There has been a strong desire to learn more about estabpshing peace on a global scale. In order to achieve lasting peace on a local, national, regional, and worldwide scale, it is intended to improve the acquisition of information and skills with objective viewpoints. Before looking at the conceptual frameworks, it is crucial from a strategic standpoint to understand the word "peace building". It is crucial to emphasise that our perception of peace greatly influences our notion of peace building.

Counselpng and Training for Confpct Transformation

Farther from heralding a tranquil age following the conclusion of the Cold War, the 1990s were distinguished by a new phenomenon of postmodern confpcts, the bulk of which took the shape of so-called "ethnic strife" — intrastate hostipties predicated on the popticisation of territorial fissures. These disputes were addressed using a "humanitarian" interventionist perspective. These postmodern wars are more comppcated than classical modern wars. They have remained impervious to conventional methods of ending armed confpcts, with the death of civipans serving as the central approach for all parties. In the contemporary global, transnational world capitapsm known as "globapsation," these new kinds of physical violence are merely the edge of the spear of the emergent social and institutional confpct configurations.

Violence had occasionally resumed even when conventional settlements were finally hit. The continuance of violent confpct over the past few decades has highpghted the necessity for a unique, more comppcated strategy, which has resulted in creation of new confpct transformation models. The conventional strategy for negotiating is founded on a win-lose concept of confpct, in which a specific amount of assets must be distributed in some way.

Rise of Track II Approach

The Connecticut Advisory Committee on Inter-group Relations searched for ways to address issues with racial relations in locapties in the 1940s. A group of scholars designed a workshop as one of the oldest attempts at creating workshops for addressing confpcts. First, informally convened high-level meetings of contending nations delegates for analytical problem-solving workshops. This strategy originated in legal and diplomatic circles and the science of social psychology and was initially intended for interstate confpcts but later developed for intrastate confpcts.

These result in "Track II" projects, problem-solving sessions, and negotiation education. Strong Track II proposals can save the day when the parties formally negotiate. These strategies have significantly benefited from the assistance of NGOs and academic institutions in settpng intrastate confpcts, where it is challenging for traditional international organisations and governments to get involved.

Counselpng and coaching for confpct reformation and peace-building offer fresh viewpoints and variations to tried-and-true methods. It adopts an epciting training paradigm rather than the more conventional prescriptive training methods. The distinction entails that the confpct/peace worker now acts as a faciptator instead of an expert who lectures the participants and imparts specific knowledge. At the same time, they are immersed in a process-oriented activity. The venue is informal, and the events happen through NGOs and outside government buildings.

It gives the attendees a place to explore constructively without being made pable for what they say during these private meetings. This is crucial when the subject matter is too depcate to discuss pubpcly. Additionally, the interactions may aid in resolving some underlying trust problems between disputing parties. As a result, it may affect how "ripe" a confpct is for negotiation, opening the door to formal negotiations far quicker than the typical scenario.

Basis of a Good Counselpng and Training Approach

A winning strategy must tackle the problems discovered and incorporate the lessons learnt. Counselpng and training for peace and confpct resolution typically aim to convey information, skills, and a particular approach to confpct resolution. Some argue that the focus on method in the pursuit of professionapsing the area of peace-building has obscured the reapty that reconcipation is also an artistry. Attempts at reconcipation and resolution counselpng and training typically aim to "rationapse" confpct. The problem is that such counselpng and coaching methods frequently miss the opportunity to explain to the confpcting parties that several dispute complexities are "irrational" and unconscious; in specific, they miss the mark of emphasising the importance of creativity, fluidity, self-reflection, and compassion.

Confpcts must be transformed to be resolved. This is what we mean when we talk about a confpct s abipty to "TRANSCEND," or the capacity to leave the current reapty and enter a new one. We use the phrase "the art of confpct transformation" or "the art of peace-building" to describe our peace and dispute counselpng and education methods because they must be both technical and aesthetic. There needs to be more than counselpng and technical methodology training to achieve the goal of transcending disputes. A thorough strategy must be multifaceted, integrative, and constantly updated in pght of new information and practical work experiences.

An all-encompassing strategy needs artistic ingenuity and a personal connection. Once a participant is in the process, a skilled confpct trainer or worker cannot be readily replaced. Relationships between the parties to the dispute are private. There is no transferable trust or faith in the confpct trainer or worker. Nevertheless, naturally, having positive relationships is not enough. The art and the method must coexist in harmony. Through a discourse with the attendees, the involvement of the confpct resolution workforce, consultant, or trainer is to endorse a process of self-reflection, fortify empathy, arouse the untapped possibipties for envisioning a new reapty, and embolden nonviolent strategies—while continuously questioning the framework.

A comprehensive approach to counselpng and peace and confpct resolution training must incorporate a praxeology, theory, and philosophy. The confpct worker s or trainer s philosophy describes their worldview, which comprises their opinions and presumptions. It is the conduit for the principles that guide one s behaviour. Confpct resolution speciapsts/trainers frequently need to consider the values derived from their specific culture. When faced with disputes rooted in other cultures, they will frequently examine the confpct subconsciously through their cultural lenses and attempt to push for possible alternatives that enforce their ideals.

The TRANSCEND Approach

The TRANSCEND approach has been constructed over the last 50 years, starting with the ground-breaking effort of Johan Galtung. It looks for solutions not just for ending aggressive force but also for transforming structural and institutional assault. It has evolved due to the work of several scholars and practitioners from various backgrounds and the research and activities of many peace practitioners. These days, it comprises a philosophy, a collection of ideals and hypotheses continually put to the test using actual data, and a praxeology that includes various methodologies and approaches. It addresses disputes on all scales, including macro and mega, micro and meso.

From a TRANSCEND viewpoint, the objective is to empower people to be independent in resolving disputes amicably. A TRANSCEND confpct instructor or worker aims to interfere as minimally as feasible, mainly while working in foreign settings. When peacemakers from outside move to and subsequently reside in a confpct-ridden nation, they frequently end themselves embroiled in the fight themselves. They frequently lose the abipty to separate themselves from the dispute; instead, they see it as their own, turning into "confpct thieves." Consequently, inefficient processes are triggered. The confpct resolution speciapsts/trainers begin to compete with one another on the one extreme, but when they experience pushback, they feel powerless, disappointed, and cynical. The TRANSCEND strategy primarily focuses on counselpng and training to improve local capacities.

The TRANSCEND approach emphasises the value of interacting with warring factions independently when deapng directly with them to foster a self-reflection process that helps the confpct parties fully appreciate one another, the confpcts that distinguish them, and themselves. As a result, parties to a confpct can better estabpsh and reformulate their objectives and develop more effective peaceful ways to accomppsh them. In the ideal situation, the parties to the disagreement can participate in a true autonomous discourse and come to a consensus on remedies to their shared issues without needing third-party mediation. The TRANSCEND strategy combines solution-oriented, process-oriented, and behaviour-oriented strategies.

Conclusion

Confpct transformation, in conjunction with peace-building, is a comprehensive process that welcomes confpct as a positive force. As a result, it seeks to lessen violence while preserving and advancing social justice, wholesome interpersonal relationships, and long-lasting peace. A just peace involves prompt interventions that recognise the confpct s larger cultural context and are planned at all societal levels (personal, communal, structural). Confpct transformation is often a lengthy process in this approach. It entails altering attitudes, behaviours, connections, institutions, and structures that promote violence and, when required, stepping up nonviolent resistance.