Leadership for reconciliation and development
P ushpi Weerakoon
It has been argued that there are six phases in the evolution of
conflict situations - malaise, incipient crisis, denied conflict, open
conflict, war, and reconciliation and reconstruction. Of these, arguably
the most challenging and complex are the last. Tensions easily arise
between reconciliation needs, development ambitions and politics in a
post-conflict state. Hence managing a post-conflict environment in a
state requires exceptional leadership.
Therefore, in the immediate aftermath of an election – with a clear
mandate from the people, and a manifesto which emphasised the need for
reconciliation and engagement of all communities – the time is right for
his Excellency Mahinda Rajapaksa to articulate and deliver on a new
style of leadership.
There is the delicate task of finding a way to balance issues such as
truth and justice so that the slow transformation of behaviour,
attitudes and emotions between victims and perpetrators can take place.
The pragmatic work of building relationships and confidence needs to
work in tandem with the restoration of communities, infrastructure and
livelihoods.
From the outset, a clearly articulated vision is needed – one which
acknowledges the past, depicts the future, and both recognises and
responds to the needs of all communities. And this vision needs to be
both appropriate and achievable. As seen in Eritrea in the 1990s,
reintegration was only successful when planned and implemented within
the broader context of rehabilitation, which in turn is seen as part of
a long-term development concept.
The leadership needs to demonstrate, and deliver on, a relevant and
well-planned strategy. Moreover, that strategy needs to be integrated,
recognising how development can be used as a vehicle to enable
reconciliation.
Another example would be the Municipal and Economic Development
Initiative (MEDI) of Bosnia and Herzegovina. MEDI was designed to create
democratic, non-profit associations serving a variety of community needs
– including small business development, and improvements in quality of
life and financial services – and in so doing, it increased tolerance
and cooperation between people who had been polarized around ethnicity
and brutalised by war through a program of economic development.
Not dissimilarly the setting up of the Commission for the Management
of Strategic Resources, National Reconstruction and Development (CMRRD)
in Sierra Leone was predicated on formally coupling the proceeds of
economic gain with reparation for victims – establishing a special
Treasury account for proceeds from transactions involving diamonds and
other natural resources to be reinvested back into society, such as by
providing compensation to those incapacitated by war – so progressing
the mutual goals of development and reconciliation.
Leadership in a post-conflict environment needs to be not merely
well-planned and integrated, but unprejudiced too. It needs to
acknowledge all communities and their needs, and to demonstrate empathy
and benefit for each of these communities – and for the state as a
whole. Not just the powerful or the majority. There are countless
examples of how leadership can be abused. Among them the land
occupations in Zimbabwe stands out.
Sri Lankan leadership style is traditionally authoritarian, posing
the danger that – if translated through to the post-conflict leadership
map of Sri Lanka – development might be purely macro in nature, and any
reconciliation initiatives imposed on the country. The leadership must
draw on other facets of Sri Lankan culture – such as a collectivist and
participative approach to reaching consensus. Such a style would
naturally tend to be a more participative developmental approach and
would suggest that all elements of society have the same underlying
desire for stability.
Whilst Sri Lanka has a history of authoritarian leadership, it has
also set precedents of participative approaches, with leadership
delegated to, or at least shared at, a micro level. Vidler’s (2000, The
Rise and Fall of Government - Community Partnerships for Urban
Development: Grassroots Testimony from Colombo) account of community
partnerships for urban development, for example, tells of a radical
break from conventional, top-down approaches within the government’s
Million Houses Program during the late 1980s and early 1990s.
‘Community development councils and a participatory methodology known
as community action planning meant that residents and community leaders
worked with government officers to identify problems, set priorities and
develop solutions’. Such a precedent, applied in a different context, is
perhaps precisely what Sri Lanka needs in driving forward its ambitions
for both development and reconciliation. In this regard, the
international community has an important role to play in helping to
establish a post-conflict environment which is conducive to effective
reconciliation and development, and supportive of responsible
leadership.
This requirement is highlighted by Vesna Bojicic-Dzelilovic in his
article World Bank, NGOs and the Private Sector in Post-War
Reconstruction (Newman, E & Schnabel, A 2002, Recovering from Civil
Conflict: Reconciliation, Peace, and Development) in which he argues
that the international community’s engagement in economic reconstruction
and development cannot be viewed in isolation, and that greater
appreciation of broader factors are required if entities driving
economic development are to engage effectively.
Foremost of these is a greater understanding of socio-political
change underlying contemporary conflicts and the effect this may have on
both the roles and the rules of engagement of developmental and private
sector bodies. In order to establish these off-shore relationships and
to enable reconciliation and post-conflict development an effective
leadership which could not only be trusted by the local but also the
international community is undoubtedly essential in Sri Lanka.
Certainly, this applies at the macro level; for as Funabashi (2003,
Reconciliation in the Asia-Pacific) states, ‘whatever vision is pursued,
the process of reconciliation over the past will not move forward
without appropriate political leadership of a high intellectual and
moral calibre’ Yet it also applies at a micro level; since it is up to
the local communities the individuals to rise up to make the most
profound democratic transformation of the social order which would bring
about lasting peace. The fact that a ‘silent nation, silence the nation’
should not be forgotten by us Sri Lankans. |