MEDIATED DIALOGUES AND SYSTEMIC CHANGE IN NORTHERN IRELAND MEDIATED DIALOGUES AND SYSTEMIC CHANGE IN NORTHERN IRELAND-‘POLICING OUR DIVIDED SOCIETY’ (PODS) 1996-2003

Duncan Morrow, Brendan Mc Allister, Joe Campbell, Derick Wilson

Research output: Book/ReportScholarly edition

Abstract

This paper is a synopsis of “Changing Police Culture, A Critical Dialogue Project”, Morrow, D., Mc Allister, B., Campbell, J. ,and Wilson, D A., an Unpublished Report of a Ten Year Programme of mediated dialogues around policing and community relations in Northern Ireland carried out by Mediation Northern Ireland and a charitably funded University of Ulster Action Research Programme, Future Ways. In undertaking the work we committed ourselves then to not publishing the material until there was a considerable time distance. The programme was funded by the Joseph Rowntree Charitable Trust, the Ireland Funds and the United States Information Agency (USIA) with support from the Northern Ireland Office and the Republic of Ireland Government.Especially in the context of crisis where change is inevitable, safe space for change is defined as places where dilemmas can be honestly surfaced, contradictory impulses acknowledged and explored and practical ways to both support and enable change can be identified. : Opportunities for people from very opposed backgrounds to meet together can generate the room in which people, and their institutions, can re-orientate priorities and gain new courage and freedom to change their practice and structures. More importantly the absence of these opportunities may be a crucial deficit in change processes which are understood as purely technical without reference to their emotional, political and intellectual aspects.In a highly politicised environment, many are vested in particular structures and outcomes. All those who initiate and participate in such work run a risk that the interests of others and the consequences in relationships will overpower any simple good intentions. Coping with jealousy, envy, rivalry, and antagonism are important aspects of this work. In a command and control organisation, opportunities for leaders to acknowledge ‘not knowing’, to rectify the deficit, to have dilemmas acknowledged and owned by others and complexity understood are vital. Without the deliberate creation of such opportunities, however they are easily overlooked. In the absence of real meeting in day-to-day life, such meetings need promoted and engineered, without them no peace processes would begin or conclude. When opportunities to meet and explore at depth succeed, the resulting insights and opportunities are paradoxically the opposite of artificial. Indeed, they are transformational in at least three dimensions: personal development and growth; a new honesty in professional relationships with people from whom important debates and issues have been hidden in the context of hierarchy, organizational culture and/or rivalry and they give practical insights into possibilities for change through which structures become more open and accommodating to those they have been estranged from. The presence of outsiders in the group and the permission granted by them and their contract with the organization to ask questions is critical to this new dynamic.
LanguageEnglish
Number of pages12
Publication statusPublished - Nov 2013

Fingerprint

dialogue
Ireland
deficit
jealousy
envy
peace process
antagonism
organizational culture
action research
mediation
republic
coping
police
leader
organization
community
Society
Group
time

Keywords

  • Policing
  • Law and Order
  • Legitimacy
  • Community Policing

Cite this

@book{024e554aef554631b89b9e9cc98ef411,
title = "MEDIATED DIALOGUES AND SYSTEMIC CHANGE IN NORTHERN IRELAND MEDIATED DIALOGUES AND SYSTEMIC CHANGE IN NORTHERN IRELAND-‘POLICING OUR DIVIDED SOCIETY’ (PODS) 1996-2003",
abstract = "This paper is a synopsis of “Changing Police Culture, A Critical Dialogue Project”, Morrow, D., Mc Allister, B., Campbell, J. ,and Wilson, D A., an Unpublished Report of a Ten Year Programme of mediated dialogues around policing and community relations in Northern Ireland carried out by Mediation Northern Ireland and a charitably funded University of Ulster Action Research Programme, Future Ways. In undertaking the work we committed ourselves then to not publishing the material until there was a considerable time distance. The programme was funded by the Joseph Rowntree Charitable Trust, the Ireland Funds and the United States Information Agency (USIA) with support from the Northern Ireland Office and the Republic of Ireland Government.Especially in the context of crisis where change is inevitable, safe space for change is defined as places where dilemmas can be honestly surfaced, contradictory impulses acknowledged and explored and practical ways to both support and enable change can be identified. : Opportunities for people from very opposed backgrounds to meet together can generate the room in which people, and their institutions, can re-orientate priorities and gain new courage and freedom to change their practice and structures. More importantly the absence of these opportunities may be a crucial deficit in change processes which are understood as purely technical without reference to their emotional, political and intellectual aspects.In a highly politicised environment, many are vested in particular structures and outcomes. All those who initiate and participate in such work run a risk that the interests of others and the consequences in relationships will overpower any simple good intentions. Coping with jealousy, envy, rivalry, and antagonism are important aspects of this work. In a command and control organisation, opportunities for leaders to acknowledge ‘not knowing’, to rectify the deficit, to have dilemmas acknowledged and owned by others and complexity understood are vital. Without the deliberate creation of such opportunities, however they are easily overlooked. In the absence of real meeting in day-to-day life, such meetings need promoted and engineered, without them no peace processes would begin or conclude. When opportunities to meet and explore at depth succeed, the resulting insights and opportunities are paradoxically the opposite of artificial. Indeed, they are transformational in at least three dimensions: personal development and growth; a new honesty in professional relationships with people from whom important debates and issues have been hidden in the context of hierarchy, organizational culture and/or rivalry and they give practical insights into possibilities for change through which structures become more open and accommodating to those they have been estranged from. The presence of outsiders in the group and the permission granted by them and their contract with the organization to ask questions is critical to this new dynamic.",
keywords = "Policing, Law and Order, Legitimacy, Community Policing",
author = "Duncan Morrow and {Mc Allister}, Brendan and Joe Campbell and Derick Wilson",
note = "Reference text: Senge. P., et al, Schools that Learn, Nicholas Brealey Publishing, 2000, p.412. Eyben, Morrow & Wilson, The Equity, Diversity and Interdependence Framework, A Framework for Organisational Learning and Change 2002, Coleraine: University of Ulster, p30. http://eprints.ulster.ac.uk/12598/1/EDI_Framework_report.pdf Murphy, J., Policing For Peace In Northern Ireland - Change, Conflict and Community Confidence, Palgrave Macmillan, London 2013 Kelling, G & Coles, C., Fixing Broken Windows: Restoring Order and Reducing Crime in Our Communities, The Free Press November 1996 http://archived.oikoumene.org/programmes/the-wcc-and-the-ecumenical-movement-in-the-21st-century.html. Eyben, Morrow & Wilson, The Equity, Diversity and Interdependence Framework, A Framework for Organisational Learning and Change 2002, Coleraine: University of Ulster, p 22. http://eprints.ulster.ac.uk/12598/1/EDI_Framework_report.pdf Argyris, C., On Organisational Learning, Blackwell, 1999 Lederach, J.P. 2005. The Moral Imagination: The Art and Soul of Building Peace. Oxford, MA: Oxford University Press, 2005 Wilson, Derick (2009) Platforms for a Restorative Society in Northern Ireland. Restorative Justice Organisation, 10 pp www.rjonline.org Wink, W.(ed) Peace Is The Way: Writings on Nonviolence from the Fellowship of Reconciliation. Orbis Books, 2000.",
year = "2013",
month = "11",
language = "English",

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AU - Mc Allister, Brendan

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N1 - Reference text: Senge. P., et al, Schools that Learn, Nicholas Brealey Publishing, 2000, p.412. Eyben, Morrow & Wilson, The Equity, Diversity and Interdependence Framework, A Framework for Organisational Learning and Change 2002, Coleraine: University of Ulster, p30. http://eprints.ulster.ac.uk/12598/1/EDI_Framework_report.pdf Murphy, J., Policing For Peace In Northern Ireland - Change, Conflict and Community Confidence, Palgrave Macmillan, London 2013 Kelling, G & Coles, C., Fixing Broken Windows: Restoring Order and Reducing Crime in Our Communities, The Free Press November 1996 http://archived.oikoumene.org/programmes/the-wcc-and-the-ecumenical-movement-in-the-21st-century.html. Eyben, Morrow & Wilson, The Equity, Diversity and Interdependence Framework, A Framework for Organisational Learning and Change 2002, Coleraine: University of Ulster, p 22. http://eprints.ulster.ac.uk/12598/1/EDI_Framework_report.pdf Argyris, C., On Organisational Learning, Blackwell, 1999 Lederach, J.P. 2005. The Moral Imagination: The Art and Soul of Building Peace. Oxford, MA: Oxford University Press, 2005 Wilson, Derick (2009) Platforms for a Restorative Society in Northern Ireland. Restorative Justice Organisation, 10 pp www.rjonline.org Wink, W.(ed) Peace Is The Way: Writings on Nonviolence from the Fellowship of Reconciliation. Orbis Books, 2000.

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N2 - This paper is a synopsis of “Changing Police Culture, A Critical Dialogue Project”, Morrow, D., Mc Allister, B., Campbell, J. ,and Wilson, D A., an Unpublished Report of a Ten Year Programme of mediated dialogues around policing and community relations in Northern Ireland carried out by Mediation Northern Ireland and a charitably funded University of Ulster Action Research Programme, Future Ways. In undertaking the work we committed ourselves then to not publishing the material until there was a considerable time distance. The programme was funded by the Joseph Rowntree Charitable Trust, the Ireland Funds and the United States Information Agency (USIA) with support from the Northern Ireland Office and the Republic of Ireland Government.Especially in the context of crisis where change is inevitable, safe space for change is defined as places where dilemmas can be honestly surfaced, contradictory impulses acknowledged and explored and practical ways to both support and enable change can be identified. : Opportunities for people from very opposed backgrounds to meet together can generate the room in which people, and their institutions, can re-orientate priorities and gain new courage and freedom to change their practice and structures. More importantly the absence of these opportunities may be a crucial deficit in change processes which are understood as purely technical without reference to their emotional, political and intellectual aspects.In a highly politicised environment, many are vested in particular structures and outcomes. All those who initiate and participate in such work run a risk that the interests of others and the consequences in relationships will overpower any simple good intentions. Coping with jealousy, envy, rivalry, and antagonism are important aspects of this work. In a command and control organisation, opportunities for leaders to acknowledge ‘not knowing’, to rectify the deficit, to have dilemmas acknowledged and owned by others and complexity understood are vital. Without the deliberate creation of such opportunities, however they are easily overlooked. In the absence of real meeting in day-to-day life, such meetings need promoted and engineered, without them no peace processes would begin or conclude. When opportunities to meet and explore at depth succeed, the resulting insights and opportunities are paradoxically the opposite of artificial. Indeed, they are transformational in at least three dimensions: personal development and growth; a new honesty in professional relationships with people from whom important debates and issues have been hidden in the context of hierarchy, organizational culture and/or rivalry and they give practical insights into possibilities for change through which structures become more open and accommodating to those they have been estranged from. The presence of outsiders in the group and the permission granted by them and their contract with the organization to ask questions is critical to this new dynamic.

AB - This paper is a synopsis of “Changing Police Culture, A Critical Dialogue Project”, Morrow, D., Mc Allister, B., Campbell, J. ,and Wilson, D A., an Unpublished Report of a Ten Year Programme of mediated dialogues around policing and community relations in Northern Ireland carried out by Mediation Northern Ireland and a charitably funded University of Ulster Action Research Programme, Future Ways. In undertaking the work we committed ourselves then to not publishing the material until there was a considerable time distance. The programme was funded by the Joseph Rowntree Charitable Trust, the Ireland Funds and the United States Information Agency (USIA) with support from the Northern Ireland Office and the Republic of Ireland Government.Especially in the context of crisis where change is inevitable, safe space for change is defined as places where dilemmas can be honestly surfaced, contradictory impulses acknowledged and explored and practical ways to both support and enable change can be identified. : Opportunities for people from very opposed backgrounds to meet together can generate the room in which people, and their institutions, can re-orientate priorities and gain new courage and freedom to change their practice and structures. More importantly the absence of these opportunities may be a crucial deficit in change processes which are understood as purely technical without reference to their emotional, political and intellectual aspects.In a highly politicised environment, many are vested in particular structures and outcomes. All those who initiate and participate in such work run a risk that the interests of others and the consequences in relationships will overpower any simple good intentions. Coping with jealousy, envy, rivalry, and antagonism are important aspects of this work. In a command and control organisation, opportunities for leaders to acknowledge ‘not knowing’, to rectify the deficit, to have dilemmas acknowledged and owned by others and complexity understood are vital. Without the deliberate creation of such opportunities, however they are easily overlooked. In the absence of real meeting in day-to-day life, such meetings need promoted and engineered, without them no peace processes would begin or conclude. When opportunities to meet and explore at depth succeed, the resulting insights and opportunities are paradoxically the opposite of artificial. Indeed, they are transformational in at least three dimensions: personal development and growth; a new honesty in professional relationships with people from whom important debates and issues have been hidden in the context of hierarchy, organizational culture and/or rivalry and they give practical insights into possibilities for change through which structures become more open and accommodating to those they have been estranged from. The presence of outsiders in the group and the permission granted by them and their contract with the organization to ask questions is critical to this new dynamic.

KW - Policing

KW - Law and Order

KW - Legitimacy

KW - Community Policing

M3 - Scholarly edition

BT - MEDIATED DIALOGUES AND SYSTEMIC CHANGE IN NORTHERN IRELAND MEDIATED DIALOGUES AND SYSTEMIC CHANGE IN NORTHERN IRELAND-‘POLICING OUR DIVIDED SOCIETY’ (PODS) 1996-2003

ER -