The distinction between structural and operational prevention was established in the Carnegie Commission on Preventing Deadly Conflict (1997) report. In this report, the concept of structural prevention has been widely used to integrate all strategies that can prevent the need for operational prevention. We are using this term more narrowly to simply try to change the structural conditions within states in order to improve the possibilities for non-violent conflict resolution. For example, although truth commissions do not engage in operational prevention, that is not all they do, structural prevention in our use. When they recommend changes in national justice or police systems to prevent future human rights violations, they recommend structural prevention in this narrower direction. However, when they are oriented towards emotional reconciliation or the creation of a common understanding of the past, they use the strategy of conflict transformation. These changes, even if they are long-lasting, are more psychological than structural. a particular technique for conflict resolution. Good conditional generalizations allow a practitioner to increase the chances of making the right choice as to whether and when a technique is being used. valuable lessons for the current era.
But it is only recently that researchers have looked at cases such as Scotland, Puerto Rico, the Soviet republics and autonomous regions, Catalonia, Greenland, the Indian reserves of the United States and Canada, the French overseas territories and departments, etc., to find teachings that could be informative in places like Chechnya, Bosnia and Hong Kong (see Chapter 12). In the past, while such structural arrangements were the subject of scientific attention, they generally came from specialists in domestic policy (e.g..B. researchers compared to federalism) or international law, no scholars for international relations, so that questions were formulated differently and the answers were discussed in a community that rarely interacted with experts in international conflict resolution. Problem-solving workshops, if they are to achieve their micro-goals, must generate new learning among participants who must retain some of that learning when they return to the conflict arena and demonstrate this learning in their political discourse and behaviour. Learning can be measured by greater cognitive complexity and humanization in understanding the opponent`s participants and their ability to generate new options. As you learn in this article and the video, the fact that conflicts exist is not necessarily a bad thing. If you solve it effectively, you can also eliminate many of the hidden problems it has brought to the surface. Although the studies in this volume cover very different themes of the resolution of international conflicts, some themes keep coming up. It should be noted that conflicts can arise in the workplace if two or more parties have different objectives, opinions or styles.