The Angel’s Mafia: elements to be addressed in peacebuilding governance

The Angel’s Mafia: elements to be addressed in peacebuilding governance

Our Better Angels need to get their act together.

I find myself looking back at five years working in peacebuilding and conflict transformation. Almost as long as I spent working as a mechanical engineer in the aerospace field. The business of designing and building spacecraft has one commonality with the “business” of building peace: they both involve people getting together and doing stuff. I used to be weary of the term peace-building as it implies the linear construction of something which can be described as an emergent property of a complex system. What is peace anyway? No, I’m not going down this rabbit hole now, but I leave the open question here for you to entertain yourself with.

You can’t really build peace the same way you build a Falcon 9 rocket. You can’t build the relationships between people the same way you build a clock but you can create the conditions for relationships to emerge, to strengthen and evolve. You can build the scaffolding that makes peace a more likely outcome than violent conflict. A Falcon 9 is just a very complicated clock. Peace is more like a cloud that emerges out of thin, moist air.

Back to my point: I left my engineering career in pursuit of a revelation. And that revelation has come back to haunt me, five years later.

Whether you’re building rockets or building peace, people have to come together and coordinate efforts to accomplish a Mission.

People have to get themselves organized. If it’s the rocket they’re building, the way of organizing is pretty straight forward. It’s a linear process. We’ve been building rockets for quite some time now and have learned a lot about how to do that efficiently. There are still some hiccups every now and then. When these happen, it’s up to the skills and mastery of the project manager (PM) and systems engineers (SE) to make sure they don’t compromise the Mission. The Mission is sacred. You may be an expert planner but as a PM, you’ll be judged by how creative you are when dealing with the hiccups: a delayed supplier, a volcano eruption, a failed test, a new requirement, a pandemic or a world war. The best PM’s I have met in my previous life were those that knew that you need to be ready to deal with contingencies and uncertainty. This is where a good governance system comes in handy. Running the day to day operation of an engineering team requires discipline, practice, expertise and structure. You’re inside a bubble of control. When this bubble bursts and the outside world comes barging in, you need something different. You’re operating in a different regime. The outside world is complex. Full of interconnections and invisible, mysterious forces. Enter the Law of Requisite Complexity which states that “In order to be efficaciously adaptive, the internal complexity of a system must match the external complexity it confronts.” And this was my revelation back in the day: management is different from governance! Management is all about the plan. Governance is about dealing with situations where the plan that you had is no longer the plan that is needed.

With the exception of perhaps the mafia or terrorist neworks, we don’t know how to organize in an enviroment of complexity and uncertainty. Since we enter kindergarten (and perhaps even earlier through models unconsciously passed on by our parents), we are conditioned to think that someone else, a parent, a teacher, a headmaster, a boss, a political leader, a country, a government, an institution, an NGO, you name it, must have The Answer. someone must have The Plan. Someone must have An Understanding of what is going on. Someone will manage it!

When faced with problems that, by definition, have no well defined problem-statement, no boundaries, no solution, we revert to this very rudimentary, almost medieval governance system where a few (typically old, white) men call the shots for all of us. I have nothing against old experienced men calling the shots sometimes (they may have some clever ideas), but I am against this being the only form of social organization in complex environments.

The peacebuilding world has taught me a lot about what it takes to thrive in a complex and ambiguous environment. If you survived a civil war and are engaged in local peacebuilding, you’re pretty much an expert in the Vuca World. I struggled to find my voice in this field. After all, what do I know about peace? I have never heard an AK47 fire.

I found my voice in the overarching theme of social organization and governance. When complexity and uncertainty (aka real life) bursts through your control bubble, that’s when investing in a governance system that obeys the law of requisite complexity makes it or breaks it. After five years witnessing the efforts of 24 South Sudanese Angels coming together for peace, here are a few elements I believe should be addressed when thinking about governance systems.

Communication, language and meetings

Communication is the essence of human social organization. For better and for worse, we’re doomed to use language to communicate and coordinate with one another. The pandemic zoom years have shown us that, while it is possible to keep in touch and even do management decisions remotely, there are times when a face to face meeting is unreplaceable. Whoever feels like a peloton bike is a full replacement of a regular bike has probably never experienced the bliss of a bike ride by the beach in a warm, spring morning.There are moments in the life of a peacebuilder when you literally need to see eye to eye. Feel the energy in the room, let your body speak and listen. There’s simply no virtual replacement for this. The same holds true for any team. There’s simply no replacement for a well facilitated face to face meeting when what’s at stake is the future of the Mission.

Non-violent communication, skillful facilitation of meetings, hosting space for convening, trust building and sharing, are all necessary groundworks for building a solid governance system. The groundwork needs to be in place and ritualized before going into the hard and messy part.

Sense-making, meaning-making, decision-making (SMDm)

What just happened?

If you’re convening a governance meeting, chances are, something happened. Because everyone on the team is so focused on his or her own subsystem, trying to draw a complete picture may be challenging. Typically, we jump too fast to conclusions here. This is where systems thinking comes into play. Every person in the room will contribute with his / her own perspective on the system and so it’s really important to facilitate a sense-making session that casts a wider, systemic lens on the issue. Whatever happened is the result of a system. Whether you’re aware of it or not, it’s 100% guaranteed that there’s an underlying system moving the pieces. The aim of this sense-making session is to flesh out the elements of this system and move to the next phase of the discussion by asking “What does this mean for the Mission?”

For the engineer working on Falcon 9, it’s relatively straightforward to answer this question. It may take some research, modeling and forecasting but it should be possible to figure out what a delay in the delivery of a component means for the whole mission. Remember, it’s just a very complicated clock, not a cloud.

This is not the case for peacebuilding. The meaning of whatever just happened is deeply related to your own individual meaning making structures and how it is shared with the collective. Collective meaning making in social complex systems is impossible to do without some agreement of what reality is. Without this agreement (or “epistemic commons” if you will) how do we know what we know about the social reality and how do we co-create a shared social imaginary? You need to have a shared dream or shared goal to work towards. Without this shared dreamland, collective meaning making becomes impossible.

If sense and meaning are shared (easier said than done), proposition crafting and refinement should easily flow out of the previous steps. What?, So What?, Now What? This is the way many Western philanthropies and organizations talk about learning and adapting “and governance” itself is a very Western word with all sorts of unintended connotations. However, this is a universal human concept. Every culture has a way of making decisions. We in the Global North tend to sometimes forget that every day all over the world, people in communities come together to come up with proposals to solve problems. Working in smaller teams or networks could prove to be extremely creative and effective if it is coupled with a decision making process, such as consent decision making to fast track good ideas into actionable prototypes and have a basic foundation for what to do when you do not agree or the plan goes sideways.

Finally, the governance process should answer two cornerstone questions: accountability and legitimacy. Whatever comes out of the process must be accompanied by a clear statement of accountability (who has skin in the game?) and legitimacy. In Western contexts, charters, MoU, constitutions, manuals, contracts, can play a role here. But these can overcomplicate the real work. What I have found in my time in peacebuilding is that the deepening of relationships and agreement for action can start with three questions. What do we want to do together? How will we make decisions? What do we do when we don’t agree? In short, how do we want to show up together? This is one area where I think there’s a lot to innovate in civil society movements. Peacebuilders can learn from movement activists how to set the foundation for adapting quickly while keeping a focus on the desired goal.

Organizing for Peace

Kurt Vonnegut knew it: “There is no reason why good cannot triumph as often as evil. The triumph of anything is a matter of organization. If there are such things as angels, I hope that they are organized along the lines of the Mafia.”

I believe that our perennial mission is to organize. We do that so elegantly with clock problems. Now it’s time to complement that toolset with other rituals that help us organize around cloud problems, too. I hope Pinker’s Better Angels take a lesson or two from the Mafia, but outrage or hope alone won’t cut it. I believe there’s a lot to be done to help peacebuilders around the world get organized in a way which creates, not a rigid, but an emergent order that is able to sense and respond to the challenges posed by the destructive forces of violence and war.

Pedro Portela is the Founder of the Hivemind Institute, a think tank and action research organization in Portugal dedicated exclusively to prototype new models of local organization, advocating for more systems literacy and proposing networked approaches to complex social problems.

Originally published at The HiveMind

featured image found HERE


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