Here i explore how to make this framework applicable

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conflict and develop responses. Here I explore how to make this framework applicable by outlining several core practices that are useful in addressing social conflict from a transformational approach. Practice 1: Develop a capacity to see presenting issues as a window A transformational approach relies on a capacity to see the immediate situation without being overwhelmed by the demands of presenting issues, the urgency that pushes for a quick solution, and the anxieties that often develop as conflict escalates. The pursuit of broader transformational goals requires us to look beyond the immediate problems and to see these issues as a window. Just as we look through the glass, focusing our attention on what lies beyond the window, we look through the immediate issues to discover the relational context and the underlying causes of conflict. This is what some authors have called the capacity to see the difference between content of a conflict and its emotional and relational context.[5] Practice 2: Develop a capacity to integrate multiple time frames Approaching the immediate situation as a window also involves the ability to think about change without being constrained by a short-term view of time. This is not to say that short-term perspectives are never appropriate. The key is the ability to recognize the needs of multiple time frames and create strategies that integrate short-term response with long-term change. Addressing immediate episodes and broader relationship patterns requires processes with different time frames. Processes that will be effective in one case are not likely to be effective in another. For the transformation-oriented practitioner, the key capacity is an ability to recognize what sorts of processes and time frames may be needed to address the different kinds of change. Practice 3: Develop a capacity to pose the energies of conflict as dilemmas Posing conflicts as dilemmas involves shifting from an either/or frame of reference to a both/and frame of reference. In settings of sustained violence, we sometimes face what appear to be impossible decisions that involve outright contradictions. For example, those of us working in relief and aid agencies in Somalia in the early 1990s struggled with choices about where to put our energies and responses when none of the apparent options seemed adequate. Should we
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send food and relief aid even though we know armed groups will take advantage of it to continue the war, or should we not send food but then feel helpless about the enormous humanitarian plight? Far too often how we framed our questions limited our strategies. Framing choices in rigid either/or terms made it difficult to handle complexity . A shift in thinking emerged when we reframed our questions to reflect the legitimacy of different but not incompatible goals. Rather than accepting a frame of reference that posed our situation as choosing between one important goal or another, we reframed the questions in terms of interdependent goals. How can we build capacities for peace in this setting
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