Organising Artisans for Peace: CMI on a Learning Curve



In this chapter, Oskari Eronen, reviews the advantages of taking an artisan approach, where the uniqueness of the context, processes, and outcomes of each conflict resolution initiative are kept to the fore, as opposed to the mainstream’s production-line mindset. Perceptions of the ‘facts’ are diverse and contested; traditional modalities to planning, monitoring, and evaluation are ill-designed for complex systems—including identifying, let alone demonstrating, simplistic cause and effect. He emphasises the need for local actors to drive processes rather than to be in a supporting role. One of many highly useful contributions of this chapter is the detailed and candid discussion Oskari offers regarding Crisis Management Initiative’s planning, monitoring, and evaluation methods consciously aimed at working with Complexity.


Conflict Resolution Wicked Problem Development Cooperation Global Programme Adaptive Implementation 
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Copyright information

© The Editor(s) (if applicable) and The Author(s) 2016

Authors and Affiliations

  1. 1.Crisis Management Initiative (CMI)HelsinkiFinland

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