MILITARY - NGO ROLES IN PEACE OPERATIONS · • Since Ethiopia (‘85): include developmental goals...
Transcript of MILITARY - NGO ROLES IN PEACE OPERATIONS · • Since Ethiopia (‘85): include developmental goals...
Historical OverviewNGOs in Peace Operations
• Dates to end of WWII• Save lives, lower death rates• Since Ethiopia (‘85):
include developmental goals• Diverse NGO community• Alternative to bureaucracy• Growth in fund transfers• Rising challenges
Key issue: Relationship to Donors
HUMANITARIAN PRINCIPLEPurpose: Alleviate human suffering
Core Values:
• Compassion • Respect for individuals • Cultural sensitivity
• Neutrality• Impartiality• Independence
Traditional Peace OperationsHUMANITARIAN NGO
CONTRIBUTIONS• Primary focus on alleviating suffering
• Expertise to provide relief & foster development
• Cultural sensitivity
• Involvement with localpopulation (“partners”)
• Organizational flexibility
ContemporaryCOMPLEX EMERGENCIES
• Increase in number and severity of catastrophes• Compound catastrophe: disaster + conflict• Targeting of civilians:
- Direct attacks- Terror- Displacement- Denial of food/security
for political aims• Decreased respect for safety of neutral parties• Need to address systemic issues:
- conflict - development - human rights
EVOLVING“HUMANITARIAN” AGENDA
RELIEF
Food
Water
Shelter
Medical
Sanitation
DEVELOPMENT
Economic
Medical/Health
Infrastructure
Security
Government
HUMAN RIGHTS
Personal Security
Indiv. Equality
Due Process
Social Welfare
Group Rights
ORGANIZATIONAL CULTURE
“Humanitarian NGOs and the militaryare not just different organizations;they are different cultures.”
A Theoretical Model ofOrganizational Culture
(Part 1)
Survival
Adaptation
GrowthOrganization
Organization’s Environment
• Daily functions• Ability to adapt
The Function of Culture in an Organization
Based on Edgar Schein: Organizational Culture and Leadership
A Theoretical Model ofOrganizational Culture
(Part 2)
Artifacts
Espousedvalues
Basic underlyingassumptions
e.g., procedures, dress,titles, buildings, etc.
e.g., experience, education,timeliness, connections
e.g., concerning time,space, human nature, etc.
Uncovering the Levels of Culture
Based on Edgar Schein: Organizational Culture and Leadership
Visible organizationalstructures & processes
Strategies, philosophies,goals, justifications
Taken-for granted beliefs,perceptions and feelings
Culture defined by…
• Space• Time• Reality and truth• Human nature• Human activity• Human relationships
Shared Underlying Assumptionsabout…
Significance of…SHARED UNDERLYING
ASSUMPTIONS
By virtue of the group’s history of success, the assumptions “must” be right and good.
Once formed and taken for granted, they become a defining property of the group.
If forced to discuss them, the tendency is to defend rather than examine them.
CONTRASTING ASSUMPTIONS
Space
Time
Truth/Reality
Human Nature
Human Behavior
Human Rltnshps
Military NGOs
Battle space
Planning time
Low Context
Some people bad(confront threats)
Subjugateenvironment
High power distance
Humanitarian space
Development time
High context
Most people good(assist needy)
Accommodateenvironment
Low power distance
Why can’t we…“COLLABORATE”
“COOPERATE”“COORDINATE”
“SHARE”“?”
ARMYValuesDisciplineLoyaltyMissionAssumptionsLow contextPlanning TimeBattle spaceDefeat the adversarySubjugate environmentHigh power distance
NGOsValues
IndependenceNeutrality
Respect for cultureAssumptions
High contextDevelopment Time
Humanitarian spaceAssist the suffering
Accommodate environmentLow power distance
CHANGING ENVIRONMENTfor the MILITARY
Assumptions Challenged
• Exclusive right to define space• Operating on a planning-time basis
• Low-context view of reality
• Focus solely on threat aspect ofhuman nature
• Goal of subjugating the environment
• High power distance, autocraticdecision making
Stresses
Combat opsamidst civilians
Promotestabilization &development
Share area ofoperations
CHANGING ENVIRONMENTfor the NGOs
Assumptions Challenged
• Expectation of humanitarian space• Operating on a development-time basis
• High-context view of reality
• Focus on the good in human nature
• Ability to accommodate environment
• Low power distance, consensusdecision making
Stresses
Expanded viewof humanitarian
objectives
IncreasedSecurity risks
Accommodatemilitary
involvement
Final comment: In this effort at cultural analysis,
NOTHING IS CLEAR & SIMPLE• Both communities are heterogeneous
- Headquarters v. Field- Career v. Transient- Diverse organizations and specialties- Personality drivers
• Changing environment challenges old culture- More frequent, more demanding crises- Need for increased professionalization- Complex emergencies are changing both
the disaster and conflict models
• Every operation differs from every other- Not clear what the “lessons” are- Confounds efforts to discern in/consistencies
Values
U.S. ARMY
Soldier’s CreedI am an American Soldier. I am a
warrior and a member of a team. I serve the people of the United States and live the Army values.
Warrior Ethos• I will always place the mission first.• I will never accept defeat.• I will never quit.• I will never leave a fallen comrade.
Soldier Values• Loyalty• Duty• Respect• Selfless service• Honor• Integrity• Personal courage
“Readiness”
Traditional Peace Operations MILITARY CONTRIBUTIONS
• Focus on physical security• Capability to impose order• Mobile infrastructure
adaptable to relief anddevelopment
• Supplies (food, medical, building, etc.)• Professional expertise (fighters and technicians)
Shared assumptions about the nature of…
REALITY AND TRUTH
“Levels” of RealityPhysical: Reality is external; it is determined empirically.Social: Reality includes what members agree is real.Individual: Reality is determined through direct experience.
Low & High Context
Pragmatism-Moralism
Low context: Events have clear, universal meaning.High context: Events can only be understood in context;
meanings can vary.
Pragmatism: Seek validation in own experience of what works.Moralism: Seek validation in general philosophy or tradition.
Shared assumptions about the nature of…
TIME• Basic Orientation:
Past, present, near future, distant future
• Monochronic - PolychronicMonochronic: time is linear ribbonPolychronic: time defined by what occurs
• Planning time - Development timePlanning:• world consists of objects that can be manipulated• managers create milestones tied to external realities• seeks closure
Development:• world is developing, not readily “speeded” or “slowed”• leaders perceive “things will take as long as they take”• is open ended
Shared assumptions about the nature of
SPACE
Army
• More structured
• “Battle Space”
NGO’s
• Less structured
• “Humanitarian Space”
Shared assumptions about the nature of…
HUMAN NATURE• What is a human being’s basic moral status?
- good - bad - mixed - neutral
Military NGOs
Internal
ExternalSome people
are bad(Confront threats
to security)
Most peopleare good
(Assist strugglingpeople and societies)
Members are good: self-motivated, service oriented
Shared assumptions about the nature of…
Human ActivityThe “Doing” Orientation:
• Assumes nature can be controlled• Human beings should act pragmatically• Focuses on task and efficiency
The “Being” Orientation• Nature is powerful; humanity subservient to it• Acceptance of what is
The “Being-in-Becoming” Orientation (between the extremes)• Individual seeks harmony with nature• Develop fully one’s own capacities• Focus on what the person is, not what he/she accomplishes
Shared assumptions about the nature of…
Human Activity
ORGANIZATION / ENVIRONMENT RELATIONS
• Nature can be subjugated and controlled.or
• Nature must be harmonized with.or
• One must subjugate oneself to nature
Shared assumptions about the nature of…
HUMAN RELATIONSHIPS“POWER DISTANCE”
Refers to the degree to which people in a hierarchy perceivegreater or lesser ability to control one another’s behavior.
Organization AReduced power distance: good ideas can comefrom anyone at any time. (E.g., managers availableto talk to anyone about any issue.)
Organization BIncreased power distance: efficiency seen asaccruing to hierarchy, formality, and protocol.(E.g., meetings well defined with clear purpose,planned with appropriate deference to rank.)