causes.
Direct interactions and social structures, we need to develop capacities to envision and
engage in change processes at all levels of relationships. Conflict transformation suggests
that a fundamental way to promote constructive change on all levels is dialogue. Dialogue is
essential to justice and peace on both interpersonal and a structural level. And it’s not the only
mechanism but it is an essential one.
Conflict transformation is to envision and respond to the ebb and flow of social conflict as
life gives opportunities for creating constructive change processes that reduce violence,
increase justice, indirect interaction and social structures and respond to real life problems in
human relationships.
Transformation view believes that dialogue is necessary for both creating and addressing
social and public spheres where human institutions, structures and patterns of relationship are
constructed. Processes and spaces must be created so that people can engage and shape the
structures that order their community life, broadly defined. Dialogue is needed to provide
access to a voice in and constructive interaction with the ways we formalize our relations and
in the ways our organizations and structures are built, respond and behave.
Principles of conflict transformation
1. Conflict should not be regarded as isolated event that can be resolved or manage
2. Conflict transformation is always a no-violent process
3. Conflict transformation is particularly suited for intractable conflicts
4. Conflict transformation is a long term, gradual and complex process
5. For conflict transformation to occur, tensions, between parties to the conflict must be
overcome
6. Conflict transformation does not resort to a predetermined set of approaches and
actions
Conflict theories will be concentrated if viewed narrowly overly on the conflict party level,
focusing on parties, issues, goals and so on to the exclusion of the context within which the
conflict is situated as well as of the factors which characterized the self fueling of conflicts.
This recognizes that the meaning of a conflict depends largely on the context out of which it
arises.
Context of conflict includes the society and the wider international and regional level.
Relationships involve the whole fabric of interactions within the society in which the conflict
takes place as well as beyond to other societies. Laderach argues that these relational aspects
of conflict are crucial.
Memories are part of each party’s socially constructed understanding of the situation shaped
by culture and learning and discourse and belief.
Context transformation usually occur within the global or regional setting
Structural transformation usually happens at the state/society level.
Actors and issues transformations take place at the conflict party and elite levels.
Personal transformation demands competencies on the individual level.
Lesson 2: Healing and Reconciliation
Healing and Reconciliation
A. The process of healing
1. Physical healing (healing of the body)
2. Spiritual healing (healing of the mind and spirit)
B. Tips or strategies for healing
1. Mind yourself
a) Spend quiet time
b) Reflect on what happened
c) Learn from your mistakes
d) Be positive-beautiful-healthy-joyful
e) Know what you need
2. Mind others
a) Sympathize with others feelings
b) Talk to someone you trust and who is encouraging
c) Discuss your present condition with an expert
d) Recognize the need of a support group such as your family
e) Read inspiration books
3.
4.
f) Watch joyful movies
Talk to God
a) Offer constant prayer to God
b) Ask mercy, forgiveness and guidance
c) Thank him
Move on
a) Undo the things that destroys a relationship
b) Value life and affirm its vulnerability
c) Inspire others
d) Widen your perspective
the virtues of humility and expression
Recognizing the hurt or brokenness
Admitting your fault
Sending the message “I am sorry and ‘I regret’
Asking for and granting of forgiveness
Closure
C.
1.
2.
3.
4.
D.
E.
Lesson 3: Humility and closure
A. On humility - humility is a virtue. It neutralizes pride and arrogance and submits to
simple, humble and righteous terms in dealing with life.
B. On expressions of humility
1. Recognizing the hurt or brokenness
2. Admitting your fault
3. Sending the message ‘I am Sorry’ and ‘I regret’
4. Asking for and granting forgiveness.
C. on closure- literally ‘the end’ of conflict.