TrAnFoRmaTion NEW WorLd

Conflict Transformation

noreply@blogger.com (socrates al-hakim) — Tue, 05 Apr 2011 15:56:00 +0000

Introduction[1]

I have been using the phrase "conflict transformation" since the late 1980s. I remember that timeframe because it came on the heels of intensive experience in Central America. When I arrived there my teaching vocabulary was filled with the terminology of conflict resolution and management. But I soon found that many of my Latin colleagues had questions, concerns, even suspicions about what such concepts meant.
Their worry was that quick solutions to deep social-political problems would not change things in any significant way. "Conflicts happen for a reason," they would say. "Is this resolution idea just another way to cover up the changes that are really needed?" Their concerns were consistent with my own experience.
The ideas that inform much of my work arise out of the Anabaptist-Mennonite religious framework. This framework emphasizes peace as embedded in justice, the building of right relationships and social structures through a radical respect for human rights, and nonviolence as way of life. In the course of my work in finding constructive responses to violent conflict, I became increasingly convinced that much of what I was doing was seeking constructive change. I recall that by the late 1980s I would talk about this work as a process of transformation.
However, this notion of transformation raised new questions. Despite its problems, the term "resolution" was more well-known and widely accepted in mainstream academic and political circles. "Transformation," on the other hand, was regarded by many as too value-laden, too idealistic, or too "new age." But for me, the term was accurate, scientifically sound, and clear in vision.
Conflict transformation is accurate because the core of my work is indeed about engaging myself in constructive change initiatives that include and go beyond the resolution of particular problems. It is scientifically sound because the writing and research about conflict converge in two common ideas: conflict is normal in human relationships and conflict is a motor of change. And transformation is clear in vision because it brings into focus the horizon toward which we journey, namely the building of healthy relationships and communities, both locally and globally. This process requires significant changes in our current ways of relating.
In this essay, I will engage a creative tension between the metaphors of resolution and transformation in order to sharpen understanding. However, this is not done to minimize or degrade the term "resolution" or the many individuals who creatively prefer it as the best prism for understanding their work. My purpose is to add a voice to the ongoing discussion and search for greater understanding and clarity in human relationships.
But the question remains, what is this transformation stuff? This essay is an attempt to share my understanding of conflict transformation as an orientation, an approach and a framework. It describes transformation as a lens and a strategy for approaching conflict.

The Lenses of Conflict Transformation

In common everyday settings we experience social conflict as a time when a disruption occurs in the "natural" discourse of our relationships. As conflict emerges, we stop and take notice that something is not right. The relationship in which the difficulty is arising becomes complicated, not easy and fluid as it once was. We no longer take things at face value, but rather spend greater time and energy to interpret what things mean. As our communication becomes more difficult, we find it harder and harder to express our perceptions and feelings. We also find it more difficult to understand what others are doing and saying, and may develop feelings of uneasiness and anxiety. This is often accompanied by a growing sense of urgency and frustration as the conflict progresses, especially if no end is in sight.
If someone uninvolved in the situation asks what the conflict is about, our initial explanations will typically be framed in terms of the specific issues the parties are dealing with. This is the content of the conflict, the immediate problems that must be resolved through problem solving and negotiation.
However, the transformational approach addresses this situation somewhat differently. This is because conflict transformation is more than a set of specific techniques. It is about a way of looking and seeing, and it provides a set of lenses through which we make sense of social conflict. These lenses draw our attention to certain aspects of conflict, and help us to bring the overall meaning of the conflict into sharper focus.
Before proceeding further, I should describe what I mean by a lens as a transformational tool. I recently purchased a set of glasses that have what are called progressive lenses. This means that in my eyeglasses I have three different lens types in the same frame. One lens helps bring into focus things at a great distance that would otherwise be a blur. A second brings objects that are at mid-range into a clear picture. The third helps me read a book or thread a fish line through a hook.
It is interesting to note three things about my new glasses and how they relate to a transformational view. First, if I try to use the close-up lens to see at a distance, the lens is counterproductive and useless. Each lens has its function and serves to bring a specific aspect of reality into focus. But when it brings that layer of reality in focus, other layers are placed in a blur. If you look through a camera with a telephoto lens or through a microscope at a slide of bacteria you can find this happening in dramatic fashion.
Second, no one lens is capable of bringing everything into focus. Rather, I need multiple lenses to see different aspects of a complex reality, and cannot rely exclusively on one lens to see the multiple layers of complexity.
Third, the three lenses are held together in a single frame. I need each of the different lenses to see a particular portion of reality, and I need them to be integrated to see the whole picture. Thus, we need lenses that help us address specific aspects of conflict as well as a framework that holds them together in order to see the conflict as a whole.
So what are useful lenses that bring varying aspects of conflict complexity into focus and at the same time create a picture of the whole? This essay will suggest three.

First, we need a lens to see the immediate situation.
Second, we need a lens to see past the immediate problems and view the deeper relationship patterns that form the context of the conflict. This goes beyond finding a quick solution to the problem at hand, and seeks to address what is happening in human relationships at a deeper level.
Third, we need a lens that helps us envision a framework that holds these together and creates a platform to address the content, the context, and the structure of the relationship. From this platform, parties can begin to find creative responses and solutions.

Conflict Transformation: A Simple Definition

Although the definition is relatively short, its various components lend it a degree of complexity. To better understand conflict transformation, an explanation of each component is needed. Together, these components attempt to capture the attitudes and orientations we bring to creative conflict transformation, the starting point of such an approach, and the various change processes involved in such an approach.
To Envision and Respond: A transformational approach begins with two pro-active foundations: 1) apositive orientation toward conflict, and 2) a willingness to engage in the conflict in an effort to produce constructive change or growth. While conflict often produces long-standing cycles of hurt and destruction, the key to transformation is the capacity to envision conflict as having the potential for constructive change. Response, on the other hand, suggests a bias toward direct involvement and an increased understanding that comes from real-life experience. Both "envision" and "respond" represent the ways we orient ourselves toward the presence of conflict in our lives, relationships, and communities.
Ebb and Flow: Conflict is a natural part of relationships. While relationships are sometimes calm and predictable, at other times events and circumstances generate tensions and instability. A transformational view, rather than looking at isolated conflict episodes, seeks to understand how these particular episodes are embedded in the greater pattern of human relationships. Change is understood both at the level of immediate issues and the broader patterns of interaction.
Life-Giving Opportunities: On the one hand, this phrase suggests that life gives us conflict, and that conflict is a natural part of human experience and relationships. Rather than viewing conflict as a threat, the transformative view sees conflict as a valuable opportunity to grow and increases our understanding of ourselves and others. Conflict helps us stop, assess and take notice. Without it, life would be a monotonous flat topography of sameness and our relationships would be woefully superficial. This phrase also suggests that conflict creates life and keeps everything moving. It can be understood as a motor of change that keeps relationships and social structures dynamically responsive to human needs.
Constructive Change Processes: This notion emphasizes the capacity of the transformational approach to build new things. Conflict transformation begins with a central goal: to build constructive change out of the energy created by conflict. By focusing this energy on the underlying relationships and social structures, constructive changes can be brought about. The key here is to move conflict away from destructive processes and toward constructive ones. The primary task of conflict transformation is not to find quick solutions to immediate problems, but rather to generate creative platforms that can simultaneously address surface issues and change underlying social structures and relationship patterns.
Reduce Violence and Increase Justice: Transformation must be able to respond to life's on-the-ground challenges, needs, and realities. How do we address conflict in ways that reduce violence and increasejustice in human relationships? To reduce violence we must address both the obvious issues and content of any given dispute and also their underlying patterns and causes. To increase justice we must ensure that people have access to political procedures and voice in the decisions that affect their lives.
Conflict transformation views peace as centered and rooted in the quality of relationships. This includes both face-to-face interactions and the ways in which we structure our social, political, economic, and cultural relationships. In this sense, peace is a "process-structure," a phenomenon that is simultaneously dynamic, adaptive, and changing. In essence, rather than seeing peace as a static "end-state," conflict transformation views peace as a continuously evolving and developing quality of relationship. It is defined by intentional efforts to address the natural rise of human conflict throughnonviolent approaches that address issues and increase understanding, equality, and respect in relationships.
Direct Interaction and Social Structures: The above concerns about violence and justice suggest that we need to develop capacities to engage in change processes at the interpersonal, inter-group, and social-structural levels. One set of capacities points toward direct, face-to-face interaction between people or groups. The other set underscores the need to see, pursue, and create change in our ways of organizing social structures, from families, to complex bureaucracies, to structures at the global level. This requires a capacity to understand and sustain dialogue as a fundamental means of constructive change.
Indeed, many of the skill-based mechanisms that reduce violence are rooted in communicative capacities to exchange ideas, find common definitions, and move toward solutions. But dialogue also plays a crucial role in the maintenance or change of social structures. Through dialogue, these structures can be modified to be more responsive and just.
Human Relationships: Relationships are at the heart of conflict transformation.
Rather than concentrating exclusively on the content and substance of the dispute, the transformational approach suggests that the key to understanding conflict and developing creative change processes lies in seeing the less visible aspects of relationship. While the issues over which people fight are important and require creative response, relationships represent a web of connections that form the broader context of the conflict. It is out of this relationship context that particular issues arise and either become volatile or get quickly resolved.

Conflict and Change

Both conflict and change are a normal part of human life. Conflict is continuously present in human relationships, and the fabric of these relationships is constantly adapting and changing. Before discussing practical approaches to conflict transformation, it is important to better understand the link between conflict and change.
There are four central modes in which conflict impacts situations and changes things:

the personal,
the relational,
the structural, and
the cultural.[2]

In addition, we can think about these changes in response to two questions. First, from a descriptive view, what does conflict change? And second, from the standpoint of responding to conflict as it arises, what kind of changes do we seek? In the first arena, we are simply acknowledging the common patterns and impact of social conflict. In the second, we recognize the need to identify what our values and intentions may be as we actively seek to respond, intervene, and create change.

Change Goals in Conflict Transformation: Transformation understands social conflict as evolving from, and producing changes in, the personal, relational, structural and cultural dimensions of human experience. It seeks to promote constructive processes within each of these dimensions.

Personal: Minimize destructive effects of social conflict and maximize the potential for personal growth at physical, emotional and spiritual levels.
Relational: Minimize poorly functioning communication and maximize understanding.
Structural: Understand and address root causes of violent conflict; promote nonviolent mechanisms; minimize violence; foster structures that meet basic human needs and maximize public participation.
Cultural: Identify and understand the cultural patterns that contribute to the rise of violent expressions of conflict; identify cultural resources for constructively handling conflict.

The personal dimension refers to changes effected in and desired for the individual. This includes the cognitive, emotional, perceptual, and spiritual aspects of human experience over the course of conflict. From a descriptive perspective, transformation suggests that individuals are affected by conflict in both negative and positive ways. For example, conflict affects our physical well-being, self-esteem, emotional stability, capacity to perceive accurately, and spiritual integrity. Prescriptively, (i.e., relating to what one should do) transformation represents deliberate intervention to minimize the destructive effects of social conflict and maximize its potential for individual growth at physical, emotional, and spiritual levels.
The relational dimension depicts the changes affected in and desired for the face-to-face relationships. Here issues of emotions, power, and interdependence, and the communicative and interactive aspects of conflict are central. Descriptively, transformation refers to how the patterns of communication and interaction in relationships are affected by conflict. It looks beyond visible issues to the underlying changes produced by conflict in how people perceive, what they pursue, and how they structure their relationships. Most significantly, social conflict makes explicit how close or distant people wish to be, how they will use and share power, what they perceive of themselves and each other, and what patterns of interaction they wish to have. Prescriptively, transformation represents intentional intervention to minimize poorly functioning communication and maximize mutual understanding. This includes efforts to bring to the surface in a more explicit manner the relational fears, hopes and goals of the people involved.
The structural dimension highlights the underlying causes of conflict, and stresses the ways in which social structures, organizations, and institutions are built, sustained, and changed by conflict. It is about the ways people build and organize social, economic, and institutional relationships to meet basic human needs and provide access to resources and decision-making. At the descriptive level transformation refers to the analysis of social conditions that give rise to conflict and the way that conflict affects social structural change in existing social, political and economic institutions.
At a prescriptive level, transformation represents efforts to provide insight into underlying causes and social conditions that create and foster violent expressions of conflict, and to promote nonviolent mechanisms that reduce adversarial interaction and minimize violence. Pursuit of this change fosters structures that meet basic human needs (substantive justice) and maximize people's participation in decisions that affect them (procedural justice).
The cultural dimension refers to the ways that conflict changes the patterns of group life as well as the ways that culture affects the development of processes to handle and respond to conflict. At a descriptive level, transformation seeks to understand how conflict affects and changes cultural patterns of a group, and how those accumulated and shared patterns affect the way people in a given context understand and respond to conflict. Prescriptively, transformation seeks to uncover the cultural patterns that contribute to violence in a given context, and to identify and build on existing cultural resources and mechanisms for handling conflict.

The Big Picture: Connecting Resolution and Transformation

The transformation metaphor provides an expanded view of time, situates issues and crises within a framework of relationships and social context, and creates a lens to look at both solutions and ongoing changes.

Thus far we have discussed the concepts that make up the various components of conflict transformation. We now want to move from the concept of transformation to the practice of transformation. We must therefore establish an operative frame of reference for thinking about and developing the design of transformational approaches. Our starting point requires the development of an image of our purpose, or what I call the "big picture." Since intractable conflicts are usually quite complex, developing a "big picture" helps us to develop a purpose and direction. Without it, especially in the arena of intractable conflict, we can easily find ourselves responding to a myriad of issues without a clear understanding of what our responses add up to. We can solve lots of problems without necessarily creating any significant constructive social change at a deeper level.

Resolution and Transformation: A Brief Comparison of Perspective

	Conflict Resolution Perspective	Conflict Transformation Perspective
The key question	How do we end something not desired?	How to end something destructive and build something desired?
The focus	It is content-centered.	It is relationship-centered.
The purpose	To achieve an agreement and solution to the presenting problem creating the crisis.	To promote constructive change processes, inclusive of -- but not limited to -- immediate solutions.
The development of the process	It is embedded and built around the immediacy of the relationship where the presenting problems appear.	It is concerned with responding to symptoms andengaging the systems within which relationships are embedded.
Time frame	The horizon is short-term.	The horizon is mid- to long-range.
View of conflict	It envisions the need to de-escalate conflict processes.	It envisions conflict as a dynamic of ebb (conflict de-escalation to pursue constructive change) and flow (conflict escalation to pursue constructive change).

Creating a Map for Conflict Transformation

It is common in the study of conflict to develop a map that helps us to engage in conflict assessmentand analysis. Similarly, it is useful to have a map of what we mean by transformation. Figure 1 provides a shortcut overview of such a map, which can help us to visualize the development of a strategy to constructively transform conflict.
This transformational framework has three components, each of which represent a point of inquiry in the development of a response to conflict:

the presenting situation,
the horizon of preferred future, and
the development of change processes linking the two.

The movement from the present toward the desired future is not a straight line, but rather a set of dynamic initiatives that set in motion change processes and create a sustained platform to pursue long-term change. Such a framework emphasizes the challenge of how to end something not desired and how to build something that is desired.

Inquiry 1: The Presenting Situation

The first point of inquiry is the presenting situation, the conflict episode that provides an opportunity to look both at the content of the dispute and the patterns of relationship in the context in which the dispute is expressed. This is graphically represented in Figure 1 as a set of embedded circles or spheres.
A transformational view raises two important questions: What are the immediate problems that need to be solved? What is the overall context that needs to be addressed in order to change destructive patterns? In other words, transformation views the presenting issues as an expression of the larger system of relationship patterns. It moves beyond the "episodic" expression of the conflict and focuses on the relational and historical patterns in which the conflict is rooted.
Put another way, presenting issues connect the present with the past. The patterns of how things have been in the past provide a context in which the issues in a dispute rise toward the surface. But while they create an opportunity to remember and recognize, presenting issues do not have the power to change what has already transpired. The potential for change lies in our ability to recognize, understand, and redress what has happened, and create new structures and ways of interacting in the future.

Inquiry 2: The Horizon of the Future

The second point of inquiry is the horizon of the future, the image of what we wish to create. It asks us to consider what we would ideally like to see in place.
However, this is not simply a model of linear change, in which there is movement from the present situation to the desired future. While the presenting issues act as an impetus toward change, the horizon of the future points toward possibilities of what could be constructed and built. It represents a social energy that informs and creates orientation. Thus, the arrow points not only forward to the future, but also back toward the immediate situation and the range of change processes that may emerge. This combination of arrows suggests that transformation is both a circular and a linear process, or what we will refer to here as a process structure.

Inquiry 3: The Development of Change Processes

The final major inquiry is the design and support of change processes. This broader component requires that we think about response to conflict as the development of change processes that attend to the web of interconnected needs, relationships, and patterns. Because the change processes should address both the immediate problems and the broader relational and structural patterns, we need to reflect on multiple levels and types of change rather than focusing on a single operational solution. Change processes must not only promote short-term solutions, but also build platforms capable of promoting long-term social change.
Taken as a whole, this big picture provides a lens that permits us to envision the possibilities of immediate response and longer-term constructive change. It requires a capacity to see through and beyond the presenting issues to the deeper patterns, while at the same time seeking creative responses that address real-life issues in real time. However, to more fully understand this approach we need to explore in greater depth how platforms for constructive change are conceptualized and developed as process structures.

Process Structures: Platforms for Transformation

We come now to the operational side of transformation. The key challenge is how to support and sustain a platform with a capacity to adapt and generate ongoing desired change while at the same time responding creatively to immediate needs. To engage this challenge we have to think about platforms as process structures.
In modern physics, process structures are natural phenomena that are dynamic, adaptive and changing, and yet at the same time sustain a functional and recognizable form and structure.[3] Margaret Wheately refers to them as "things that maintain form over time yet have no rigidity of structure."[4] The two terms that make up this term, "process" and "structure," point to two interdependent characteristics: adaptability and purpose. Transformational change processes must feature both of these characteristics. They must be both linear and circular.

Conflict transformation is a circular journey with a purpose.

In simple terms, linear means that things move from one point to the next in a straight line. It is associated with a rational-logical understanding of events in terms of cause and effect. However, in the social arena, events are likely moving along broad directions not always visible from a short-term perspective. In this arena, a linear perspective asks us to stand back and take a look at the overall direction of social conflict and the change we seek. It requires us to articulate how we think things are related and how movement is created. Specifically, it asks us to look at the patterns of interaction, not just the immediate experience, and understand the changes in these broad patterns.
Circular understanding suggests that we need to think carefully about how social change actually develops. This notion of circularity underscores some defining elements of transformational change processes. First, it reminds us that things are connected and in relationship. Second, it suggests that the growth of something often "nourishes" itself from its own process and dynamic. In other words, it operates as a feedback loop. Third, and most critical to our inquiry, an emphasis on circularity makes it clear that processes of change are not unidirectional. Figure 2 represents change as a circle, featuring four experiences common to those in the midst of a difficult conflict.

There are times when we feel as if desired change is happening. Things move forward and progress, and what we hope to build seems to be in sight.
At other times, we feel as if we have reached an impasse or "hit a wall." Nothing is happening or all pathways forward seemed blocked.
Sometimes we feel as if the change processes are going backwards, and what has been achieved is being undone. In worst-case scenarios we hear language like, "In a single stroke, years of work have been set back." Common to the change process is the feeling that we are "swimming against the tide" or headed upstream.
Finally, we sometimes feel like we are living through a complete breakdown. It seems as if everything is falling apart and collapsing. These periods tend to be deeply depressing, and are often accompanied by the repeated echoes of "we have to start from ground zero."

All of these experiences are integral parts of the change process and provide us with some important insights about change. First, no one point in time determines the broader pattern. Rather, change encompasses different sets of patterns and directions. Second, we should be cautious about going forward too quickly. Sometimes going back may create more innovative ways forward, and falling down may create new opportunities to build. Third, we should be aware that life is never static and that we must constantly adapt.
Figure 3 represents a simple process structure, which features a web of dynamic circles that create an overall momentum and direction. One might think of this as a rotini, a spiral made up of multi-directional internal patterns that create a common overall movement. It features both the purpose associated with linearity and the feedback loops associated with circularity.

The key to create a platform for transformation in the midst of social conflict lies in holding together a healthy dose of both circular and linear perspectives. A transformational platform is essentially this: The building of an on-going and adaptive base at the epicenter of conflict from which it is possible to generate processes that create solutions to short-term needs and provide a capacity to work on strategic long-term constructive change in systemic relational context.
We can visualize this idea in Figure 4 by adding to our process-structure the rising escalation of conflict episodes. In order to understand a transformational platform, we need to visualize the idea of an on-going base from which processes can be generated. The escalation of conflict creates opportunity to establish and sustain this base. From the transformational view, developing a process to provide a solution to the presenting problem is important but not the key. Central to transformation is building a base that generates processes that 1) provide adaptive responses to the immediate and future iterations of conflict episodes, and 2) address the deeper and longer-term relational and systemic patterns that produce violent, destructive expressions of conflict.

In other words, a conflict-transformation platform must be short-term responsive and long-term strategic. The defining characteristic of such a platform is the capacity to generate and re-generate change processes responsive to both immediate episodes and the relational context. It is in this way an adaptive process-structure, one that can produce creative solutions to a variety of problems.

Practices For Transformational Strategies

In earlier sections, I described conflict transformation as a set of lenses that combine to create a way to look at social conflict and develop responses. Here I explore how to make this framework applicable by outlining several core practices that are useful in addressing social conflict from a transformational approach.

Practice 1: Develop a capacity to see presenting issues as a window

A transformational approach relies on a capacity to see the immediate situation without being overwhelmed by the demands of presenting issues, the urgency that pushes for a quick solution, and the anxieties that often develop as conflict escalates. The pursuit of broader transformational goals requires us to look beyond the immediate problems and to see these issues as a window. Just as we look through the glass, focusing our attention on what lies beyond the window, we look through the immediate issues to discover the relational context and the underlying causes of conflict. This is what some authors have called the capacity to see the difference between content of a conflict and its emotional and relational context.[5]

Practice 2: Develop a capacity to integrate multiple time frames

Approaching the immediate situation as a window also involves the ability to think about change without being constrained by a short-term view of time. This is not to say that short-term perspectives are never appropriate. The key is the ability to recognize the needs of multiple time frames and create strategies that integrate short-term response with long-term change. Addressing immediate episodes and broader relationship patterns requires processes with different time frames. Processes that will be effective in one case are not likely to be effective in another. For the transformation-oriented practitioner, the key capacity is an ability to recognize what sorts of processes and time frames may be needed to address the different kinds of change.

Practice 3: Develop a capacity to pose the energies of conflict as dilemmas

Posing conflicts as dilemmas involves shifting from an either/or frame of reference to a both/and frame of reference. In settings of sustained violence, we sometimes face what appear to be impossible decisions that involve outright contradictions. For example, those of us working in relief and aid agencies in Somalia in the early 1990s struggled with choices about where to put our energies and responses when none of the apparent options seemed adequate. Should we send food and relief aid even though we know armed groups will take advantage of it to continue the war, or should we not send food but then feel helpless about the enormous humanitarian plight? Far too often how we framed our questions limited our strategies. Framing choices in rigid either/or terms made it difficult to handlecomplexity.
A shift in thinking emerged when we reframed our questions to reflect the legitimacy of different but not incompatible goals. Rather than accepting a frame of reference that posed our situation as choosing between one important goal or another, we reframed the questions in terms of interdependent goals. How can we build capacities for peace in this setting and at the same time create responsive mechanisms for the delivery of humanitarian aid? The formula is this: How can we address "A" and at the same time build "B"? This way of formulating the question creates a capacity to recognize different but interdependent aspects of a complex situation and develop integrative responses. The capacity to reframe conflict in this way enables us to more clearly identify our goals and seek innovative options for action.

Practice 4: Develop a capacity to make complexity a friend, not a foe

In conflicts, especially when there has been a long history of patterns and episodes that were not constructively addressed, people feel overwhelmed. It may seem that that situation is just too complicated, that there are too many things going on to even try to explain it. At times of escalated conflict, complexity describes a situation in which we feel forced to live with multiple and competing frames of reference about what things mean. We are also faced with lots of things happening at multiple levels, between different sets of people, all at the same time. This often leads to a sense of ambiguity, which produces three feelings: we feel insecure about what it all means, we are not sure where it is going, and we feel as if we have little or no control over what happens. This often leads people to seek escape or to find a quick solution.
But in order to constructively deal with complexity, we must make it a friend rather than a foe and recognize its potential for building desired change. One of the great advantages of complexity is that change is not tied exclusively to one thing, action or option. The first key is to trust the capacity of systems to generate options and avenues for change. Second, we must pursue those options that appear to hold the greatest promise for constructive change. Third, we must not lock rigidly onto to one idea or approach. The potential avenues of change generated in complex systems are numerous. Complexity is especially a friend when cycles and episodes of conflict seem to narrow toward the same outcomes every time. It is here that paying careful attention to the multiplicity of options can create new ways to look at old patterns.

Practice 5: Develop a capacity to hear and engage the voice of identity and relationship

We have mentioned time and again the need to look for and see the patterns in the context that underpin the presenting situation. This involves an ability to recognize and then develop response processes that engage the deeper core of the conflict. Two central "root causes" of social conflict are identity and relationship.
Identity is best understood as a relational dynamic that is constantly being redefined. It is not primarily about negotiating an agreement to solve a material problem, but rather is about protecting a sense of self and group survival. While it is rarely explicitly addressed, identity shapes and moves the expression of conflict. At the deepest level it is lodged in the narratives of how people see themselves, who they are, where they come from, and what they fear they will become. It is also deeply rooted in their relationships with others.
A central challenge for transformation is how to create spaces and processes that encourage people to address and articulate a positive sense of identity in relationship to others but not in reaction to them. This can be accomplished in three ways.

First, be attentive to language, metaphors, and expressions that signal the distresses of identity. In order to deal with core issues of identity, one must acknowledge them as issues.
Second, move toward appeals to identity rather than away from them. Acknowledge that the conflict requires a process that more explicitly addresses issues of identity and relationship. Generating solutions to immediate problems is not enough.
Third, design transformation processes as dynamic platforms that create repeating patterns of exchange and exploration rather than produce immediate negotiated solutions.

Three guiding principles that characterize this process of exchange and exploration: honesty, iterative (i.e. repeating and cumulative) learning, and appropriate exchange.

First, we should work toward the creation of spaces where people feel safe enough to be deeply honest with themselves and others about their fears, hopes, hurts and responsibilities. Honesty reflects parties' sense of safety and builds trust.
Second, we must create multiple points of access and repetitive examination for addressing identity. The negotiation and definition of identity is a complex process that requires processes of interaction with others as well as inner reflection about self. Identity work is not a one-time decision-making process, but rather an ongoing learning process about self and other. This requires an iterative platform for addressing identity concerns within a framework of broader constructive change.
Third, appropriate exchange calls attention to the need to design work on identity in ways that respect people. Beyond direct face-to-face dialogue, there are many ways that learning and deepening understanding about identity and relationship can occur. This includes dialogue-as-music, dialogue-as-sport, and dialogue-as-shared-work to preserve old city centers, parks and mountains. All of these may do more than traditional dialogue to advance learning and understanding.

In addition, it is important to be attentive to people's perceptions of how identity is linked to power and the definition of the systems and structures that organize and govern their relationships. This is particularly important for people who feel their identity is eroded, marginalized or under deep threat. When addressing identity-based concerns, processes must strive to understand the roots of people's perceptions and address the systemic changes needed to assure access and respectful participation.

Conclusions

May the warmth of complexity shine on your face.
May the winds of good change blow gently at your back.
May your feet find the roads of authenticity.
May the web of change begin!

The lenses of conflict transformation focus on the potential for constructive change emergent from and catalyzed by the rise of social conflict. Because the potential for broader change is inherent in any episode of conflict, from personal to structural levels, the lenses can easily be applied to a wide range of conflicts.
A key advantage to this framework lies in its capacity to think about multiple avenues of response. To use our earlier comparison, we suggested that transformation builds on and integrates the contribution and strengths of conflict-resolution approaches. A transformational approach inquires about both the specifics, immediately apparent in the episode of conflict, as well as the potential for broader constructive and desired change.
Clearly there are arenas in which transformation is limited and a quick and direct resolution of the problem is more appropriate. In disputes where parties need a quick and final solution to a problem and do not have a significant relationship, they typically appeal to negotiation and mediation. In such cases the exploration of relational and structural patterns are of limited value. For example, a one-time business dispute over a payment between two people who hardly know each other and will never have contact again is not a context to explore a transformational application.
However, in cases where parties share an extensive past and have the potential for significant future relationships, and where the episodes arise in an organizational, community or broader social context, simple resolution approaches may be too narrow. Though they may solve the immediate problems, they miss the greater potential for constructive change. This is even more significant in contexts where there are repeated and deep-rooted cycles of conflict episodes that have created destructive and violent patterns. In such cases, avenues to promote transformational change should be pursued.
Conflict transformation places before us some big questions: Where are we headed? Why do we do this work? What are we hoping to contribute and build? Increasingly, I am convinced that those in the alternative dispute-resolution field and the vast majority of people and communities who wish to find more constructive ways to address conflict in their lives were drawn to the perspectives and practices of conflict resolution because they wanted change. They wanted human societies to move from violent and destructive patterns toward the potential for creative, constructive and nonviolent capacities to deal with human conflict. This means replacing patterns of violence and coercion with respect, creative problem-solving, increased dialogue, and nonviolent mechanisms of social change. To accomplish this, a complex web of change processes under-girded by a transformational understanding of life and relationship is needed.

[1] This essay is an excerpt from John Paul Lederach's book "The Little Book of Conflict Transformation, published by Good Books, 2003. Conflict Research Consortium graduate student Michelle Maise condensed the 70+ pages of material in the original draft of that manuscript (with John Paul's and the publisher's permission) into this essay.
[2] See Preparing for Peace (Syracuse University Press, 1995) and Building Peace (US Institute of Peace Press, 1999).
[3] See Margaret Wheatley's discussion of this in reference to learning organizations in Leadership and the New Sciences, San Francisco: Barrett-Koehler, Publishers, 1994.
[4] Wheately, 1994:16.
[5] See Hocker and Wilmot's discussion of content and relationship in Interpersonal Conflict or Edwin Friedman's discussion of anxiety, emotional process and symptomatic content in Generation to Generation.

Use the following to cite this article:
Lederach, John Paul. "Conflict Transformation." Beyond Intractability. Eds. Guy Burgess and Heidi Burgess. Conflict Research Consortium, University of Colorado, Boulder. Posted: October 2003 <http://www.beyondintractability.org/essay/transformation/>.

Sources of Additional, In-depth Information on this Topic

Additional Explanations of the Underlying Concepts:

Online (Web) Sources

Berghof Handbook for Conflict Transformation. Berg of Research Center for Constructive Conflict Management, December 2007.
Available at: http://www.berghof-handbook.net/.

This Handbook gives practitioners and scholars an overview of the currently available approaches, methods, techniques and theories of conflict transformation. It documents and assesses the state of the art in the field as well as offer opportunities to reflect on and discuss the strengths and weaknesses of these approaches. The topic structure of the Handbook is organized according to the conceptual preconditions, the different social levels and the various dimensions of conflict transformation.

Senghaas, Dieter. "Civilizing Conflict: Constructive Pacifism as a Guiding Notion for Conflict Transformation."
http://www.berghof-handbook.net/articles/senghaas_handbook.pdf.
This article presents "causal/constructive pacifism" as a guiding notion for conflict transformation. If civil or international war is the effect of anarchy, a social order from which enduring peace emerges must be built at national, regional/continental and international levels. Correspondingly, the author develops a historically informed model of a complex peace architecture ("civilizational hexagon"), the components of which he discusses at both the national and international level. Hexagonalizing peace is the very basis for conflict transformation, i.e. for civilizing conflicts in a potentially violence-prone political, socio-economic and socio-cultural environment.

Burgess, Heidi and Guy M. Burgess. "Conflict Transformation and Peacemaking." , 1997
Available at: http://www.beyondintractability.org/articlesummary/10299/.

This page describes John Paul Lederach's approach to conflict transformation. It discusses justice, peace, and mercy, and contrasts Lederach's approach to that of Bush and Folger.

Miall, Hugh. "Conflict Transformation: A Multi-Dimensional Task."
http://www.berghof-handbook.net/articles/miall_handbook.pdf.
This essay identifies the key theorists and modes of practice of conflict transformation. It attempts to distinguish these from the theories and practices of conflict resolution and conflict management, while at the same time arguing that conflict transformation draws heavily on these earlier traditions. Conflict transformation as a response to the changing nature of contemporary conflict, however, it is still an incomplete synthesis.

Francis, Diana. "Conflict Transformation: From Violence to Politics." CCTS Newsletter, Number 9, Summer 2000 , 2000
Available at: http://www.c-r.org/ccts/ccts9/vipolint.htm.

This is a paper written for a series of seminars designed to explore what is necessary to move from violent conflict to something which might be described as peace.

Constructive Confrontation.
Available at: http://www.colorado.edu/conflict/peace/treatment/constcon.htm.
This page offers a brief discussion of the concept of constructive confrontation. This conflict strategy was developed by Guy and Heidi Burgess, and focuses upon helping the parties develop more constructive strategies for pursuing inevitable confrontations. It is an incremental approach which involves diagnosing particular conflict problems, and then designing remedies for those problems so that the resulting conflict is more constructive. The page includes links to further reading on the subject.

Jarman, Roswitha. "Healing as Part of Conflict Transformation." CCTS Newsletter, Number 12, Spring 2001 , 2001
Available at: http://www.c-r.org/ccts/ccts12/healing.htm.

This article explores how outsiders coming in to war-torn regions can contribute to healing the personal and interpersonal hurt of individuals and groups and thereby contribute to the process of conflict transformation.

Negowetti, Nicole. "Reconciliation: Central Component of Conflict Transformation." , April 4, 2003
Available at: http://www.skynet.ie/~peacesoc/read/reconciliation.html.

This essay examines the concept of reconciliation as central to Jonh Paul Lederach's theory of conflict transformation. It asserts that contemporary intra-state conflicts require innovative approaches that consider the subjective experiences of both victims and perpetrators, for their transformation. The piece includes discussion of Lederach's distinction between conflict transformation and the concepts of conflict resolution and conflict management.

Burgess, Heidi, Guy M. Burgess and Tanya Glaser. Transformative Approaches to Conflict. Conflict Research Consortium.
Available at: http://www.colorado.edu/conflict/transform/index.html.
This site contains information about a variety of transformative approaches to conflict including transformative mediation, John Paul Lederach's conception of transformative peacemaking and conflict transformation, the analytical problem solving/human needs approach to conflict transformation, research on the transformation of conflicts from intractable to tractable (primarily done at Syracuse University), and other techniques for successfully dealing with intractable conflicts, particularly dialogue and constructive confrontation.

Offline (Print) Sources

Diamond, Louise. Beyond Win-Win: The Heroic Journey of Conflict Transformation. Washington D.C.: The Institute For Multi-Track Diplomacy, 1994.
Peace is not a static phenomenon. "The discovery of peace" is a continuous process of developing structures and relationships which fulfill our needs and correspond to our perception of well-being. To discover peace, a system encouraging conflict should be transformed. Conflict transformation is different from conflict resolution and management. It involves changing parties' beliefs and behaviors, releasing the energy limited by determined patterns of thought and action, to move toward creating new relationships. "To transform conflict is to discover peace" (p. 3). This paper presents a map of the journey of discovering peace and hence, transforming conflict. It consists of five parts including motivation (touching the ideal), quest (vision and commitment), test (causes and consequences), death (self-examination and letting go), and rebirth (reframing and action). Click here for more info.

Weiner, Eugene, ed. Conflict Resolution Moves East: How the Emerging Democracies of Central and Eastern Europe Are Facing Interethnic Conflict . New York: Continuum Publishing, 1998.
The author draws on the work of Partners for Democratic Change in the emerging democracies of Eastern and Central Europe. Shonholtz explores the "intersection between the historical and cultural suppression of conflict and the democratic need for the expression and resolution of conflict."(p.360)Click here for more info.

Chupp, Mark , ed. Conflict Transformation: A Spiritual Process. Conciliation Quarterly, 1993.
Conflict transformation is a spiritual process which brings internal, relational and structural change. The author sees seven spiritual aspects to transformation which develop along a cycle: coming together, commitment and trust, listening, empathy, dialogue, and restoration. Click here for more info.

Burgess, Heidi. "Constructive Confrontation: A Transformative Approach to Intractable Conflicts." Mediation Quarterly 13:4, 1996.
This article describes the conflict strategy of constructive confrontation. This strategy may be used to approach intractable conflicts that are not yet ripe for resolution. Developed in the context of large-scale public policy and international conflicts, this approach parallels transformative mediation in several ways. Most important is an emphasis on empowerment and recognition (though constructive confrontation uses different terms) and a focus on constructive processes rather than resolution as the primary goal. The article highlights the similarities and differences between constructive confrontation and transformative mediation. Click here for more info.

Porter, Thomas W. and Mark Conrad Mancao. "Engage Conflict Well: Transforming Conflict in the United Methodist Church." In Positive Approaches to Peacebuilding: A Resource for Innovators. Edited by Liebler, Claudia, ed. et al. Washington DC: Pact Publications, 2003.
"The JUSTPEACE Center for Mediation and Conflict Transformation believes that creating justpeace through conflict transformation involves preparing the self and engagin others in processes that move in positive directions. "Engage Conflict Well" is an emerging model in The United Methodist Church, which explores these interrelated phases of conflict transformation. This chapter presents a summary of each element in the model and then offers more in-depth discussion of the three aspects that are most germane to this book-circle process, relational covenants, and appreciative questioning."

Schwerin, Edward W. Mediation, Citizen Empowerment and Transformational Politics . Westport, Connecticut: Praeger, 1995.
The author argues that while empowerment is the core concept of transformational ideologies, it remains a fuzzy concept. Participation in community mediation is generally thought to be empowering, so he begins his analysis of empowerment by examining the community mediation movement. Click here for more info.

"Power and Social Exchange." American Political Science Review 72, 1978.
This article provides theoretical grounding for helping third parties or antagonists reframe conflictual environments.

"Power and the Emergence of Commitment Behavior in Negotiated Exchange." American Sociological Review , 1993.
Relations based on negotiated exchange sometimes transform to one that incorporates exchange of non-contingent gifts or long-term reciprocal transactions, even when alternatives to exchange relation exist.

Dukes, E. Frank. "Public Conflict Resolution: A Transformative Approach." 9:1, January 1993.
The author examines both the transformative and management approaches to mediation. Click here for more info.

Rothman, Jay. "Reflexive Dialogue as Transformation." Mediation Quarterly 13:4, 1996.
Rothman describes his approach to intervention in identity conflicts as facilitating reflexive dialogue. He sees reflexive dialogue as a form of transformative conflict resolution. Click here for more info.

Dukes, E. Frank. Resolving Public Conflict: Transforming Community and Governance (Political Analyses). Manchester University Press, November 1, 1996.
In this powerful and optimistic book, Franklin Dukes moves beyond the orthodox remedies of right and left to explain how the field of public conflict resolution offers a way to cut through the impasse in public policy-making. Drawing on conflict resolution experience and recent democratic theory, Dukes traces the philosophical roots and development of the public conflict resolution field. He examines in detail how it has worked in practice, in the US and other western democracies. Finally, he argues that a more systematic application of public conflict resolution by policy-makers would confront three key problems of contemporary democratic society: the disintegration of community, alienation from government, and the inability to solve public disputes.*

Clements, Kevin P. "The State of the Art of Conflict Transformation." In Searching for Peace in Europe and Eurasia: An Overview of Conflict Prevention and Peacebuilding Activities. Edited by van Tongeren, Paul, Juliette Verhoeven and Hans van de Veen, eds. Boulder, CO: Lynne Rienner Publishers, 2002.
"The field of conflict resolution/conflict transformation is still in a dynamic stage of evolution. It is an evolving sphere or interdisciplinary endeavor that has both theoretical and practical implications. This chapter will begin with a map of the field and an assessment of the state of the art. It will then analyze and assess these schools of thought by identifying trends or themes within the different perspectives. This will be followed by a critique of the field and recommendations for improving the theory and practice of conflict transformation."

Ury, William L. The Third Side: Why We Fight and How We Can Stop. New York: Penguin Books, September 2000.
In this book, William Ury explains that it takes two sides to fight and a third to stop it. Based on years of experience as a conflict resolution practitioner, Ury describes ten practical roles that people can play to prevent destructive conflict. He argues that fighting is not inevitable human behavior and that we can transform battles into constructive conflict and cooperation by turning to what he calls, "the third side".

Chupp, Mark . "When Mediation is Not Enough." 10:3, 1991.
This article analyzes the value system that dominates the present field of mediation, the author concludes that the mediator's original goal of reconciliation has been lost. Throughout the years there has been a value shift in the mediation field which is reflected in the changing use of terminology from "reconciliation" to "conflict resolution" and to "conflict management". The model that he outlines in this article has a value of inner conflict and social structure transformation at the core and uses nonviolence as a technique of conflict regulation

2010—A year of Transformation for the World and for Asia

noreply@blogger.com (socrates al-hakim) — Mon, 28 Mar 2011 01:08:00 +0000

Study FiElds..

Good morning. It is a great pleasure to speak at this plenary session of the Asia Financial Forum’s annual meeting. I wish to thank the Hong Kong Trade and Development Council for inviting me to share my views on Asia’s role in the new economic order.

Over the past decades, Asia has become a major player in the global economy. Today, Asia is leading the world in terms of economic recovery from the crisis. And over the coming decades, the region’s continued dynamism will give it an even greater role.

As economic power grows, so too does Asia’s interest in promoting the successful performance of the global economy. And as the region enhances its role in the global policy debate, I see great potential for the world to benefit from Asia’s ideas and experience. We all have a lot to learn from Asia.

Speaking for the IMF, one of our priorities is to deepen and indeed renew our engagement with Asia. We recently established an advisory group of eminent persons from across the region. We are also seeking to strengthen our ties with regional groups, such as ASEAN and EMEAP. This July, the IMF and the Government of Korea will be co-hosting a high-level conference, focusing on the region’s economic dynamism, and what I believe will be Asia’s leadership role in the 21st century.

2010, of course, is going to be a crucial year—the first year after the crisis when countries can lift their eyes to the longer term-horizon. A year of transformation for the world.

And, I might add, a year of transformation for the IMF. To speed our ability to respond to crises, the Fund has changed a lot over the past two years—reforming lending instruments, streamlining conditionality, and improving governance. But we recognize that to serve our membership even more effectively, we must go further.

In broad terms, we are looking at a fundamental reform of our mandate; focusing more on systemic, not just country-level risks, especially in the financial sector; and on developing financing instruments that provide the kind of insurance needed to tackle modern crises.

I will not say more on this transformation of the IMF today, but promise that you will hear more about it in the year ahead.

Today, I want to touch on three issues.

First, to set the backdrop, I will present the IMF’s view on the global economic outlook. Second, I will highlight some of the key priorities for building a stronger post-crisis global economy. And third, I will share my thoughts on how Asian leadership can help bring about the changes needed to secure a successful new economic order.

I. Global Economic Outlook

Beginning with the outlook, the global recovery appears to be stronger than previously anticipated. We expect growth in 2010 to exceed our previous projection of 3 percent—this will be updated later this month. That is the good news. I would emphasize, however, that the situation remains fragile and recovery is proceeding at different speeds in various regions.

In most advanced economies it is likely to be sluggish, and still dependent on government support. High unemployment, in particular, is a major concern—especially in Europe and the U.S. This is why policy support should be maintained until there are clear signs of a recovery in private demand and employment growth. Also, to tackle the jobs crisis, governments should shift part of their stimulus spending to support employment.

Turning to emerging market economies, the outlook is considerably better. As I said, the recovery is being led by Asia, thanks to the resilience of domestic demand, sound economic frameworks, and a swift policy response to the crisis. For the Asia region (excluding Japan), growth is likely to exceed 7 percent this year (which was our forecast last October).

This means that many emerging market economies will be able to exit from crisis support measures sooner than the advanced economies—with monetary tightening generally preceding fiscal tightening.

The differing speeds in economic recovery have been reflected in the performance of financial markets. As you know, there has been a resurgence in capital flows to emerging markets, with Asia receiving a large part. These flows appear to be driven primarily by fundamentals, reflecting the favorable outlook for these economies. Expectations of future currency appreciation are also playing a role.

The return of capital to emerging markets is generally a positive development. Let us not forget that as the crisis unfolded, there was tremendous concern that these flows would cease altogether, or even reverse. Understandably, however, policymakers in recipient countries are concerned now with how to manage these flows—their impact on exchange rates, domestic demand, financial stability—and the danger of asset bubbles.

What tools can policymakers use to respond to surges in capital flows? In many countries, exchange rate appreciation should be the key response—especially in those where the exchange rate is undervalued based on medium-term considerations. Other policies include lowering interest rates, accumulating reserves, tightening fiscal policy and prudential policies in the financial sector. Capital controls can also play a role, particularly where the surge in capital flows is expected to be temporary, or where exchange rate overshooting is a real danger. The right policy mix, of course, depends on each country’s circumstances. I see this as a pragmatic issue.

II. Building a Stronger Global Economy

Turning to my second issue—building a stronger global economy—let me begin with financial sector reform.

A. Financial sector reform

In Asia, banking systems have on the whole proved resilient. But worldwide, progress in this area is critical for building a global economy that is less prone to crises in the future.

The lessons of this crisis are clear: regulation and supervision must be stronger—and smarter. Closer scrutiny of financial firms is needed at the institutional level. We also need significantly better monitoring and management of systemic risks.

Already we have seen good progress in devising proposals for how to reform the financial sector. But I see two major problems for achieving lasting reform. First, as financial markets and economies recover, there is a real danger that political momentum for reform is lost. Second, the financial sector itself seems to be going back to business as usual.

This must not be allowed to happen. We cannot return to the financial system of yesterday.

An important question is who should bear the costs imposed by the financial sector’s more risky activities. One thing is clear: we must move away from a system that privatizes the gains and socializes the losses.

As you may be aware, the G-20 has asked the IMF to look into this issue. Our work is being guided by two objectives. First, how can we make the financial system safer, so that it poses less systemic risk? And second, what can be done to reduce the financial burden on taxpayers of a financial crisis?

In this context, we are looking at a range of options—including financial sector taxes, as well the formation of resolution funds, and the possibility of capital charges. We have not ruled anything out. We will present our initial analysis at our Spring Meetings in April.

B. New sources of growth

Looking ahead, as you in Asia are so good at doing, new sources of growth are needed in most of the world’s economies to ensure a robust global economy. What does this mean?

First and foremost, strong growth must be restored. This will require a rekindling of private demand. In many countries, structural reforms will be needed. In particular, labor and product market reforms can boost productivity, and speed the transition. Efforts to boost the “green” economy can also support this restructuring effort.

A second goal is for growth to be sustainable. That is, to restore and sustain private demand, both consumption and investment will be needed. For sure, this will require dealing with pending fiscal challenges.

Third, global growth should be balanced. For this to happen, economic policies must be consistent with healthy external positions. This means maintaining sound fiscal, monetary, and exchange rate policies, and also avoiding domestic market distortions.

To achieve this, all countries will need to play their part.

Countries that have traditionally run large current account deficits recognize that they need to raise saving—often both private and public—and boost productivity. In the United States, for example, this is beginning to happen, with the household saving rate already up sharply since the start of the crisis, to about 5 percent in 2009. It could rise even higher.

Countries that have traditionally run large current account surpluses and relied heavily on export-led growth recognize that new growth drivers, in their own countries, will need to be found. In China, for example, the government is taking steps to boost private consumption.

These major shifts in growth patterns will not be easily achieved—and certainly not overnight. But if we can move in this direction in the coming year, we can have a “win-win” situation, with more sustainable global growth for all.

C. Stronger International Policy Collaboration

For this economic transformation to be successful, international policy collaboration will need to be more effective.

The recent experience in dealing with the crisis gives cause for hope. The nations of the world pulled together to respond to a profound economic—and potentially human—calamity. Governments worked together on many fronts—undertaking concerted and significant monetary easing; implementing large fiscal stimulus, where possible; and shoring up ailing financial sectors.

This spirit of cooperation has produced a much strengthened framework of international collaboration. The G-20—in which Asia is playing a major role—has emerged as a key forum for the world’s major economies to discuss policy priorities. These priorities have then been taken forward to the IMF, where its 186 members have provided the broad-based international endorsement needed to make them truly global in spirit and in commitment.

So—much has already been achieved in terms of strengthening the international policy dialogue. But we can—and must—do even more.

The G-20’s new Mutual Assessment Framework is an important step. Through this process, the world’s largest economies will be accountable—to each other—for adopting the policies needed to ensure strong, stable and sustainable growth over the medium term.

The IMF is providing analytical support for this innovative approach to multilateral cooperation. And I believe that this new framework can be one of the keys to the transformation of the global economy in 2010 and beyond.

Let me also add here one other issue that is of immense importance to the long-term welfare of us all—the tackling of climate change. A major challenge emerging from last month’s meeting in Copenhagen is how the large amounts of resources needed to finance adaptation and mitigation efforts will be financed. This is a very complex subject that will require the highest level of international collaboration. The IMF will do everything in its power to contribute to a solution.

III. Asia’s Role in the New Economic Order

My final—and most important—topic today is Asia’s role in the new economic order.

The transformation that has taken place in Asia over the last decade has been truly remarkable. Rapid growth has raised the region’s share in the global economy to a third, and has allowed hundreds of millions to escape poverty. The strength of Asia’s economies has helped them weather the recent crisis and lead the world into recovery. Continued strong growth has the potential to lift a billion people out of poverty and into the global economy.

To sustain this performance, Asia—like the rest of the world—will need to adapt to new challenges presented by the post-crisis economy.

From my conversations with Asian leaders, I can tell that this imperative is widely recognized. They are moving rapidly to identify the key elements of a new model that can deliver sustained economic growth. In particular, they realize that because there are limits to the pace of export growth, domestic and regional demand will need to play an increasingly important role in underpinning Asia’s growth.

This does not mean that Asia should become inward looking. Rather, it means reinvigorating domestic demand and boosting intraregional trade. Such a recalibration of Asia’s growth model is in the region’s self-interest, since it would reduce the region’s dependence on demand from outside Asia. As I indicated previously, it is also in the global interest.

What should this recalibration look like?

In many Asian economies, stepping up public investment is an important part of the solution. Asia has significant long-term development needs, including in infrastructure and education.

Investment in low-carbon, or “green” growth would also be useful. Technological innovation is key to managing climate change at a reasonable cost. And innovation in Asia is already making major contributions.

And as I already noted earlier, in China a shift towards stronger private consumption will be essential for developing new sources of growth.

The region’s long-term success will also depend critically on the active participation of Asian nations in international efforts to build a stronger global economy. As Asia’s economies have risen in global stature, so too has their voice on the international stage—and their responsibility to help find solutions to global policy challenges. As I mentioned, Asia is represented at the G-20 by six countries. And as you know, Asia will host the G-20 Leaders Summit in November.

At the IMF too, Asia’s role is rising. As our governance reforms proceed, Asia’s economic voice—reflected in its quota at the IMF—is being brought more into line with its weight in the global economy.

Now is the time for Asia to use its stronger voice to contribute even more to the shaping of the post-crisis global economic landscape. Potentially, this is a historic moment for Asia. A moment of transformation.

IV. Concluding Remarks

Let me conclude by setting in context the challenges facing the world in the coming period:

2008 was a year of humility: our confidence in markets, institutions, and the status quo turned out to be complacency; we learned how fallible, fragile, and interconnected we are.

2009 was a year of unity: the world pulled together to collaborate and redeem the promise of international cooperation.

2010 must be a year of transformation—we must complete the global project to address the failings in regulation, economic policy, and governance that lay behind the crisis.

The challenges are great. But the rewards are even greater. And Asia has a crucial role to play. Working together, I am confident that we will find the way to secure economic success—for Asia, and for the world.

Thank you.

Haier Encouraging Employees and Consumers to Switch Off the Lights for Earth Hour

noreply@blogger.com (socrates al-hakim) — Sat, 26 Mar 2011 07:26:00 +0000

Haier supports the World Wildlife Fund's Earth Hour climate change awareness campaign with activities in China, the USA and France

QINGDAO, China, March 26, 2011 /PRNewswire-Asia/ -- Haier, the world's No.1 major home appliance brand, and its employees will shut off the lights at offices and at home across China, the US, and France for 1 hour at 8:30 PM local time today in support of the global sustainability awareness campaign, Earth Hour. Haier encourages its millions of consumers around the world to join us in celebrating our planet, and take a moment to think about how we can all do our part for a better world.

Held every year since 2007, Earth Hour is the largest global campaign for climate change awareness, with hundreds of millions of people, enterprises and cities participating in over 100 countries and territories. Participants are encouraged to switch their lights off for 1 hour at 8:30 PM local time to celebrate our planet. For 2011, the theme is "This Earth Hour, Go Beyond the Hour," to remind people to think about how they can do their part to improve the environment even after the hour is over and their lights are turned back on.

"With close to 70,000 employees worldwide, and consumers in over 160 countries, we felt that Haier's support for Earth Hour could be significant," said Ms. Zhang Tieyan, Director of Haier Global Branding Operations and Haier spokesperson. "Earth Hour shows how much people can achieve when they set their minds on the same goal. Haier is proud to be a part of this tremendous campaign, promoting a smarter life for a better planet."

Haier employees will lead the way by turning off the lights on March 26, 2011 and engaging consumers through various online and offline activities. In China, Haier launched a website at http://earthhour.haier.com—visited over 1.5 million times after only 10 days online—where visitors can "turn off the lights" on line and spread awareness through integrated sharing links to social media websites. Haier China is also directly engaging consumers with activities on popular online forums and blogging platforms.

In the US, Haier America employees in New York have also pledged to turn the lights off, and are encouraging consumers to do the same in videos and messages posted on YouTube and Facebook. The event will also be launching point for a month-long series of interactive environmentally focused content that the company will sponsor called the Smarter Life. Better Planet Challenge. Each day, Haier America will present an environmental advocate/expert in a new video and provide participants the opportunity to walk through simple steps to incorporating that lesson into their daily lives. Similarly, Haier France is urging its fans to join them in supporting Earth Hour, and to go beyond the hour, helping to make the earth a better place together.

Haier is a leader in the development of sustainable white goods solutions and has already designed many of the most environmentally and energy friendly appliances. In 2009, BusinessWeek China awarded Haier one of 10 companies for outstanding efforts to transform China's environment in its Greener China Business Award. In 2008, Haier helped Beijing organize the greenest Olympic Games ever as the event's official white goods sponsor, providing over 60,000 green appliances to Olympic facilities.

海尔鼓励员工和消费者关掉地球一小时的灯

海尔在中国支持，美国和法国活动的世界野生动物基金会的气候变化意识地球一小时活动

青岛，中国，2011年3月26日/美通社亚洲/ - 海尔，世界第一大家电品牌，其员工将关闭在中国各地办事处和，美家的灯光，法国1当地时间下午8:30小时今日在全球可持续发展意识的运动，地球一小时的支持。海尔在世界各地鼓励其数以百万计的消费者一起庆祝我们的星球我们，花点时间想想如何我们都可以做一个更好的世界的一部分。

自2007年以来每年举办地球一小时是全球最大的运动与气候变化意识的人，数百万的企业在100多个国家和地区的数百个城市参加。鼓励与会者开关的灯关闭当地时间下午8:30 1小时，以庆祝我们的星球。 2011年，主题是“这地球一小时，超越时光”，以提醒人们思考如何能尽自己的职责，以改善环境，甚至一小时后结束了，他们的灯重新开启。

“随着近160多个国家的70,000名员工，和消费者，我们认为，海尔的支持地球一小时就很明显了，说：”张女士Tieyan，海尔全球品牌运营总监，海尔代言人。 “地球一小时节目有多少人能够实现时，他们设置在同一个目标他们的想法。海尔自豪地成为这个巨大的运动的一部分，促进一个更聪明的星球，共创美好生活。”

海尔的员工将导致通过关闭03月26日2011年通过各种灯光和从事在线和离线活动消费者的方式。在中国，海尔推出了一个网站超过150万次http://earthhour.haier.com-visited后仅10天在线，游客可以“熄灯”，通过媒体向社会线的集成共享和传播意识网站。海尔也直接参与中国与流行的在线论坛和博客平台活动的消费者。

在美国，海尔在美国纽约的员工还承诺把灯关闭，并鼓励消费者在做同样的视频和消息发布在YouTube和Facebook。本次活动还将推出一个互动环境保护为重点内容长达一个月的系列，该公司将赞助称为更聪明的生活问题。更好的星球面临的挑战。每天，海尔美国将提出一个环境倡导一种新的视频/专家，并提供参与者有机会通过简单的步骤，步行进入其纳入日常生活的一课。同样，海尔正在敦促法国球迷一起支持地球一小时他们，并超越时间，有助于使地球变成一个更好的地方在一起。

海尔在白色家电的可持续发展解决方案的领导者，并已经设计了友好的最环保和能源设备很多。 2009年，商业周刊授予海尔中国十分之一的努力转变为优秀的中国企业奖的绿色中国环境的公司。 2008年，海尔协助北京筹办作为事件的官方赞助商白色家电有史以来最环保的奥运会，提供超过60,000绿色家电奥运设施。

Haier प्रोत्साहित कर्मचारियों और उपभोक्ताओं को बंद करने के लिए पृथ्वी घंटा के लिए लाइट्स

Haier चीन, अमेरिका और फ्रांस में गतिविधियों के साथ विश्व वन्यजीव कोष पृथ्वी घंटा जलवायु परिवर्तन के प्रति जागरूकता अभियान का समर्थन करता है

क़िंगदाओ, चीन, मार्च 26, 2011 / PRNewswire-एशिया / - Haier, दुनिया के नंबर 1 बड़ा घर उपकरण, ब्रांड और अपने कर्मचारियों से कार्यालय में और चीन, अमेरिका में घर पर रोशनी बंद हो जाएगा, और 1 के लिए फ्रांस वैश्विक स्थिरता जागरूकता अभियान, पृथ्वी घंटा के समर्थन में 20:30 स्थानीय समय में एक घंटे आज. Haier दुनिया भर के अपने लाखों उपभोक्ताओं को प्रोत्साहित करने के लिए हमें हमारे ग्रह मनाने में शामिल है, और एक क्षण ले के बारे में कैसे हम सब एक बेहतर दुनिया के लिए हमारे भाग कर सकते हैं.

आयोजित हर साल 2007 के बाद से, पृथ्वी घंटा सबसे बड़ा जलवायु परिवर्तन के प्रति जागरूकता के लिए वैश्विक लोग उद्यमों, लाखों और शहरों में 100 से अधिक देशों और प्रदेशों में भाग लेने के सैकड़ों के साथ, अभियान है. प्रतिभागियों को उनके लाइट बंद 1 घंटे के लिए 8:30 स्थानीय समय में हमारे ग्रह को मनाने के लिए प्रोत्साहित कर रहे हैं. 2011 के लिए, विषय है "यह पृथ्वी घंटा, घंटे परे जाओ," को याद दिलाने के बारे में लोगों को लगता है कि वे किस तरह अपने को वातावरण के बाद भी एक घंटे से अधिक है और उनकी रोशनी वापस पर बदल रहे हैं सुधार भाग कर सकते हैं.

", 160 से अधिक देशों में 70,000 कर्मचारियों को दुनिया भर, और उपभोक्ताओं के करीब के साथ, हमने महसूस किया कि पृथ्वी घंटा के लिए है Haier समर्थन महत्वपूर्ण हो सकता है," सुश्री जांग Tieyan, Haier ग्लोबल ब्रांडिंग संचालन और Haier प्रवक्ता के निदेशक ने कहा. "पृथ्वी घंटा दर्शाता है कि लोग कैसे हासिल कर सकते हैं जब वे एक ही लक्ष्य पर उनके दिमाग सेट Haier इस जबरदस्त अभियान का एक हिस्सा होने पर गर्व है., को बढ़ावा देने एक चतुर ग्रह एक बेहतर जीवन के लिए."

Haier कर्मचारियों से 26 मार्च 2011 पर रोशनी बदल और विभिन्न ऑनलाइन और ऑफ़लाइन गतिविधियों के माध्यम से उपभोक्ताओं को उलझाने के द्वारा जिस तरह का नेतृत्व करेंगे. चीन में, Haier एक वेबसाइट का शुभारंभ किया पर बाद पन्द्रह लाख से अधिक बार http://earthhour.haier.com-visited केवल 10 दिनों ऑनलाइन जहां आगंतुकों सामाजिक मीडिया के लिए एकीकृत साझा लिंक के माध्यम से कर सकते हैं लाइन और फैला जागरूकता पर बत्तियाँ बारी " वेबसाइटों. Haier चीन भी सीधे लोकप्रिय ऑनलाइन मंचों और ब्लॉगिंग प्लेटफार्मों पर गतिविधियों के साथ उपभोक्ताओं को आकर्षक.

अमेरिका में, Haier न्यूयॉर्क में अमेरिका के कर्मचारियों को भी लाइट बंद का वादा किया है, और उपभोक्ताओं को वीडियो और संदेश इस भाषा में भी ऐसा ही करने को प्रोत्साहित YouTube और Facebook पर तैनात हैं. घटना भी इंटरैक्टिव पर्यावरण केंद्रित सामग्री के एक महीने लंबी श्रृंखला है कि कंपनी होशियार जीवन बुलाया प्रायोजक होगा के लिए बात करेंगे शुरू हो. बेहतर ग्रह चैलेंज. प्रत्येक दिन, Haier अमेरिका एक पर्यावरण / एक नए वीडियो में अधिवक्ता विशेषज्ञ वर्तमान और प्रतिभागियों के लिए उनके दैनिक जीवन में जो सबक शामिल सरल कदम के माध्यम से चलने का अवसर प्रदान करेगा. इसी तरह, Haier फ्रांस अपने प्रशंसकों आग्रह है कि उन्हें पृथ्वी घंटा समर्थन में शामिल होने के लिए, और घंटे से परे जाने के लिए पृथ्वी एक बेहतर जगह बनाने के साथ मदद.

Haier स्थायी सफेद वस्तुओं के समाधान के विकास में एक नेता हैं और पहले से ही सबसे पर्यावरण के अनुकूल और ऊर्जा के उपकरणों की बहुत बनाया गया है. 2009 में, एक Haier बिज़नेस चीन बकाया के लिए अपने ग्रीनर चीन व्यापार पुरस्कार में चीन के पर्यावरण को बदलने के प्रयासों के लिए 10 कंपनियों में से सम्मानित किया गया. 2008 में, Haier मदद बीजिंग ओलंपिक खेलों के greenest घटना आधिकारिक सफेद वस्तुओं प्रायोजक के रूप में कभी, संगठित ओलिंपिक सुविधाओं के लिए 60,000 से अधिक हरे उपकरणों प्रदान करते हैं.

Haier Incoraggiare i dipendenti ed i consumatori a spegnere le luci per Earth Hour

Haier sostiene il World Wildlife Fund's Earth Hour cambiamenti climatici campagna di sensibilizzazione con le attività in Cina, USA e Francia
Qingdao, Cina, 26 marzo 2011 / PRNewswire / - Haier, il mondo's No.1 grandi elettrodomestici di marca, ei suoi dipendenti si spegnerà le luci negli uffici e in casa in tutta la Cina, gli Stati Uniti e Francia per 1 ora alle 8:30 pm ora locale di oggi a sostegno della campagna mondiale di sensibilizzazione alla sostenibilità, Earth Hour. Haier incoraggia i suoi milioni di utenti di tutto il mondo ad unirsi a noi nel celebrare il nostro pianeta, e prendere un momento per pensare a come tutti noi possiamo fare la nostra parte per un mondo migliore.
Tiene ogni anno dal 2007, Earth Hour è la più grande campagna globale di sensibilizzazione sul cambiamento climatico, con centinaia di milioni di persone, delle imprese e le città partecipanti in oltre 100 paesi e territori. I partecipanti sono incoraggiati a passare le loro luci per 1 ora a 8:30 pm ora locale per festeggiare il nostro pianeta. Per il 2011, il tema è "L'ora della Terra, vai oltre l'ora", per ricordare alla gente di pensare a come possono fare la loro parte per migliorare l'ambiente anche dopo l'ora è finita e le loro luci sono riacceso.
"Con circa 70.000 dipendenti nel mondo, ed i consumatori in oltre 160 paesi, abbiamo ritenuto che il sostegno di Haier per Earth Hour potrebbe essere significativo", ha detto la signora Zhang Tieyan, direttore del Global Branding Haier Operations e portavoce Haier. "Earth Hour dimostra quanto le persone possono raggiungere quando si pensano alle stesso obiettivo. Haier è orgogliosa di essere parte di questa campagna tremenda, la promozione di una vita più intelligente per un pianeta migliore."
dipendenti Haier apriranno la strada spegnendo le luci il 26 marzo 2011 e coinvolgente consumatori attraverso diverse attività online e offline. In Cina, Haier ha lanciato un sito web a http://earthhour.haier.com-visited oltre 1,5 milioni di volte dopo soli 10 giorni on-line dove i visitatori possono "spegnere le luci" on line e la consapevolezza diffusa attraverso azioni integrate condividere i link ai social media siti web. Haier Cina è anche coinvolgere direttamente i consumatori con attività sul popolare forum online e piattaforme di blogging.
Negli Stati Uniti, i dipendenti Haier America di New York hanno anche promesso di spegnere le luci, e stanno incoraggiando i consumatori a fare lo stesso in video e messaggi postati su YouTube e Facebook. L'evento sarà anche il punto di lancio per una serie che dura un mese di contenuti interattivi e ambientale incentrata che l'azienda sarà sponsor chiama vita intelligente.Meglio Planet Challenge. Ogni giorno, Haier America presenterà un avvocato ambientale / esperto in un nuovo video e di fornire ai partecipanti la possibilità di camminare attraverso semplici passi per integrare la lezione nella loro vita quotidiana. Allo stesso modo, Haier Francia sta sollecitando i propri fan ad unirsi a loro nel sostenere Earth Hour, e di andare oltre l'ora, contribuendo a rendere la Terra un posto migliore insieme.
Haier è un'azienda leader nello sviluppo di soluzioni sostenibili di elettrodomestici e ha già progettato molti degli apparecchi di energia più rispettosa dell'ambiente e amichevole. Nel 2009, BusinessWeek Cina aggiudicato Haier una delle 10 società per l'opera degna di trasformare l'ambiente della Cina nel suo premio più verde China Business. Nel 2008, Haier ha aiutato a Pechino di organizzare i Giochi Olimpici sempre più verde come l'evento gli sponsor ufficiale di elettrodomestici, fornendo oltre 60.000 apparecchi verdi agli impianti olimpici.

Refresh Mind

noreply@blogger.com (socrates al-hakim) — Thu, 24 Mar 2011 03:47:00 +0000

P'raya Sarawak: Pastikan jentera Pemuda PAS lancar

noreply@blogger.com (socrates al-hakim) — Thu, 24 Mar 2011 00:13:00 +0000

KUALA LUMPUR, 23 Mac: Jentera pemuda PAS diseru agar bersiap sedia dari semua segi untuk berhadapan dengan BN pada pilihan raya negeri Sarawak pada 16 April ini.

Pengarah Pilihan raya Pemuda PAS Pusat, Firdaus Jaafar berkata, jentera pemuda juga harus bersedia dari sudut kewangan untuk memastikan gerak kerja pilihan raya berjalan lancar.

"Petugas PAS sila pastikan pergi dalam keadaan bersedia untuk bertugas daripada awal April sehingga 16 April.

"Saya minta jentera pemuda buat tempahan tiket dari sekarang untuk terus pergi ke tempat PAS bertanding.

"Saya harap pemuda bersiap sedia dari sudut kewangan dan masa untuk ke Sarawak," kata beliau ketika ditemui di lobi Parlimen hari ini.

Ahli Parlimen Jerai itu turut menyanggah tohmahan Timbalan Perdana Menteri, Tan Sri Muhyiddin Yassin bahawa kehadiran Pakatan Rakyat di Sarawak hanyalah sebagai pengacau.

Tegasnya, Pakatan Rakyat akan berada di Sarawak dengan misi yang jelas iaitu untuk menyelamatkan rakyat Sarawak daripada terus dizalimi BN.

"Yang pasti kita pergi sebagai anggota parti yang sah, nak menyebarkan perkara-perkara yang betul dan selamatkan bumi Sarawak daripada dizalimi BN

"Harap masyarakat Sarawak boleh terima kita, tidak seperti yang diandaikan Timbalan Perdana Meteri.

Beliau sebaliknya berkata, Muhyiddin sebenarnya takut rakyat Sarawak didedahkan dengan pelbagai isu melibatkan kezaliman BN.

"Beliau terlalu takut dengan isu yang kita akan bawa untuk selamatkan bumi Sarawak," katanya.

P'raya沙捞越：确保设备现行PAS青年

新华社吉隆坡3月23日：机械考绩青年促使其在各方面做好准备，以处理4月16日在沙捞越州选举国阵。

选举主任考绩青年中心，菲尔道斯加法尔说，机器还应该从青少年的角度，以确保选举工作的顺利财务准备。

“考绩队请到在准备工作从4月初至4月16日。

“我问自动售票机的青年从现在起持续进行考绩制度质疑。

“我希望年轻人在金钱和时间去准备砂拉越，”他说，在议会大厅时，会见了今天。

Jerai国会议员，也否认副总理亚辛丹斯里慕尤丁指责砂拉越的民联的存在只是作为一个麻烦制造者。

严格说来，民联将在沙捞越是有明确的任务是拯救被压迫砂拉越国阵的人。

“当然我们作为一个合法的政党成员去，要传播正确的事情，节省从地球残酷砂拉越国阵

“我们砂拉越人民可以感谢我们，而不是承担了副总理印章。

相反，他说，部长实际上是砂拉越害怕人民有机会接触到一个残酷的国阵涉及的各种问题。

“他太多的问题，我们将采取拯救地球，沙捞越害怕，”他说。

P'raya Sarawak: Make sure the machine current PAS Youth

KUALA LUMPUR, March 23: Machinery PAS Youth urged to get ready in all respects to deal with the BN in Sarawak state election on 16 April.

Director of Elections PAS Youth Centre, Firdaus Jaafar said the machines should also be prepared from young angles to ensure that the work of Finance election went smoothly.

"PAS Force please go in prepared to work from early April until 16 April.

"I ask the youth for the ticket machine from now on to keep going to the PAS contested.

"I hope young people prepare in terms of money and time to get to Sarawak," he said when met at the Parliament lobby today.

Jerai Member of Parliament, also denied accusations of Deputy Prime Minister, Tan Sri Muhyiddin Yassin that the presence of Pakatan Rakyat Sarawak only as a troublemaker.

Strictly speaking, Pakatan Rakyat will be in Sarawak with a clear mission is to save people from being oppressed Sarawak BN.

"Definitely we are going as a legitimate member of the party, want to spread things right and save the earth from the cruelty Sarawak BN

"We the people of Sarawak can thank us, not as assumed the Deputy Prime Seal.

He instead said, the minister is actually afraid of the people of Sarawak are exposed to a variety of issues involving cruelty BN.

"He was too afraid of the issues we will take to save the earth, Sarawak," he said.

وحث الشباب ماكينات نظام تقييم الأداء للحصول على استعداد من جميع النواحي للتعامل مع الجبهة الوطنية في الانتخابات التي جرت في ولاية ساراواك 16 أبريل : كوالالمبور 23 مارس.

مدير مركز شباب انتخابات نظام تقييم الأداء ، وقال فردوس جعفر وينبغي أيضا أن يكون مستعدا آلات من زوايا الشباب للتأكد من أن أعمال التمويل الانتخابات بسلاسة.

"نظام تقييم الأداء في قوة الرجاء الذهاب على استعداد للعمل من مطلع نيسان / ابريل حتى 16 أبريل.

"أطلب من الشباب لآلة التذاكر من الآن فصاعدا على الاستمرار في نظام تقييم الأداء المتنازع عليها.

واضاف "آمل في إعداد الشباب من حيث المال والوقت للوصول الى ساراواك" ، وقال انه عندما اجتمع في اللوبي البرلمان اليوم.

Jerai عضو في البرلمان ، كما نفى الاتهامات من نائب رئيس الوزراء ، وتان سري محي الدين ياسين ان وجود باكاتان راكيات ساراواك فقط كما مشاكسا و.

بالمعنى الدقيق للكلمة ، باكاتان راكيات سيكون في ساراواك مع مهمة واضحة هي ان تنقذ الناس من المظلومين ساراواك مليار دولار.

"بالتأكيد نحن ذاهبون كعضو المشروعة للحزب ، ونريد ان انتشار الأمور في نصابها الصحيح وانقاذ كوكب الارض من قسوة ساراواك مليار

"نحن شعب ساراواك أن أشكر لنا ، وليس كما يفترض نائب رئيس والختم.

بدلا من ذلك قال وزير يخاف فعلا لشعب ساراواك يتعرضون لمجموعة متنوعة من القضايا التي تنطوي على قسوة مليار.

واضاف "انه كان خائفا جدا من القضايا ونحن سوف تتخذ لانقاذ كوكب الارض ، ساراواك ،" قال.

Transformational leadership

noreply@blogger.com (socrates al-hakim) — Sun, 13 Mar 2011 13:50:00 +0000

tHe Great LeaDer

From Wikipedia, the free encyclopedia
Transformational leadership is defined as a leadership approach that causes change in individuals and social systems. In its ideal form, it creates valuable and positive change in the followers with the end goal of developing followers into leaders. Enacted in its authentic form, transformational leadership enhances the motivation, morale and performance of his followers through a variety of mechanisms. These include connecting the follower's sense of identity and self to the mission and the collective identity of the organization; being a role model for followers that inspires them; challenging followers to take greater ownership for their work, and understanding the strengths and weaknesses of followers, so the leader can align followers with tasks that optimise their performan

Background

James MacGregor Burns (1978)[1] first introduced the concept of transforming leadership in his descriptive research on political leaders, but this term is now used in organizational psychology as well. According to Burns, transforming leadership is a process in which "leaders and followers help each other to advance to a higher level of morale and motivation". Burns related to the difficulty in differentiation between management and leadership and claimed that the differences are in characteristics and behaviors. He established two concepts: "transforming leadership" and "transactional leadership". According to Burns, the transforming approach creates significant change in the life of people and organizations. It redesigns perceptions and values, and changes expectations and aspirations of employees. Unlike in the transactional approach, it is not based on a "give and take" relationship, but on the leader's personality, traits and ability to make a change through example, articulation of an energizing vision and challenging goals. Transforming leaders are idealized in the sense that they are a moral exemplar of working towards the benefit of the team, organization and/or community. Burns theorized that transforming and transactional leadership were mutually exclusive style

Development of concept

Another researcher, Bernard M. Bass (1985), extended the work of Burns (1978) by explaining the psychological mechanisms that underlie transforming and transactional leadership; Bass also used the term "transformational" instead of "transforming." Bass added to the initial concepts of Burns (1978) to help explain how transformational leadership could be measured, as well as how it impacts follower motivation and performance.[2] The extent to which a leader is transformational, is measured first, in terms of his influence on the followers. The followers of such a leader feel trust, admiration, loyalty and respect for the leader and because of the qualities of the transformational leader are willing to work harder than originally expected. These outcomes occur because the transformational leader offers followers something more than just working for self gain; they provide followers with an inspiring mission and vision and give them an identity. The leader transforms and motivates followers through his or her idealized influence (earlier referred to as charisma), intellectual stimulation and individual consideration. In addition, this leader encourages followers to come up with new and unique ways to challenge the status quo and to alter the environment to support being successful. Finally, in contrast to Burns, Bass suggested that leadership can simultaneously display both transformational and transactional leadership.
Now 30 years of research and a number of meta-analyses have shown that transformational and transactional leadership positively predicts a wide variety of performance outcomes including individual, group and organizational level variables (see Bass & Bass 2008, The Bass Handbook of Leadership: Theory, Research, and Managerial Applications" 4th edition Free Press).
The full range of leadership introduces four elements of transformational leadership:
1. Individualized Consideration – the degree to which the leader attends to each follower's needs, acts as a mentor or coach to the follower and listens to the follower's concerns and needs. The leader gives empathy and support, keeps communication open and places challenges before the followers. This also encompasses the need for respect and celebrates the individual contribution that each follower can make to the team. The followers have a will and aspirations for self development and have intrinsic motivation for their tasks.
2. Intellectual Stimulation – the degree to which the leader challenges assumptions, takes risks and solicits followers' ideas. Leaders with this style stimulate and encouragecreativity in their followers. They nurture and develop people who think independently. For such a leader, learning is a value and unexpected situations are seen as opportunities to learn. The followers ask questions, think deeply about things and figure out better ways to execute their tasks.
3. Inspirational Motivation – the degree to which the leader articulates a vision that is appealing and inspiring to followers. Leaders with inspirational motivation challenge followers with high standards, communicate optimism about future goals, and provide meaning for the task at hand. Followers need to have a strong sense of purpose if they are to be motivated to act. Purpose and meaning provide the energy that drives a group forward. The visionary aspects of leadership are supported by communication skills that make the vision understandable, precise, powerful and engaging. The followers are willing to invest more effort in their tasks, they are encouraged and optimistic about the future and believe in their abilities.
4. Idealized Influence – Provides a role model for high ethical behavior, instills pride, gains respect and trust.
[edit]Research in the area
When researching transformational and transactional leadership the most frequently used survey is called "the Multifactor Leadership Questionnaire" (MLQ Form 5X). This is a questionnaire that measures each of the components of the full range of leadership, initially starting with Bass' (1985) factors and analysis. The original scales in the questionnaire are based on a initial factor analysis and earlier versions.
Earlier research on transformational leadership was limited, because the knowledge in this area was too primitive for finding good examples for the items in the questionnaire. Another weakness in the first version of the MLQ related to the wording of items. Most items in the scale of charismatic leadership described the result of leadership, instead of specific actions of the leader that can be observed and that, in turn, lead to the results. In response to the critics, Bass and Avolio (1990) included in the revised and now subsequent versions many more items that describe leadership actions that are observed directly. They also split out attributions of leadership associated with Idealized Influence and behaviors and actions into two separate scales.
The current version of the MLQ Form 5X includes 36 items that are broken down into 9 scales with 4 items measuring each scale. Subsequent validation work by John Antonakis and his colleagues provided strong evidence supporting the validity and reliability of the MLQ5X.[3] Indeed, Antonakis et al. (2003) confirmed the viability of the proposed nine-factor model MLQ model, using two very large samples (Study 1: N=3368; Study 2: N=6525). Although other researchers have still been critical of the MLQ model, since 2003 none has been able to provide dis-confirming evidence of the theorized nine-factor model with such large sample sizes at those published by Antonakis et al. (2003).
[edit]Implications for managers
Yukl (1994) draws some tips for transformational leadership[4]:
1. Develop a challenging and attractive vision, together with the employees.
2. Tie the vision to a strategy for its achievement.
3. Develop the vision, specify and translate it to actions.
4. Express confidence, decisiveness and optimism about the vision and its implementation.
5. Realize the vision through small planned steps and small successes in the path for its full implementation.

转换型领导
从Wikipedia，自由的百科全书
变革型领导是指领导方法，导致个人和社会制度的变化。在它的理想形式，它创造的宝贵和积极的追随者发展成为领袖的追随者最终目标的变化。其真实的形式制定，变革型领导通过提高各种机制的动机，士气和他的追随者的表现。这些措施包括连接追随者的认同意识和自我的使命和该组织的集体认同;作为一个追随者，激发他们的榜样;挑战信徒要为他们的工作更大的所有权，因此，了解优势和追随者的弱点，因此，领导者可以配合任务，优化其性能的追随者。
目录[隐藏]
1背景
2开发的概念
3在该地区的研究
4管理者的启示
5注释
6参考文献
7外部链接
[编辑]背景

詹姆斯麦格雷戈伯恩斯（1978）[1]首先介绍了他的转化描述性研究的政治领导人领导的观念，但现在这个词是在组织心理学所使用。据烧伤，转化领导是一个过程，其中“领导者和追随者互相帮助，推进到一个更高的士气和积极性的水平。”伯恩斯相关的管理和领导之间的分化困难，并声称的差异性特征和行为。他设立了两个概念：“转化领导”和“交易领导”。据烧伤，转化方法中创建的个人和组织生活的重大变化。它重新设计的看法和价值观，并改变员工的期望和愿望。不像在交易模式，它不是基于“互谅互让”的关系，但在领导者的个性，特点和能力，通过实例的改变，一个充满活力和富有挑战性的远景目标衔接。理想化的转化领导人在某种意义上说，他们是对的团队，组织和/或社会的利益工作的道德典范。伯恩斯的理论认为，转化和交易型领导是相互排斥的样式。
[编辑]概念的发展

另一位研究者，伯纳德米低音（1985年），延长解释背后的心理机制转换和交易领导对烧伤工作（1978年）;低音也用了“转型”，而不是“改造”。低音添加到伯恩斯（1978年）的初步概念，以帮助解释如何变革型领导是可以衡量的，以及它如何影响追随者的动机和表现。[2]的程度是变革的领导者，首先在测量方面，他的追随者的影响。这样的领导者的追随者感到的领导者和因转换型领导者的素质是愿意努力工作比原先预期的信任，钦佩，忠诚和尊敬。这些成果出现，因为变革的领导者提供了一些追随者不仅仅是自我汲取工作多，他们提供了一个鼓舞人心的使命和愿景的追随者，给他们的身份。领导者通过变换和激励他或她的追随者理想化的影响（以前称为个人魅力），智力刺激和个别考虑。此外，这位领袖的追随者来鼓励新的和独特的方式来挑战现状，改变环境，以支持正在取得成功。最后，在对比烧伤，低音建议，领导可同时显示两个转型，交易领导。
现在，30年的研究和一个荟萃分析显示，数年转型，交易领导积极成果的业绩预测，包括个人，团体和组织级的变量（见低音及低音2008年，领导低音各种手册：理论，研究，应用和管理“四版免费出版社）。
全方位的领导变革型领导介绍四种元素：
个性化的思考 - 在何种程度上照顾到每一个领导者追随者的需求，作为一个导师或教练行为的追随者，听着追随者的关注和需要。领导者给予的同情和支持，保持通讯畅通和地区的追随者面前的挑战。这也包含了尊重的需要和个人贡献庆祝每个追随者能够为球队。信徒有自我发展的意志和愿望，并为他们的任务的内在动机。
智力刺激 - 在何种程度上的领导者挑战假设，承担风险和征求追随者的想法。这种风格的领导者与激发和鼓励他们的追随者的创造力。他们培育和发展人民谁独立思考。对于这样一个领导者，学习是一种价值和意外情况是作为学习的机会看到。的信徒提问，深入思考的东西，找出更好的方式来执行他们的任务。
鼓舞人心的动机 - 在何种程度上阐明了一个理想的领导者是有吸引力和启发追随者。鼓舞人心的激励与挑战，高标准的追随者领导，沟通对未来的目标感到乐观，并为手头的工作的意义。信徒必须有牢固的宗旨意识，如果他们要采取行动的动机。目的和意义提供能源，驱动一组前进。有远见的领导的支持方面的沟通技巧，使视觉理解，准确，有力，引人入胜。的追随者愿意投入更多的精力在自己的任务，鼓励他们对未来持乐观态度，相信他们的能力。
理想化的影响 - 提供了高尚的道德行为，使自尊，获得尊重和信任的榜样。
[编辑]在该地区的研究

当研究转型，交易领导最频繁使用的调查是所谓的“多因素领导问卷”（MLQ表格5倍）。这是一份问卷，措施的全面领导的每个组件，最初与Bass（1985）因素分析开始。在调查表原表是基于一个初始因子分析和早期版本。
刚才变革型领导的研究是有限的，因为在这方面的知识太寻找在问卷中的项目原始很好的例子。另一个在MLQ的第一个版本的弱点有关的项目的措辞。魅力领导的大部分项目规模描述了领导的结果，而不是在可观察，而且，反过来，导致结果的领导人的具体行动。为了回应这些批评，低音和Avolio（1990）列入修订，现在有更多的项目，描述的领导，是直接观察行动的后续版本。他们还分裂为两个独立出来的领导归因尺度与理想化的影响和相关的行为和行动。
该MLQ表5倍目前的版本包括36个细分为九级打倒各种规模的项目4个测量项目。由约翰Antonakis和他的同事随后的有效工作提供了有力的证据支持的有效性和MLQ5X。[3]的确，Antonakis等可靠性。（2003年）证实了所提出的九要素模型MLQ模式的可行性，采用两个非常大的样本（研究1：N的= 3368;研究2：6525例）。虽然其他研究人员还一直是MLQ模型的关键，自2003年以来都没有能够提供存款保险计划和确定的证据推论九等因素按Antonakis等人发表的大样本模型。（2003年）。
[编辑]管理人员的启示

Yukl（1994年）绘制的转型领导[4]中的一些技巧：
开发一个具有挑战性和吸引力的愿景，与员工一起。
绑到实现目标的战略构想。
发展愿景，指定和它翻译成行动。
表达信心，决心和远见和对执行乐观。
实现通过小计划采取的步骤，在其全面执行路径小成功的愿景。

Transformational ductus
From Wikipedia, the free encyclopedia
Transformational ductus ductus definitur adire immutat socialis in singulis facilisis.Existens optime se habet forma curam et gignit positive imitatores mutatione ad finem propositum explicatio receptus in regem. Actum in authentica forma, transformational ductu rationis causam adducunt, quod effectus animos suorum per varias machinationes. Complectentium connexione imitator's sensus idem et se missionem et collectivum identitatem ordinationem esse personam exemplar eadem haec incutit, provocantes imitatores suscipere magis dominium pro laboribus et intellectus uires infirmitas sequaces ita dux potest opera sequentibus suis align meliorem partem quod ludicris.
Contents [hidam]
I Background
Development of concept II
Research III in foro
Effectus enim administratores IV
Notes V
VI References
Nexus externi VII
[Edit] Background

MacGregor Burns James (MCMLXXVIII) [I] conceptus primus introduxit convertendi in duce descriptive research in republica principes, quae vox nunc odio hendrerit dici tam psychology. Burns secundum transfigurantes ductus quo processu Principes sociosque alium adiuvat proficerent supremo et animos motivation. Burns habet ad discrimen inter facile curationem et asseruit ductu differentiae in partum notae. Statuit conceptu: transfigurantes duxit "et" ductus transactional. Secundum Burns, facit conversiva significant change accedere in vita populi institutiones. Sed perceptiones et redesigns valores changes desideria spe Quisque elementum. Dissimilis in transactional aditus non innititur da et accipe comparationem, sed ex persona ducis, ingenio lineamenta mutare per exemplum de articulis laces visionem energizing calx.Principes idealized mutans secundum quod sunt exemplaria moralis operari ad utilitatem team, ordo vel communitatis. Burns transformat, ut theorized principatus transactional styles repugnare.
[Edit] Development of concept

Alia investigatoris, Bernard M. Bass (MCMLXXXV), extensum opus Burns (MCMLXXVIII) psychologica explicando substet machinationes ductu transformat, transactional, Bass adhibet nomen transformational Pro "transferentes. Bass addita initio conceptus Burns (MCMLXXVIII) succurrere exponere posset duce transformational metiri, ac discipulum, quomodo proposita adpulsus effectus. [II] tantum quantum dux transformational mensuratur Primo quidem secundum cuius auctoritatem in suis. Sectatores sentio tantum ducem credere, admirationem fides dux reverentia propter qualitates sunt ductor transformational vult operari durius primo sent. Hi eventus esse; quia princeps offers imitatores transformational aliquid corpore pluris habe sese operationem lucrum praebent sequentes cum legatione inspiring dona eis visum identitas. Dux movet transfert per sequaces sui gratia idealized (genus referri ante Charisma) excitare atque individua intellectualis consideratio. Atque haec confirmat ducem sequentes accedere novas vias unique vindicare et status quo environment mutare quod bene suscipere. Denique, praeter Burns, auctor Bass ductu et possunt simul ostendere et transactional transformational Fiction.
XXX annos autem lucubrationes aliquot analyses Meta-transformational ostendimus et ductus positive praedicat transactional diversis etiam exitus effectus individuum grege level variables odio hendrerit (see Bass Bass & MMVIII et auctoritatis Opera Bass: Theoria Research et Applications Opera "4 Free Press edition).
Plenum auctoritatis inducit range quatuor elementa ductu transformational:
Consideratio individuantur - quod quanto dux uterque secutus adest's necessitatibus agit vel Mentore ad discipulum coach et audit sequax curis's elit. Dat compassio veraque dux suscipio, tenet loca aperta communicatio ante provocationes suis. Et hoc opus continet celebrat venerantur quisque viritim conferre potest ad discipulum team. The sequebatur voluntatem sese petens et intrinseca development motivation pro opus.
Excitanda intellectualis - quod quanto dux challenges removerentur pericula ac suscipit imitatores sollicitat ideis. Principes excitare hoc genus in ingeni et robora sequaces. Et disciplina et putantes develop extra. Ad talem ducem literae situ subita pretium cernuntur temporibus discere. Sectatores quaerere, quae intime cogitare et melius, sicco exequi munia.
Inspirational Cognition - quod quanto dux articulates uisionem et appellat inspirata suis. Inspirational motivation principes cum sequentibus suis challenge purus egestas communicabit de futuris fines Optima providendum, opus meaning appropinquavit.Imitatores opus fortitudinis ad sensum si correpti sunt actu. Usum ac sententiam praebet vim group impellitur ante. The visionary ductu rationes innituntur ut facultates communicandi visio intelligatur, subtilis potentes amatur. Sectatores obsidere volunt in maiore nisu, opera sunt erecti de futuro optimistico credas eis potestatem.
Idealized Influence - model praebet vicem altos moralis moribus incutit superbia quantum lucri et confidentia.
[Edit] in foro Research

Cum transactional researching ductu et transformational maxime adhibitis survey vocatur Quaestionario Ductu Multifactor (5X MLQ Form). Iste est respicientem Quaestionario singulis plena tium iuga ducem primo incipiens Bass (MCMLXXXV) factorum et divisionem interesse. Prima Quaestionario squamis sunt primo fundatur disputandi factor vol.
Antea in transformational research ductus est finitus, quia cognitio in hoc genere nimis bene primo inuenienda exempla Quaestionario facilisi. Alia infirmitas primo MLQ versione quae ad tenorem items. Most facilisi scale ductu descripta gratis ex ductu pro factis specialis Duci observari potest et vicissim ducere results. Ad Criticorum Avolio Chorus (MCMXC) The includitur in sequentibus et iam plures versions items ductu qui descripserunt actionibus observari directe. Item de assignationes split auctoritatis adiungi partum Idealized gratiam in factis duabus statera.
The current version of Form MLQ XXXVI 5X items ut comprehendo destructae in statera cum IV IX mensurae inter items libra. Sequentia opera Johannis validation collegisque Antonakis fortis evidentiam modo sustinentes validitatem reliability of MLQ5X. [III] Etenim Antonakis al. (MMIII) confirmavit Gymnospermae propositae factor model novem model MLQ utentes duae samples magna (I Study: n = MMMCCCLXVIII: II Study: n = (VI)DXXV). Sed alias fuisse repertores adhuc de discrimine model MLQ cum nullus exinde MMIII providere valeant ulti-indicium confirmans theorized factor model novem cum tanta moles sample edita his Antonakis al. (MMIII).
[Edit] Effectus enim gestores

Yukl (MCMXCIV) nonnullus tips for trahit transformational ductu [IV]
Adolescere visionem provocantes decor cum Quisque elementum.
Tie visionem pro consilio a rebus gestis.
Develop visum specificare vertunt ad actiones.
Express fiducia et decisiveness de visione Optima eius exsecutionem.
Visio videas gradum parva parva propositum bene in via ad plenam eius exsecutionem.
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สารบัญ [ซ่อน]
1 ความเป็นมา
2 การพัฒนาแนวคิด
3 วิจัยในพื้นที่
4 ความหมายสำหรับผู้จัดการ
5 Notes
6 อ้างอิง
7 การเชื่อมโยงภายนอก
[แก้ไข] ความเป็นมา

James MacGregor Burns (1978) [1] แรกนำแนวคิดของการแปลงความเป็นผู้นำในการวิจัยเชิงพรรณนาของเขาในผู้นำทางการเมือง แต่คำนี้จะใช้ตอนนี้ทางจิตวิทยาขององค์กรเช่นกันตาม Burns, เปลี่ยนผู้นำเป็นกระบวนการที่"ผู้นำและผู้ตามช่วยเหลือซึ่งกันและกันเพื่อไปยังระดับที่สูงขึ้นของขวัญกำลังใจและแรงจูงใจ" แสบร้อนที่เกี่ยวข้องกับความยากลำบากในความแตกต่างระหว่างการจัดการและความเป็นผู้นำและอ้างว่ามีความแตกต่างในลักษณะและพฤติกรรม เขาสร้างสองแนวคิด :"เปลี่ยนผู้นำ"และ"ความเป็นผู้นำธุรกรรม" ตาม Burns, วิธีการแปลงจะสร้างการเปลี่ยนแปลงที่สำคัญในชีวิตของผู้คนและองค์กร มัน redesigns การรับรู้และค่านิยมและความคาดหวังของการเปลี่ยนแปลงและแรงบันดาลใจของพนักงาน ซึ่งแตกต่างจากในวิธีการทำธุรกรรมนั้นมันไม่ได้ขึ้นกับ"ให้และใช้"ความสัมพันธ์ แต่เมื่อบุคลิกภาพของผู้นำ, ลักษณะและความสามารถในการทำให้เปลี่ยนผ่านเช่นออกเสียงในการมองเห็นพลังและเป้าหมายที่ท้าทาย เป็นผู้นำการปฏิรูป idealized ในความรู้สึกที่พวกเขาเป็นแบบอย่างทางศีลธรรมของการทำงานที่มีต่อผลประโยชน์ของทีมองค์กร, และ / หรือชุมชน Burns ทฤษฎีที่เป็นผู้นำการเปลี่ยนและแลกเปลี่ยนมีลักษณะพิเศษร่วมกัน
[แก้ไข] การพัฒนาแนวความคิด

นักวิจัยอีก, Bernard M. Bass (1985), ขยายงานจากการเผาไหม้ (1978) โดยอธิบายกลไกทางจิตวิทยาที่รองรับการแปลงและการเป็นผู้นำการทำธุรกรรม; เบสยังใช้คำว่า"การเปลี่ยนแปลง"แทน"เปลี่ยน." เบสเพิ่มลงในแนวความคิดเริ่มต้นจากการเผาไหม้ (1978) เพื่อช่วยอธิบายว่าภาวะผู้นำการเปลี่ยนแปลงอาจจะวัดได้เช่นเดียวกับวิธีการติดตามผลกระทบต่อแรงจูงใจและประสิทธิภาพ. [2] ขอบเขตซึ่งเป็นผู้นำการเปลี่ยนแปลงเป็นวัดแรกในแง่ อิทธิพลของเขาในการติดตาม ผู้ติดตามที่ได้จากการเป็นผู้นำความรู้สึกไว้วางใจ, การยกย่องสรรเสริญความจงรักภักดีและการเคารพผู้นำและเนื่องจากมีคุณภาพของผู้นำการเปลี่ยนแปลงเต็มใจที่จะทำงานหนักกว่าที่คาดไว้เดิม ผลลัพธ์เหล่านี้เกิดขึ้นเพราะผู้นำการเปลี่ยนแปลงบางสิ่งบางอย่างให้ติดตามได้มากกว่าเพียงการทำงานเพื่อผลประโยชน์ตัวเองพวกเขาให้ติดตามกับภารกิจสร้างแรงบันดาลใจและการมองเห็นและให้พวกเขามีตัวตน ผู้นำและการกระตุ้นติดตามการแปลงผ่าน idealized อิทธิพลของเขาหรือเธอ (หรือที่เรียกก่อนหน้านี้เพื่อเป็นความสามารถพิเศษ) การกระตุ้นทางปัญญาและการพิจารณาบุคคล นอกจากนี้ผู้นำนี้ส่งเสริมให้ผู้ติดตามมากับวิธีการใหม่และไม่ซ้ำกับความท้าทายสภาพที่เป็นอยู่และการเปลี่ยนแปลงสภาพแวดล้อมเพื่อรองรับการจะประสบความสำเร็จ ท้ายที่สุดในทางตรงกันข้าม Burns, Bass เสนอความเป็นผู้นำที่สามารถแสดงได้พร้อมกันทั้งภาวะผู้นำการเปลี่ยนแปลงและการทำธุรกรรม
ตอนนี้ 30 ปีของการวิจัยและจำนวนของการวิเคราะห์เมตาแสดงให้เห็นว่าภาวะผู้นำการเปลี่ยนแปลงและการทำธุรกรรมทางบวกคาดการณ์ที่หลากหลายของผลการปฏิบัติรวมทั้งบุคคลกลุ่มและตัวแปรระดับองค์กร (ดู Bass และ Bass 2008, Bass คู่มือการผู้นำ : ทฤษฎีการวิจัยและการประยุกต์เพื่อการจัดการ"ครั้งที่ 4 รุ่นฟรีกด)
อย่างเต็มรูปแบบของการเป็นผู้นำเปิดตัวสี่องค์ประกอบของภาวะผู้นำการเปลี่ยนแปลง :
พิจารณารายบุคคล -- ระดับที่เข้าร่วมการประชุมผู้นำความต้องการของผู้ตามแต่ละคนทำหน้าที่เป็นพี่เลี้ยงหรือโค้ชเพื่อติดตามและรับฟังถึงความกังวลของผู้ตามและความต้องการผู้นำให้การเอาใจใส่และการสนับสนุนช่วยให้การสื่อสารเปิดความท้าทายและสถานที่ก่อนผู้ติดตาม นอกจากนี้ยังครอบคลุมความจำเป็นในการเคารพและฉลองการสนับสนุนบุคคลที่ผู้ตามแต่ละคนจะสามารถทำกับทีมงาน ผู้ติดตามจะมีและแรงบันดาลใจในการพัฒนาตนเองและมีแรงจูงใจภายในการทำงานของตน
การกระตุ้นทางปัญญา -- ระดับที่สมมติฐานความท้าทายผู้นำใช้เวลากับความเสี่ยงและติดตามความคิด solicits' ผู้นำที่มีลักษณะนี้ช่วยกระตุ้นและส่งเสริมให้มีความคิดสร้างสรรค์ในการติดตามของพวกเขา พวกเขาบ่มเพาะและพัฒนาคนที่คิดอย่างอิสระ สำหรับเช่นผู้นำ, การเรียนรู้มีค่าและสถานการณ์ที่ไม่คาดคิดจะถูกมองว่าเป็นโอกาสในการเรียนรู้ ผู้ติดตามถามคำถามเกี่ยวกับสิ่งที่คิดลึกและคิดออกวิธีที่ดีกว่าในการรันงานของพวกเขา
เร้าใจแรงจูงใจ -- การศึกษาระดับปริญญาเพื่อที่ผู้นำ articulates วิสัยทัศน์ที่น่าสนใจและสร้างแรงบันดาลใจให้ผู้ติดตาม ผู้นำกับผู้ติดตามท้าทายแรงจูงใจแรงบันดาลใจที่มีมาตรฐานสูงสื่อสารในแง่ดีเกี่ยวกับเป้าหมายในอนาคตและให้ความหมายของงานในมือ ผู้ติดตามต้องมีความรู้สึกที่แข็งแกร่งของวัตถุประสงค์ถ้าหากพวกเขาเป็นแรงจูงใจที่จะกระทำ วัตถุประสงค์และความหมายให้พลังงานที่ไดรฟ์กลุ่มข้างหน้า ด้านวิสัยทัศน์ของผู้นำได้รับการสนับสนุนโดยทักษะการสื่อสารที่ทำให้วิสัยทัศน์ที่เข้าใจได้อย่างแม่นยำและมีประสิทธิภาพและน่าสนใจ ผู้ติดตามยินดีที่จะลงทุนความพยายามมากขึ้นในงานของพวกเขาพวกเขาได้รับการส่งเสริมและแง่ดีเกี่ยวกับอนาคตและเชื่อในความสามารถของพวกเขา
idealized อิทธิพล -- ให้แบบอย่างที่ดีสำหรับพฤติกรรมที่มีจริยธรรมสูงและความภาคภูมิใจ instills เคารพกำไรและความไว้วางใจ
[แก้ไข] การวิจัยในพื้นที่

เมื่อการวิจัยภาวะผู้นำการเปลี่ยนแปลงและการทำธุรกรรมการสำรวจที่ใช้บ่อยที่สุดเรียกว่า"ภาวะผู้นำ Multifactor แบบสอบถาม"(MLQ 5X Form) คือแบบสอบถามที่วัดแต่ละชนิดของระบบของครบวงจรของการเป็นผู้นำโดยเริ่มต้นด้วยเสียงเบส'(1985) และการวิเคราะห์ปัจจัย เครื่องชั่งที่เป็นต้นฉบับในแบบสอบถามจะขึ้นอยู่กับการวิเคราะห์ปัจจัยแรกและรุ่นก่อนหน้า
การวิจัยก่อนหน้านี้ภาวะผู้นำการเปลี่ยนแปลงถูก จำกัด เนื่องจากความรู้ในพื้นที่นี้ได้รับการเกินไปดั้งเดิมสำหรับการค้นหาตัวอย่างที่ดีสำหรับรายการในแบบสอบถาม จุดอ่อนในรุ่นแรกของ MLQ อื่นที่เกี่ยวข้องกับถ้อยคำของรายการ รายการมากที่สุดในระดับของความเป็นผู้นำมีความสามารถพิเศษที่อธิบายผลของความเป็นผู้นำแทนของการกระทำที่เฉพาะเจาะจงของผู้นำที่สามารถสังเกตได้และที่ในที่สุดก็นำไปสู่ผล เพื่อตอบสนองต่อนักวิจารณ์, Bass และ Avolio (1990) รวมอยู่ในรุ่นต่อมาปรับปรุงและตอนนี้รายการอื่น ๆ อีกมากมายที่อธิบายถึงการดำเนินการเป็นผู้นำที่มีการสังเกตโดยตรง พวกเขายังแตกตัวออกมาอนุมานสาเหตุของการเป็นผู้นำที่เกี่ยวข้องกับ idealized อิทธิพลและพฤติกรรมและการกระทำที่แยกออกเป็นสองระดับ
รุ่นปัจจุบัน MLQ 5X แบบฟอร์มรวม 36 รายการที่ถูกแบ่งออกเป็น 9 ระดับมี 4 รายการที่วัดแต่ละระดับ งานการตรวจสอบครั้งต่อไปโดยจอห์นและเพื่อนร่วมงานของเขา Antonakis ให้หลักฐานที่สนับสนุนความถูกต้องและความน่าเชื่อถือของ MLQ5X. [3] แท้จริง Antonakis et al (2003) ได้รับการยืนยันความมีชีวิตของการนำเสนอรูปแบบปัจจัยแบบเก้า MLQ โดยใช้สองตัวอย่างมีขนาดใหญ่มาก (การศึกษา 1 : N = 3368; การศึกษาที่ 2 : N = 6,525) แม้ว่านักวิจัยอื่น ๆ ที่ได้รับยังคงความสำคัญของรูปแบบการ MLQ, ตั้งแต่ปี 2003 ไม่มีผู้ใดได้รับสามารถให้โรค - ยืนยันหลักฐานของทฤษฎีแบบจำลองเก้าปัจจัยด้วยเช่นตัวอย่างมีขนาดใหญ่ที่ที่ประกาศโดย Antonakis et al (2003)
[แก้ไข] ความหมายสำหรับผู้จัดการ

Yukl (1994) เคล็ดลับในการดึงภาวะผู้นำการเปลี่ยนแปลง [4] :
พัฒนาวิสัยทัศน์ที่ท้าทายและน่าสนใจร่วมกับพนักงาน
Tie วิสัยทัศน์ให้เข้ากับกลยุทธ์สำหรับผลสัมฤทธิ์ทางการเรียนของ
พัฒนาวิสัยทัศน์ให้ระบุและแปลการกระทำของ
Express ความเชื่อมั่นความมั่นใจและมองในแง่ดีเกี่ยวกับวิสัยทัศน์และการนำไปใช้
ตระหนักถึงวิสัยทัศน์ผ่านขั้นตอนการวางแผนขนาดเล็กและความสำเร็จเล็ก ๆ ในเส้นทางสำหรับการดำเนินงานอย่างเต็มที่

Executive / Assistant Manager, Business Process and Transformation Department

noreply@blogger.com (socrates al-hakim) — Thu, 10 Mar 2011 10:14:00 +0000

CarRiAr

Responsibilities:

1. Assistant Manager
To assist in executing process and improvement initiatives.
To lead related business units in process improvement and innovation.
To align processes and improvement initiatives between related department for better productivity & efficiency.
To ensure that all best practice1s are well documented & share across the organisation systematically.
To create an organized database where all improvement initiatives can be shared across & kept for reference.
To assist in data analysis & providing clear and accurate feedback on findings for better management decision.
Administering & deploying of improvement tools, tracking & reporting of benefits realized.
To roll out change delivery initiatives within the organisation
To roll out basic training awareness on SOP, Process flow and other basic routine management skills to other process owners.
Provides required analysis and statistical data for reference.
Ensure close working relationship with department/sectional head in improving service level & processes to meet internal & external customer’s needs.
Ensure that all processes are documented according to the standard agreed and accessible by business users.
Ensure changes in procedure and policy documented and updated according to the standard set.
2. Executive
Assist Head of DCM managing and maintaining the Bank’s documents under the O&M’s custodian, as follows:
Ensure the Bank’s documents are well kept and recorded/registered.
Ensure that the latest revision/approvals of the Bank’s documents are updated accordingly (hardcopy and softcopy).
Maintain the softcopy and hardcopy of the controlled documents and to ensure the latest version of the documents are published via the Bank’s portal for staff easy reference.
Archive obsolete documents and to disseminate only latest version of documents to staff.
Ensure that all documents have obtained approvals from relevant approving committees such as MANCO, Shariah, ERMC, etc.
Study the current process and if it requires enhancement, to discuss further with Head of DCM prior to onward submission to Head of BICD.
Responsible to ensure that the fortnightly report is submitted to the requester on timely manner.
Responsible to issue circulars and to comply with the procedure of issuing circulars at all times.
Work closely with BICD Section to ensure effective delivery of improved process and proper documentation is in place.
Undertake such other duties as may be deemed appropriate as instructed by Head of O&M / Head of DCM / Head of BICD from time to time.

Requirements:

Candidate must possess at least a Bachelor's Degree, Post Graduate Diploma, Professional Degree, Master's Degree, Business Studies/Administration/Management, Economics, Finance/Accountancy/Banking, Others or equivalent.
At least 2 years of working experience for executive position; and 5 years of working experience for assistant manager position in the related field is required.
Full-Time positions available.

Bank Muamalat offers competitive remuneration package, inclusive of various staff benefits, comparable to the domestic banking industry.

Qualified candidates are invited to apply online and ONLY shortlisted candidates will be notified and invited to undergo the selection process (Assessment Centre modules).

Note:

Candidates who do not fulfill the above CRITERIA need NOT apply.

Tunisia steps up evacuations of people fleeing Libya

noreply@blogger.com (socrates al-hakim) — Sat, 05 Mar 2011 00:41:00 +0000

Djerba, Tunisia (CNN) -- The evacuation of the tens of thousands of refugees who have streamed across the Libyan border to Tunisia has stepped up dramatically.
Tunisian authorities have established an air bridge from a provincial airport on the island of Djerba that is now moving out thousands of migrants a day.
"We are expecting 10,000 passengers to leave every day with 66 movements, that's to say 66 planes," said Djerba airport director Zouhaier Badreddine told CNN.
"The majority go to Egypt. But there are also Chinese, Pakistanis, Filipinos, Bangladeshi, Vietnamese, Turks in the beginning but now they all seem to have left. There are many nationalities and many destinations."
15 reported killed in Zawiya, Libya 'Awful' conditions along Libyan border No-fly zone in Libya explained Tired, filthy and stuck at border
As of Thursday, more than 172,000 people had left Libya, most of them migrant workers returning home, the U.N.'s emergency relief coordinator, Valerie Amos, said in a statement issued Friday.
Among them were women and children, she said.
The United Nations' figure was slightly less than that of the International Organization for Migration, which has been working with the U.N. refugee agency and estimated that 200,000 people had fled Libya.
Some of those crossing the border told CNN that government forces in Tripoli had confiscated their mobile phones and cameras.
A majority of those fleeing are Egyptians who had been working in Libya. But the foreign workers also include citizens of other nations including Bangladesh, Thailand, Vietnam, Sudan, Ghana and Mali.
A U.S. Agency for International Development official said approximately 90,000 people were in transit camps over the Libyan border in Tunisia. Almost half of them are Egyptian, said the official, who did not want to be identified because he was not authorized to speak on the record.
Closer to the Egyptian border, in the eastern city of Benghazi, about 8,000 foreigners awaited evacuation. They included Eritreans, Ethiopians and Somalis, according to the refugee agency.
"They appear to have gathered spontaneously and are camping together for security as they await," refugee agency spokeswoman Melissa Fleming said in a statement.
She said most of those people will be evacuated within two days.
Who is the opposition in Libya? Gadhafi's claims debunked Libyan doctor speaks out Explain it to me: Libya unrest
RELATED TOPICS
Libya
Tunisia
Another 110,000 people inside Libya have been affected by the crisis, the International Committee of the Red Cross said Friday. It appealed for $26 million to help those inside the country and those in Tunisia.
The agency said it will use the money for food, water, medical care, sanitation and hygiene items.
As the violence has escalated in the past few days, U.S. military aircraft and French charter jets have scrambled to evacuate tens of thousands from the north African nation.
In Washington, President Barack Obama said he has approved the use of U.S. military aircraft to help Egyptians who have fled the unrest to return home. He said he authorized the U.S. Agency for International Development to charter additional planes.
"Tens of thousands of people from many different countries are fleeing Libya, and we commend the governments of Tunisia and Egypt for their response, even as they go through their own political transitions," Obama said.
The Pentagon announced that two planes carrying humanitarian supplies were being dispatched Friday to Tunisia in what has been dubbed Operation Odyssey Dawn; the planes were carrying blankets, rolls of sheeting and water cans.
CNN learned that a C-130 cargo plane labeled with a U.S. flag landed in Tunisia.
Badreddine stood in the departure hall of an airport that normally welcomes sun-hungry European tourists traveling to the wind-swept beaches of Djerba's Mediterranean coast.
Instead, the hall was filled with hundreds of tired and dirty migrant workers. Some camped out on the floor on blankets. Others stood in orderly lines in front of a booth normally reserved for car rental companies and money exchange, which instead held Tunisian volunteers distributing sandwiches, fruit and water to the arrivals.
"Of the 50,000 refugees who have come through here" since the crisis began, Badreddine said, "everybody has been given shelter and food at the airport."
The conditions at the airport were dramatically better than the scene that awaited many migrants immediately after entering Tunisia from Libya.
On Thursday, more than 5,000 Bangladeshi men were camped out in a vacant lot next to the border gate, huddled under blankets next to a fetid pond of muddy water as howling winds whipped dust through the compound.
Tunisian authorities and volunteers distributed food and water. A tent city that serves as a transit center was erected this week some 10 kilometers from the border.
But the camp can hold only some 15,000 people -- that's how many people are estimated to have arrived in a single day and not near enough to accommodate all those in need.
Still, conditions have improved dramatically since Wednesday, when Libyan authorities began regulating the flow of refugees across the border. Instead of allowing them to mass by the thousands in front of the Tunisian border gate, refugees must now approach the border with Tunisia in orderly groups in single file.
The U.N. refugee agency said Friday that the number of civilians fleeing the violence in Libya to Tunisia "has dropped significantly since Wednesday afternoon," with armed, pro-government forces manning the Libyan side.
Compared with earlier in the week, when 10,000 to 15,000 people were crossing daily into Tunisia, fewer than 2,000 made it across on Thursday and about the same number did so on Friday, the agency said.
The U.N. High Commissioner for Refugees said it was "very concerned that the security situation in Libya may be preventing people from fleeing."
The Libyan government appeared eager to show off the orderly border. Officials bused in a group of foreign journalists from Tripoli Thursday afternoon as part of a guided tour of the frontier region.
But, upon their arrival in Egypt, dozens of refugees have said they had been robbed at Libyan checkpoints. Many said that, as they sought to get out of Libya, they were stopped and searched by Libyan security forces who confiscated their cell phones and computers. Many refugees also accused Libyan police and soldiers of having robbed them at gunpoint.
"I have no passport, only a passport photocopy," said Mohammed Shafiq al Islam. The 29-year-old man sat on the floor of the airport with more than 100 Bangladeshis -- all of them awaiting a flight home.
He wore a uniform labeled "Hanil," the name of the supply company that paid him $250 a month to work in Libya.
"The Libyan people take my money and passport and all the time say 'I will kill you, I will kill you,'" al Islam said, speaking in broken English. "I am run away (for) my life."
Like many Bangladeshi migrant workers, al Islam had borrowed some $4,000 to pay employment agencies to give him a job in Libya. Upon their arrival in Libya, many migrant workers were forced to hand over their passports to their employers.
Human rights groups have denounced such practices, arguing they amount to little more than indentured servitude. The flight back to Bangladesh for al Islam and his fellow migrants will be free, but he and many of his fellow Bangladeshis face crushing debts.
"We are very helpless now; we are beggars now," al Islam said.
Djerba airport officials said 25 flights were scheduled to take off Friday for Cairo. The French government has helped with the Egyptian airlift by chartering several passenger planes to Cairo.
A number of charter flights are scheduled as well to India, Jordan, China, Vietnam and Dubai.

Tunisia steps up evacuations of people fleeing Libya

noreply@blogger.com (socrates al-hakim) — Sat, 05 Mar 2011 00:30:00 +0000

Windows X's Live recommends: Before and after making any changes to your system

noreply@blogger.com (socrates al-hakim) — Tue, 01 Mar 2011 21:24:00 +0000

I've been thinking about Windows 7 transformation pack since pre-betas. However, I've been observing Windows 7 since pre-beta builds. I must admit that it didn't interest me that much for slightly UI changes and very few icons update. If I rush for first released packs, it'll be spammed with insignificant changes from real OS plus bloated stuff from prototype screenshots and become obsolete in no time. After waiting patiently for months, this moment is when it should exist.

Features
Seven Transformation Pack will replace many of the resources in Windows Vista/XP/Server 2003. It can change such things as:

Boot screen
Welcome Screen / Logon Screen
New msstyles files (visual styles)
New desktop and file icons
New toolbar icons
Progress Dialogs
Sounds scheme
System Tray icons
New Wallpapers
Some Windows 7's popular features
And much more
Changes in Version 5.0
-Added automate User Account Control deactivation upon checking
-Added changing desktop wallpaper during transformation
-Added completed set of Windows 7 wallpapers
-Added Gavatx's Rainbar in Vista compatibilities exclusion list as there's already Windows Sidebar in Vista
-Fixed bugs that some options are not saved in registry during installation
-Fixed currupt system sounds scheme in Windows Vista after uninstallation
-Fixed logon screen system files modification to not change system font in non-English MUI (Requires uninstall for older version)
-Fixed setup files detection glitches in Windows XP/2003 x64 Edition
-Fixed system files modification critical error for integration with Windows XP/2003 x64 Editions
-Fixed system files modification compatibilities with non-English edition OS
-Fixed Welcome Center not running on startup after installation on x64 operating system
-Fixed x64 system files modification incompatibilities for some systems
-Improved transformation process for faster and better performance (This involves a lot of work in various places and they're all technical stuff)
-Optimized Deferred Launcher's startup sequence and delay time for better resource utilization
-Removed minimum hardware requirements for 3rd-party applications but still keep recommended specifications in list
-Shortened installation sequence UI for smoother process
-Updated 3rd-party applications hardware requirements specifications
-Updated screensaver to Windows 7 logo
-Updated TrueTransparency
|-Core program to version 1.4
|-Optimized blurring interval for better system performance
|-Rebuilt SevenStyle skins based on Seven structure with real reflections
|-x64 application support
-Updated ViGlance to version SE2 build 1276
|-Added Drag shortcut support
|-Added Hyprid Jumplist support
|-Added Shift+Left click opens new instance
|-Fixed 64-bit application compatibilities
|-Fixed multi-monitor compatibilities
|-Fixed UI and code refinements
|-Optimized timer interval and program configuration
|-Updated default skin
-Updated ViStart to version 2.0 build 3738
|-Added blur support (experimental)
|-Added run functionality in searchbox
|-Optimized programs discovery routine with better program support
|-Optimized UI rendering for better performance
-Updated Welcome Center
|-Added back button in ui navigation control
|-Added system files repair list in repair page and Repair alert with red text
|-Fixed icon and text UI placement
|-Removed using system files from backup source in uninstallation
|-Reworked Removal UI with installed components verification to ensure safety of uninstallation
|-Updated backup files status indicator to available/not available (no need for overwritten check)
|-Windows 7's additional user pictures and wallpapers will no longer be removed (few MBs being too insignificant for TB storage)
-Updated UXTheme patching engine to deepxw's universal theme patcher

Bond King Prepares To Deal With New World Order - By Sophia Grene (11/3/09)

noreply@blogger.com (socrates al-hakim) — Sun, 27 Feb 2011 08:25:00 +0000

“I would like to come back as the bond market. You can intimidate everybody.” This was allegedly the ambition of a political adviser to Bill Clinton, overawed by the power of the bond market to influence government.

The individual who has come closest to fulfilling this dream is Mohamed El-Erian, chief executive and co-chief investment officer of Pimco, the bond investment manager.

Despite being the man ultimately in charge of $747bn (£529bn, €596bn) worth of assets, mostly bonds, Mr El-Erian is dismissive of claims Pimco is worryingly powerful in the bond market.

“We don’t think in those terms. We live in a world of constructive paranoia,” he says, adding this is focused on continuing to add value for clients. “We have over 8m clients in the US and millions more around the world. We manage money for teachers, policemen, firefighters, across a whole range. If people entrust you with their assets, you have to continuously work at what the world will look like.”

That view of the world is not sunny at the moment. “2009 will be as bad as 2008,” predicts Mr El-Erian. This crisis has now morphed into “something much more sinister” than a market downturn. Pimco’s house view is that the world has changed fundamentally, and the firm is trying to position itself for the “new normal”, without knowing precisely what that will be.

“There are three things that are unambiguous about the new world,” says Mr El-Erian. First he predicts a shift in the balance of power between private and public sectors as governments step in, first to bail out collapsing markets and industries, then to regulate them in the future. “This is very consequential,” he says, because it will affect “price formation, risks and capital structure”.

Then there will be “massive consolidation in the financial industry, which is going to play out in every segment of the industry”. Finally, underlying all this is a major change in the global growth dynamics, as multiple growth engines, largely from the developing world, replace the single engine of growth of the US-centric twentieth century.

While the ride there may be very bumpy, Mr El-Erian is confident Pimco has the necessary skills to deal with the new world order. As governments get more involved in financial markets and regulation becomes a more high profile element of the framework of capital markets, investors will need an extra skillset, that of dealing with public policy.

Mr El-Erian’s background, including 12 years as an economist with the International Monetary Fund, should help a bit, but Pimco is not relying on this. Instead, it has beefed up its public policy expertise with recent appointments such as Andrew Balls, a former Financial Times journalist and brother of the UK education secretary.

The IMF background, and the fact that Mr El-Erian started his Pimco career as an emerging markets bond manager, should also be helpful with that other aspect of the brave new world, the increased importance of economies such as India and China.

He is adamant this is not the reason Pimco called him back from Harvard Management Company after just two years in the top job there. “There isn’t causality, but there is coincidence. It just happens I have that experience.”

Emerging markets experience will not just be helpful when the world finally reaches some form of stability, he says. It is useful now, during the crisis.

“Industrialised countries find themselves in a very unfamiliar situation. This crisis is happening at the centre of the global system, not on the periphery, and the centre is not wired for crisis management. The skillset we have found very useful at Pimco is our emerging markets team.”

Speaking during a press day where Allianz Global Investors, Pimco’s parent, announced its results, Mr El-Erian was notably calm for someone predicting gloom and doom.

This may in part be due to being a bond investor – the bond markets have not seen the terrible plunges of equity markets in the past 12 months – but is also due to Pimco’s foresightfulness, he claims.

During the past 10 years, while other commentators noted the moderation of volatility and interest rates on world markets, Pimco identified a “stable disequilibrium”, a temporary state that would be followed by market turmoil. In order to meet this rocky future, now realised, it developed what Mr El-Erian calls a “forward looking bond index”.

The Global Advantage Bond Index covers both sovereign and corporate debt and employs a methodology Pimco hopes will be less pro-cyclical than traditional indices.

Building an index like this is not traditionally the job of an investment manager, but Pimco felt that “because of our standing in the market, we had an obligation to put something out there to be discussed”, says Mr El-Erian, in the first hint of acceptance that his company is a powerful player in the financial world.

With the expectation that the global economy will be less centred on the US comes a need for such a large company to think of itself as global. With nine offices around the world, including a recently opened base in Hong Kong, Pimco is making that transition. But it will take it slowly, says Mr El-Erian, ensuring the company remains true to its values.

Among these values is a self-definition as an “investment manager” as opposed to an asset manager. The difference, he explains, is the focus on investment returns for clients, rather than gathering assets.

Mr El-Erian himself is part of the investment returns search – as well as being chief executive and co-chief investment officer, he recently announced he would be lead portfolio manager on a new fund based on the Global Advantage Bond index.

What is Culture?

noreply@blogger.com (socrates al-hakim) — Wed, 23 Feb 2011 14:51:00 +0000

defenition and knowdledge

The word culture has many different meanings. For some it refers to an appreciation of good literature, music, art, and food. For a biologist, it is likely to be a colony of bacteria or other microorganisms growing in a nutrient medium in a laboratory Petri dish. However, for anthropologists and other behavioral scientists, culture is the full range of learned human behavior patterns. The term was first used in this way by the pioneer English Anthropologist Edward B. Tylor in his book, Primitive Culture, published in 1871. Tylor said that culture is "that complex whole which includes knowledge, belief, art, law, morals, custom, and any other capabilities and habits acquired by man as a member of society." Of course, it is not limited to men. Women possess and create it as well. Since Tylor's time, the concept of culture has become the central focus of anthropology.

Culture is a powerful human tool for survival, but it is a fragile phenomenon. It is constantly changing and easily lost because it exists only in our minds. Our written languages, governments, buildings, and other man-made things are merely the products of culture. They are not culture in themselves. For this reason, archaeologists can not dig up culture directly in their excavations. The broken pots and other artifacts of ancient people that they uncover are only material remains that reflect cultural patterns--they are things that were made and used through cultural knowledge and skills.

Layers of Culture

There are very likely three layers or levels of culture that are part of your learned behavior patterns and perceptions. Most obviously is the body of cultural traditions that distinguish your specific society. When people speak of Italian, Samoan, or Japanese culture, they are referring to the shared language, traditions, and beliefs that set each of these peoples apart from others. In most cases, those who share your culture do so because they acquired it as they were raised by parents and other family members who have it.

The second layer of culture that may be part of your identity is a subculture . In complex, diverse societies in which people have come from many different parts of the world, they often retain much of their original cultural traditions. As a result, they are likely to be part of an identifiable subculture in their new society. The shared cultural traits of subcultures set them apart from the rest of their society. Examples of easily identifiable subcultures in the United States include ethnic groups such as Vietnamese Americans, African Americans, and Mexican Americans. Members of each of these subcultures share a common identity, food tradition, dialect or language, and other cultural traits that come from their common ancestral background and experience. As the cultural differences between members of a subculture and the dominant national culture blur and eventually disappear, the subculture ceases to exist except as a group of people who claim a common ancestry. That is generally the case with German Americans and Irish Americans in the United States today. Most of them identify themselves as Americans first. They also see themselves as being part of the cultural mainstream of the nation.

These Cuban American
women in Miami, Florida
have a shared subculture
identity that is reinforced
through their language,
food, and other traditions
The third layer of culture consists of cultural universals. These are learned behavior patterns that are shared by all of humanity collectively. No matter where people live in the world, they share these universal traits. Examples of such "human cultural" traits include:

1.

communicating with a verbal language consisting of a limited set of sounds and grammatical rules for constructing sentences

2.using age and gender to classify people (e.g., teenager, senior citizen, woman, man)

3.classifying people based on marriage and descent relationships and having kinship terms to refer to
them (e.g., wife, mother, uncle, cousin)

4.raising children in some sort of family setting

5.having a sexual division of labor (e.g., men's work versus women's work)

6.having a concept of privacy

7.

having rules to regulate sexual behavior

8.distinguishing between good and bad behavior

9.having some sort of body ornamentation

10.

making jokes and playing games

11.having art

12.having some sort of leadership roles for the implementation of community decisions While all cultures have these and possibly many other universal traits, different cultures have developed their own specific ways of carrying out or expressing them. For instance, people in deaf subcultures frequently use their hands to communicate with sign language instead of verbal language. However, sign languages have grammatical rules just as verbal ones do.

Culture and Society

Culture and society are not the same thing. While cultures are complexes of learned behavior patterns and perceptions, societies are groups of interacting organisms. People are not the only animals that have societies. Schools of fish, flocks of birds, and hives of bees are societies. In the case of humans, however, societies are groups of people who directly or indirectly interact with each other. People in human societies also generally perceive that their society is distinct from other societies in terms of shared traditions and expectations.

While human societies and cultures are not the same thing, they are inextricably connected because culture is created and transmitted to others in a society. Cultures are not the product of lone individuals. They are the continuously evolving products of people interacting with each other. Cultural patterns such as language and politics make no sense except in terms of the interaction of people. If you were the only human on earth, there would be no need for language or government.

Is Culture Limited to Humans?

Non-human culture?
This orangutan mother is
using a specially prepared
stick to "fish out" food from
a crevice. She learned this
skill and is now teaching it
to her child who is hanging
on her shoulder and intently
watching.
There is a difference of opinion in the behavioral sciences about whether or not we are the only animal that creates and uses culture. The answer to this question depends on how narrow culture is defined. If it is used broadly to refer to a complex of learned behavior patterns, then it is clear that we are not alone in creating and using culture. Many other animal species teach their young what they themselves learned in order to survive. This is especially true of the chimpanzees and other relatively intelligent apes and monkeys. Wild chimpanzee mothers typically teach their children about several hundred food and medicinal plants. Their children also have to learn about the dominance hierarchy and the social rules within their communities. As males become teenagers, they acquire hunting skills from adults. Females have to learn how to nurse and care for their babies. Chimpanzees even have to learn such basic skills as how to perform sexual intercourse. This knowledge is not hardwired into their brains at birth. They are all learned patterns of behavior just as they are for humans.

Thailand's political transformation

noreply@blogger.com (socrates al-hakim) — Mon, 21 Feb 2011 10:45:00 +0000

THailAd Challenge

The weeks of popular protests by thousands of red-shirted demonstrators in the centre of Bangkok reached a critical stage on the late Saturday evening of 10 April 2010. At that point, Thailand’s state-security forces began a crackdown against those who had gathered under the banner of the United Front of Democracy against Dictatorship (UDD). A longstanding political crisis that has divided Thais into bitterly opposed camps has now become a national tragedy.

The immediate crisis had been escalating since mid-March 2010, when tens of thousands of members of the increasingly heterogeneous UDD began their takeover of the streets of Bangkok. The red-bedecked activists from all over Thailand carried their tents, sleeping-mats and food supplies into the area around the high-rent shopping-district of the Rajprasong intersection. The red-shirts’ political representatives held intermittent talks with the government of Thailand’s prime minister Abhisit Vejjajiva; but these broke down in the first days of April, and the protestors then vowed to stay in place until the parliament was dissolved and new elections announced.

The crackdown was launched three days after Abhisit declared a state of emergency, which provided the government with broad powers of arrest, censorship, and suspension of civil liberties. Among the first measures taken was the blocking or closure of independent media, including thirty-six websites; the popular bilingual news-site Prachatai was one of those affected.

This prepared the ground for the more stringent actions on Bangkok’s bloody Saturday night: the use of water-cannons, tear-gas, and ultimately live ammunition to force the red-shirts off the streets. At the time of writing, twenty-one people arereported to have been killed (sixteen protestors, four soldiers, and a Japanesejournalist), and over 800 injured. Abhisit Vejjajiva insists that soldiers were permitted to use live bullets only to shoot into the air or in self-defence, though the nature of the deaths and wounds inflicted on many protestors casts some doubt on this statement.

Thus the uneasy peace that had prevailed amid the popular tumult on Bangkok’s streets has been broken. Thailand now peers into the abyss. But whatever the outcome of the clash between people and state, a profound and little-remarked political transformation continues to unfold.

The arc of crisis

A conventional reading of Thailand’s crisis traces its deeper roots to the mid-2000swith the rise, fall and subsequent exile of Thaksin Shinawatra, the populist leader elected in January 2001 and ousted in a military coup on 19 September 2006.

Thaksin’s Thai Rak Thai (TRT) government was seen by many in Thailand’s political elite and among the urban middle-class as a subversive challenge to its traditional political hegemony. In early 2006, Sondhi Limthongkul - like Thaksin, a millionaire businessman - began to mobilise his supporters in an extra-parliamentary campaign to unseat the elected prime minister.

The confrontation between the yellow-shirted activists of Sondhi’s Peoples’ Alliance for Democracy (PAD) and Thaksin Shinawatra’s government accentuated Thailand’s political divisions, amid the gradual retreat and loss of legitimacy of the country’s older political parties. But the military takeover of September 2006 did nothing to stem the crisis. The army-appointed quasi-civilian government under Surayud Chulanont sought to manage the transition to restored civilian rule by dissolving the TRT, but Thaksin’s party reinvented itself as the People Power Party (PPP) - and proceeded to win power in the first post-coup elections in December 2007.

Thaksin himself, facing legal charges over his financial dealings, had been in New York at the time of the coup, and remained outside the country; his proxy in the PPP, Samak Sundaravej, became Thailand’s new prime minister. The political carousel continued when Samak’s appearance on a TV cookery show forced his resignation, and replacement by his PPP colleague Somchai Wongsawat. The PAD’s yellow army then launched further street-protests and in November-December 2008 occupied Bangkok’s Suvarnibhumi international airport, paralysing travel in and out of Thailand and greatly damaging the country’s vital tourismindustry (see “Thailand: the misrule of law”, 1 December 2008).

The political momentum remained with the PAD when soon after the airport seizure, Thailand’s constitutional court ordered the dissolution of the PPP. A realignment within parliament in December 2008 then saw a Democrat Party-led coalition come to power, with Abhisit Vejjajiva at the helm. This might appear to have restored Thailand’s traditional political order - dominated by the military, monarchy, and Bangkok’s middle class - but there was no stabilisation. In April 2009, a red tide of protestors now organising as the United Front of Democracy Against Dictatorship demanded Abhisit’s resignation, and it took tanks on the streets to force the “Songkhran uprising” to retreat (see “Thailand’s democratic crisis”, 9 April 2009).

The reshaping of politics

This narrative is essential background to the tragedy of 10 April 2010. But it also misses an important dimension that is critical to understanding what is happening in Thailand: the changes in consciousness - the imagining of what is politically possible - which have animated the 2006-10 period.

In this perspective, the familiar rendering of Thailand’s political drama - put simply, as a confrontation between red-shirted pro-Thaksin republicans with a political base in the rural poor versus yellow-shirted royalist conservatives backed by the urban middle and upper-classes – fails to convey the political heterogeneity that has been emerging under these misleadingly unified banners. Such shorthand references do account for some of the members of each movement, but they also elide their evolving dynamics: in particular, the cross-class, cross-space, and contingent formation of the red-shirted alliance in the streets of Bangkok, as well as those writing, posting, and otherwise supporting them elsewhere in Thailand and abroad.

The point can be made by referring to the Thai word phrai, which has become an ubiquitous reference-point by red-shirt members of the UDD and in broader Thai political discourse (and in media discourse about the Thai events). Phrai can be rendered in English as “commoner”: it is a direct reference to the feudal era, which officially ended in 1932 with the transformation of Thailand from an absolute to constitutional monarchy.

Thomas Fuller, the New York Times’s Bangkok correspondent, criticised a popular red-shirt bumper-sticker which reads: “The blood of the phrai is worth nothing”. This may be “overblown rhetoric”, says Fuller. “There are many stories of upward mobility in Thailand and, despite the presence of tens of thousands of protesters, the anger has not translated into personal attacks on the wealthy. The main target of the protesters’ ire seems to be the system: the perception that bureaucrats and the military serve the elite at the expense of the poor” (see “Thai Protesters Shed Culture of Restraint”, New York Times, 31 March 2010).

But to see the red-shirt choice of the term phrai as a misperception of reality is flawed. The UDD side is seeking not merely to rearrange Thailand’s political rhetoric but to redefine its political reality. To do this they position the phrai in opposition to the amatya (bureaucratic elite) - and by implication to the jao (lords) which traditionally and by definition the phrai could neither become nor even challenge (see “The class divide fuels red-shirt anger against the established elite”, The Nation, 26 March 2010).

It’s true that the mediatised images of these weeks of drama - such as the ubiquitous red glow cast by the demonstrators and reflected in the windows of the Bangkok elite’s luxury outlets - can seem to confirm the picture of a popular insurgency by Thailand’s rural poor against its urban rich. But it is so much more interesting and complicated than that. For as the protests have continued, the links of the red protestors with Thaksin Shinawatra have become more and more irrelevant. Instead, what has emerged are new forms and actors of politics in Thailand.

The old and the new

The dimension of class is indeed a key component of these events. Nattawut Saikua, one of the UDD leaders, declared as the red-shirts streamed into Bangkok from every direction on 18 March 2010 that the protest was the beginning of a “class war”. This was echoed by Thanet Aphornsuvan of Thammasat University as the state’s violence was unleashed on the evening of 10 April: “The battle [is] between the army that supports the establishment, government and Bangkok’s urban elite against the people from the provinces … It is a real class war. Saturday’s crackdown confirms this.”

Yet the events in and beyond Bangkok’s streets extend the traditional meanings of “class war”, and indeed perhaps even of “revolution”. The red-shirt movement in Thailand is redefining the terrain of politics, in a way reminiscent of the autonomiststruggles in Italy in the late 1970s and the Zapatistas in Mexico in the late 1990s. For like these earlier movements,the UDD is seeking both to contest an ancien regime (and in Thai terms, the amatya and jao who populate it) and to change the terms of engagement through which politics is conducted.

The red-shirts are, after all, seeking far more than merely a seat at the decision-making table for the marginalised majority. In their refusals, demonstrations and demands to reshape politics, they are agents of a deeper transformation in Thailand.

The state’s use of violence to repress the red shirts has not succeeded; they remain in key locations throughout Bangkok, defying Abhisit Vejjajiva’s demand that they evacuate the city’s streets. The red shirts continue to call for the immediate resignation of the prime minister, the dissolution of parliament, and plans for new elections. Moreover, the official attempts to constrain independent media – which long predate the state of emergency - have themselves been widely reported through a host of new-media outlets; and scholars and activists raise their voices infavour of renewed efforts to broker peace.

During the Songkhran uprising in April 2009, I wrote an article for openDemocracyin which I quoted Antonio Gramsci’s famous line from The Prison Notebooks: “The crisis consists precisely in the fact that the old is dying and the new cannot be born; in this interregnum a great variety of morbid symptoms appears.” A year later, the counter-revolutionary violence of 10 April 2010 seeks to keep the new at bay, and carries the potential for even greater loss of life. Thailand’s crisis continues.

For compromise in Wis., 3 GOP senators are needed

noreply@blogger.com (socrates al-hakim) — Mon, 21 Feb 2011 10:36:00 +0000

MADISON, Wis. – To end a high-stakes stalemate over union rights that has captured the nation's attention, a handful of Republican lawmakers in Wisconsin might have to stand up to their new governor.

Gov. Scott Walker made clear Sunday he won't back off his proposal to effectively eliminate collective bargaining rights for most public employees. Senate Democrats who fled the state last week to delay the plan vowed not to come back to allow it to pass — even if they have to miss votes on other bills Tuesday. And union leaders said they would not let up on protests that have consumed Wisconsin's capital city for a week and made the state the center of a national debate over the role of public employees' unions.

That dynamic means it might take Republicans in the Legislature who believe Walker is going too far to try to break the impasse. One idea that has been floated by GOP Sen. Dale Schultz would temporarily take away bargaining rights to get through the state's next two-year budget, then immediately restore them.

While it's unclear whether that would be acceptable to his colleagues, Democratic Sen. Jon Erpenbach said in a phone interview from the hotel room in Chicago where he's hiding out that Schultz was brave for making the proposal. He said Schultz, of Richland Center, and five or six other Republican senators who have ties to organized labor are in the best position to get both sides to negotiate a deal.

Protesters who crowded inside the Capitol for a sixth day Sunday had a similar message. They hung a banner in the Capitol reading "Wisconsin needs 3 cou(R)ageous Senators," referring to the number of Republicans needed to join with Democrats to block the bill.

So far, there's little evidence of a move to compromise. "Won't happen, won't happen, won't happen," said Senate Majority Leader Scott Fitzgerald. The Juneau Republican said he spoke with every member of his caucus over the weekend and they remained "rock solid" in their support for Walker's plan, even if they had some internal disagreements earlier.

Fitzgerald said Republicans could not back down now because the governor's two-year budget blueprint, to be released in coming days, slashes spending for public schools and municipal services by $1 billion or more. Local government leaders will need to make cuts without bargaining with employees, he said.

Walker's plan would allow unions representing most public employees to negotiate only for wage increases, not benefits or working conditions. Any wage increase above the consumer price index would have to be approved in a referendum. Unions would face a vote of membership every year to stay formed, and workers could opt out of paying dues.

The plan would also require many public employees to cut their take home pay by about 8 percent by contributing more of their salaries toward their health insurance and retirement benefits. Union leaders said their members are willing to accept those concessions, but they will not give up their right to collectively bargain.

Mariah Clark, an emergency medical technician at the University of Wisconsin hospital and a volunteer firefighter, said she stands to lose $250 per month with the benefits concessions. Standing on a bench holding a sign reading "EMT. Firefighter. Not the public enemy," she said the pay cut would hurt, but that's not why she was protesting.

"I really believe this is about workers everywhere, not just public employees," said Clark, 29. "It's pathetic that in Wisconsin, one of the places where the labor movement started, that this would happen."

Wisconsin was the first state to enact a comprehensive collective bargaining law in 1959. It's also the birthplace of the American Federation of State, County and Municipal Employees, the national union representing all non-federal public employees, which was founded in 1936 in Madison.

Walker said the concessions would help close a projected $3.6 billion budget deficit through June 30, 2013, and the changes to weaken unions would pave the way for local and state governments to operate more efficiently for years to come.

The Republican-controlled Assembly is expected to meet Tuesday to consider the plan. With Senate Democrats in Illinois, Fitzgerald said the Senate would meet without them to pass non-spending bills and confirm some of Walker's appointees. While Republicans are one vote short of the quorum needed to take up the budget-repair bill, they need only a simple majority of the Senate's 33 members to take up other measures.

Senate Minority Leader Mark Miller, speaking from "an undisclosed location in northern Illinois," said it's up to Republicans who privately have concerns with Walker's plan to force the governor to compromise.

"I think it's important those talks begin because there's a lot of Republicans that are uncomfortable with stripping away the rights of workers," the Monona Democrat said. "They recognize public workers are their constituents and neighbors and want them respected. We need to find a way for those Republicans to be able to be part of a solution."

South Africa: Social and Political Transformation

noreply@blogger.com (socrates al-hakim) — Mon, 21 Feb 2011 10:33:00 +0000

Explore the dynamic socioeconomic, political, and cultural processes of South Africa, an extraordinarily diverse country in transition.

Group Work with Phoenix Zululand - photo: Samamtha Worth

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Similar to other countries around the world, South Africa is striving to free itself of a legacy of racial discrimination, economic exploitation, and political authoritarianism to build a new democratic and equitable regime.

Through coursework and community engagement, students discover the significant role that Durban, the program's base, has played in South African history, particularly its role in apartheid. To provide students with learning opportunities in many different contexts, the program also includes field visits to Johannesburg, rural parts of both KwaZulu-Natal and the Eastern Cape, the Umfolozi and Hluhluwe Game Reserves, and the Drakensberg Mountain range.

Students interact with a range of organizations involved in the transformation process, during the course of the program, including:

The Abahlali Shackdwellers Movement – which campaigns around housing issues and works to give voice to the views of the poor and homeless
Phoenix Zululand – which works to apply the principles of restorative justice in 13 KwaZulu Natal prisons
The Cato Manor Youth Empowerment Project – which operates a school feeding scheme and youth club in the Cato Manor area of Durban where students have their first and longest homestay. Students participate in both these activities on a weekly basis.
The African Centre for the Constructive Resolution of Disputes (ACCORD) - an African-oriented conflict resolution center based in Durban

Durban street signs - photo: Emily Orlaska

While the program is located in the southeastern province of KwaZulu-Natal, the focus is national and internationally comparative. While investigating the complex issues of inequality, poverty, racial, ethnic, and gender-based discrimination in the context of South Africa, students are challenged to draw and reflect on the experiences of their home countries in dealing – or not dealing - with these same issues.

Through the program's thematic seminar, students investigate the following topics:

Issues of Transformation: South Africa's political, socio-economic, and cultural landscapes including the process of transformation from apartheid to democracy, the apartheid legacy, and the current political economy. This includes a look at issues of unemployment and poverty alleviation; land reform and restitution; the state of schooling and issues of identity involving the building of a new and indigenous South African national identity.
Development: an overview of theory and practice in the context of South Africa. Topics include the informal sector; rural and agricultural development; service delivery – housing, water, and electricity; ecotourism; issues of gender violence and HIV/AIDS.
Reconciliation: opportunities and challenges. Topics include the work of the Truth and Reconciliation Commission and its legacy; the concept of ubuntu; issues of violence, ethnicity, and xenophobia; conflict resolution and peacekeeping.

Program alumna wins peace prize to return to South Africa
Spring 2009 student Maya Semans has been awarded the $10,000 Davis Peace Prize by Simmons College to run a three-week creative writing, art, and music camp in Durban during summer 2010. The program aims to enrich the lives of Durban’s street children. Maya is traveling back to South Africa with former SIT classmate Vanessa Shea of Smith College. They will work in conjunction with two Durban-based partner organizations, Umthombo, a center for street children in Durban, and The Network, a grassroots hip-hop initiative

TrAnFoRmaTion NEW WorLd

Conflict Transformation

Introduction[1]

The Lenses of Conflict Transformation

Conflict Transformation: A Simple Definition

Conflict and Change

The Big Picture: Connecting Resolution and Transformation

Creating a Map for Conflict Transformation

Inquiry 1: The Presenting Situation

Inquiry 2: The Horizon of the Future

Inquiry 3: The Development of Change Processes

Process Structures: Platforms for Transformation

Practices For Transformational Strategies

Practice 1: Develop a capacity to see presenting issues as a window

Practice 2: Develop a capacity to integrate multiple time frames

Practice 3: Develop a capacity to pose the energies of conflict as dilemmas

Practice 4: Develop a capacity to make complexity a friend, not a foe

Practice 5: Develop a capacity to hear and engage the voice of identity and relationship

Conclusions

Sources of Additional, In-depth Information on this Topic

Additional Explanations of the Underlying Concepts:

Online (Web) Sources

Offline (Print) Sources

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South Africa: Social and Political Transformation

Explore the dynamic socioeconomic, political, and cultural processes of South Africa, an extraordinarily diverse country in transition.

P'raya Sarawak: Pastikan jentera Pemuda PAS lancar