Conflict Analysis

Guidelines
About the Network About DRC/DDG
The Network for Conf lict Prevention and DRC – The Danish Refugee Council – is a leading,
Peacebuilding (NCPPB) was established in April international humanitarian displacement orga-
2018 joining an international chorus of actors nisation, supporting refugees and internally
advocating for addressing violent conf licts displaced persons during displacement, in exile,
through conflict prevention and peacebuilding. upon return, or when settling and integrating in
It was established by the Danish Refugee Council a new place. DRC provides protection and life-
(DRC), Danmission, CARE, Denmark, Oxfam saving humanitarian assistance. DRC supports
IBIS, Danish Center for Conflict Resolution displaced persons in becoming self-reliant and
(CfK), and the Council for International Conflict included into hosting societies – and works with
Resolution (RIKO). communities, civil society and responsible
authorities to promote protection of rights and
The Network is aimed at Danish actors, primarily peaceful coexistence. Founded in Denmark in
NGOs, but also public and private stakeholders, 1956, DRC currently has 9,000 staff and 7,500
invested in humanitarian and development volunteers, with programmes in more than 30
projects in the Global South. Its key purpose countries worldwide.
is to generate and share practical knowledge
on peacebuilding and conf lict preventive Founded in 1997, the Danish Demining Group
programming and facilitate capacity building (DDG) is a specialist unit within DRC. DDG aims
among Danish actors. The Network intends to protect communities by reducing weapons-
to share and build best practices from actors related risks, and through efforts to reduce
engaged in conflict-affected societies, be that in armed violence. DDG works with conf lict
a thematic, strategic or programmatic manner. management, security governance, weapons
Actors engaged in work relevant to the Network and ammunition management and mine action.
have therefore been invited to join the Network DDG takes a community-led approach to its work,
since its inception. Any actor or organisation in involving local stakeholders and duty-bearers, as
Denmark, engaged in conflict-affected societies well as national authorities and parties where
and that wishes to strengthen its conf lict this is appropriate. This approach lends itself
prevention and/or peacebuilding capabilities is to working effectively in fragile and insecure
encouraged to join the Network. contexts. DDG has programmes in more than 20
countries worldwide.
The Network is coordinated by the Coordination
Group which currently consists of representatives
from Danish Refugee Council (DRC), Danmission,
Center for Conflict Resolution (CfK), Conducive
Space for Peace (CSP), Oxfam IBIS and The Council
for International Conflict Resolution (RIKO).

Cover photo ©DRC/DDG, February 2019, near Koro, Mali.

These guidelines were published in February 2020.
Table of Contents
Glossary 1

1. Introduction 3
1.1. Why is conflict analysis important? 3

2. About Conflict Analysis 5

2.1. What is conflict analysis and when is it relevant? 5
2.2. What level should a conflict analysis focus on? 6
2.3. What are the outputs of a conflict analysis process? 6
2.4. When is conflict analysis ‘good enough’? 7
2.5. Sensitivities and Guiding Principles 7

3. How to do conflict analysis? 9

3.1. What do we need to know? 9
3.2. Who should do conflict analysis? 15
3.3. Step-by-step guide to conflict analysis 16

4. Making use of Conflict Analysis 30

4.1. Introduction 30
4.2. Conflict Sensitivity Guidance 30
4.3. Programme Strategy Development and Review 34
4.4. External stakeholder engagement and policy dialogue 37

5. Bibliography 38

Endnotes 39
CONFLICT ANALYSIS GUIDELINES

Glossary

Conflict: A normal part of human interaction Conflict Sensitivity: The ability of an organ-
and that is not necessarily negative. Conflict isation to:
occurs when two or more parties believe that 1. Understand the context in which it operates;
their interests are incompatible, express hostile 2. Understand the interaction between the
attitudes or take action that damages other organisation’s intervention and the context;
parties’ ability to pursue their interests. Conflict 3. Act upon the understanding of this interaction
is an inherent part of any change process and in order to avoid negative impacts and
is therefore a normal part of development, maximise positive impacts on conflict and
especially in contexts where development peace.
requires changing oppressive power structures A commitment to conflict sensitivity is based
and addressing injustice. However, conflict on the recognition that aid provided in a
becomes destructive when parties no longer conflict affected context is not neutral. Aid
seek to attain their goals peacefully, but resort to and how it is administered can either worsen
violence in one form or another. Violent conflicts tensions or promote peace in the midst of
are not inevitable: factors take time to take root conflicted communities.
and there is rarely a single cause. Rather, they
arise from a complex set of interconnected issues Conflict Sensitivity Assessment: Analysing the
and dynamics, and run through various stages interaction between the conflict context and an
of escalation and de-escalation in a non-linear intervention. The conflict sensitivity assessment
fashion. It is violent conflict (latent and manifest) builds on the conflict analysis by looking at if
which is the focus for conflict analyses, in order the intervention is having a positive or negative
to enable action that ‘does no harm’ and when impact on the conflict. Further, the assessment
possible, contributes to mitigating destructive identifies ways to avoid an intervention having a
conflict and building peaceful societies. negative impact and examines avenues for any
positive impact to be exploited.
Conflict Analysis: The systematic study of the
context (often called profile), causes, actors Context Analysis: An attempt to understand the
and dynamics of conflict. Conflict analysis broader situation, including all economic, social
focuses on the relationships between actors/ and political factors. A given conflict influences
various groups of people. It aims to understand and is influenced by the broader context in
what causes division between groups leading which it takes place, but the conflict will have
to violence and also looks at what connects its own important dynamics that should be
different groups and enables them to co-exist understood and deserve specific focus and
peacefully, or at least manage the risk of further analysis.
violent conflict.

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CONFLICT ANALYSIS GUIDELINES

‘Do No Harm’: One of several tools for the Resilience to conf lict: The mechanisms,
application of conflict sensitivity to aid policies capacities, processes, structures, assets and
and programmes. The term ‘do no harm’ is strategies that allow individuals, communities
widely used and abused in the aid field. It is and wider societies to prevent and manage
often used in a broader sense than originally conf lict. This also includes a community's
intended to cover a wide range of issues not capability to resist the influence of actors who
related to conflict. The ‘Do No Harm’ framework seek to sow or exacerbate division between
helps organisations to understand the complex groups of people in a context (spoilers).
relationships among groups in their context
of operation, using Dividers and Connectors Theory of Change describes how and why an
(explained below) as an analytical method; helps organisation aims to create a transformation
organisations understand how its programmes in a specific context. It is the product of a
and policies will interact with the specificities of participatory process which brings together
its operational context; and gives practitioners a staff, partners and other relevant actors and
starting place for adapting their interventions to encourages them to think critically about a
minimise negative impacts of programming and specific context, what changes are needed and
operations and build upon their positive impacts. how these are to be achieved.

Connector: Things that bring people together Zone of Influence: The area(s) impacted by an
despite their differences. Connectors decrease organisation or activity, including political,
suspicion, mistrust and inequality in a society. economic, security or other relationships
through which an organisation has the ability to
Divider: Things that increase tension, division affect the decisions or activities of individuals or
or capacities for violent conflict between groups organisations. Different types of activities have
of people. Dividers increase suspicion, mistrust different zones of influence. For example, the
or inequality in a society. zone of influence with respect to procurement
or recruitment may be broader than the zone of
Local Peace Actors: Local institutions, organ- influence in relation to target communities for
isations and individuals who have the legitimacy direct material assistance.
and capacity to contribute to conflict prevention
and management and strengthen inter-group
connections.

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CONFLICT ANALYSIS GUIDELINES

1. Introduction

The Danish Refugee Council (DRC) and its 1. Explaining the importance of conf lict
specialised business unit, The Danish Demining analysis for programming and external
Group (DDG) have conducted conflict analysis stakeholder engagement and policy dialogue
through its programmes in various contexts over work (Chapter 1).
time, but there is no clear understanding of the 2. Clarifying what conflict analysis entails,
role of conflict analysis in DRC’s programmatic when and where it is relevant and how to
work.1 The lack of streamlined protocol for deal with sensitivities related to conducting
the analyses has impacted the quality, and the conflict analysis. It also outlines the guiding
ways the analyses are used varies significantly. principles in carrying out conflict analysis
A key short-coming often noted by DRC staff is (Chapter 2).
that conflict analyses are treated as stand-alone 3. Summarising the knowledge conflict analyses
activities which, once completed, are not used are intended to generate, how and by who the
systematically.2 Programme staff have stressed necessary information should be gathered
the need for better guidance and technical and analysed, and a detailed step-by-step
support both in the design and implementation description of a conflict analysis process
of conflict analysis to ensure it is properly used (Chapter 3).
in DRC programming, external stakeholder 4. Providing guidance on how to use conflict
engagement and policy dialogue work.3 Also, it analysis to design and implement relevant and
is crucial that conflict analysis be worked into conflict sensitive programmes (Chapter 4).
programme cycle management procedures and
that it is regularly undertaken so as to inform These guidelines draw extensively on DRC’s
operational adaptation as situations change. internal tools, international best practice and
common methods for conflict analysis,4 as well as
These guidelines provide guidance on how to DRC and other Network members’ experiences of
carry out conflict analysis and make use of it conducting and using conflict analysis.
for programming. While the guidelines were
developed for DRC programme staff, they were
produced in the context of the Danish Network for 1.1. Why is conflict analysis
Conflict Prevention and Peacebuilding and draw
important?
on Network members’ inputs. The guidelines aim
to provide easy to use, relevant guidance for NGOs, Responding to violent conflict is at the heart of
international organisations and partners, who international humanitarian response, as NGOs
can adapt the guidelines to fit their organisational and agencies are committed to ensure their
processes and needs. The document explains work is conflict sensitive and ‘does no harm’
why and when conflict analysis is important for and because the International Community
a humanitarian or development NGO and shows recognises the need to: “stop just dealing with the
how conflict analysis can be carried out and used. consequences of displacement, and seriously start
The document aims to achieve this by: tackling its root causes”.5

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CONFLICT ANALYSIS GUIDELINES

The causes of contemporary conflicts and the context and act upon that understanding
displacement situations in which humanitarian to ensure that risks of negative impact are
organisations operate are multi-faceted, context- mitigated and opportunities to contribute to
specific and require different strategic responses peace are maximised. Conflict analysis is not a
by communities, states, and international ‘nice to have’, but a ‘must have’ when engaging
stakeholders including humanitarian, in all conflict affected or conflict prone
development and peacebuilding actors. It is settings.
critical that action and dialogue among these 3. To inform your organisation’s exter nal
actors become more nuanced, contextually stakeholder engagement and policy dialogue.
relevant and evidence based in order to address A conflict analysis provides a foundational
root causes and achieve durable solutions for understanding of why a given conflict occurred
displaced persons and affected populations. or may occur if certain preventive measures
NGOs working in conflict-affected communities are not put in place. It is a tool for sensitising
around the world need conflict analysis for three and raising awareness among internal and
main purposes: external stakeholders and is an important
1. To inform current and future project design. basis for efforts to influence duty bearers and
Conflict analysis should contribute to ensuring donor policies and practices.
that programming is relevant to addressing
the needs and challenges in the specific areas Conflict analyses have to meet two main criteria:
your organisation works in. It should do this • Be ‘fit for purpose’ meaning that the outputs of
by generating insights and recommendations conflict analysis processes are as directly and
upon which intervention strategies can be practically useful as possible, within existing
based and provide directly useful input to the time and resource constraints;
development and review of programmatic • Be ‘good enough’, meaning that while the
Theories of Change. conflict analyses may be non-comprehensive
2. To enable your organisation to be conflict they provide reliable insights, and generate
sensitive (see glossary). Only by understanding actionable and practical recommendations
a conflict context can we begin to understand for programming and advocacy.
how our interventions interact with that

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CONFLICT ANALYSIS GUIDELINES

2. About Conflict Analysis

This Chapter describes what conflict analysis significant changes to that context. Contextual
is, when it is relevant, at which levels it can be changes that do not immediately appear to relate
conducted, what the outputs should be, and to conflict may still be very relevant if they affect
which principles should guide it. particular groups or power dynamics between
groups, which in turn could contribute to rising
tensions and/or increasing risks of (violent)
2.1. What is conflict analysis conflict. This can be especially true for women
and young people, highlighting the importance
and when is it relevant?
of integrating gender and other intersectional
Conflict analysis is the systematic study of the elements (age, ethnicity, etc) into the analysis.
causes, actors and dynamics of conflict within a Scenario development, which can be part of a
particular geographical context. It focuses on the conflict analysis (cf. Chapter 3.1.), can be a useful
relationships between actors and the obstacles tool when planning in contexts where important
and opportunities for these to solve differences events are forthcoming. For example, scenario
in a peaceful and mutually acceptable manner. development can be useful before an anticipated
It aims to understand what causes division drought, refugee return process or before
between groups leading to violence, as well significant political or economic events such as
as the sources and drivers of communities’ elections, devolution processes or large-scale
resilience to conflict. In other words, conflict economic development projects.
analysis explores both what divides different
groups a nd how conf lict esca lates a nd A conflict analysis should be updated on a
deescalates, as well as what connects them and regular basis with the involvement of key staff,
enables actors to prevent, manage and reduce partners and local stakeholders, in order to
violence. Conflict analysis must incorporate ensure that the analysis remains relevant. While
gender and other intersectional elements (age, this can be done in other forms than extensive
ethnicity, etc), considering dynamics in conflict- written reports, it is important that the updated
affected communities as well as structural information be logged and shared with the
causes of gender inequality. relevant internal and external stakeholders
(depending on the analysis’ objective), so
Conflict analysis is relevant in most contexts that your organisation can maintain its
where humanitarian NGOs and agencies operate, understanding of the evolving context and its
including in situations of relative calm with latent programmesʼ impact on the context. Where staff
or low-scale conflict, such as refugee camps technical capacity and internet access allows,
in generally peaceful societies (eg. Tanzania online conflict analysis tools can be utilised6, but
or Greece) or in contexts of outright war such this is no replacement for participatory exercises
as South Sudan and Syria. Conflict analysis is like workshops involving staff, partners and
particularly important when your organisation relevant local experts, as these ensure that
enters a new context or when there are those who need the information also own

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CONFLICT ANALYSIS GUIDELINES

and internalise it. It is a good idea to schedule 2.3. What are the outputs of a
conflict analysis updates to feed into design,
conflict analysis process?
redesign, mid and end-term evaluation periods
of programme cycles so that they are done in a When NGOs and agencies do conflict analysis it
timely manner. often leads to the production of long and detailed
reports written in a semi-academic style in
English. While this may be useful for capturing
2.2. What level should a complexity and detail, it may prove inappropriate
for the purpose of informing conflict sensitive
conflict analysis focus on?
programming and providing timely input to your
Conflict analysis can be carried out at various organisation’s external stakeholder engagement
levels (local, sub-national, national, regional, and policy dialogue efforts. A fundamental
global) and it is always important to consider challenge is that many intended internal and
the connections between these different levels, external audiences rarely read the reports due
as for example social, political and economic to lack of time caused by high workloads, lack
interests of neighbouring countries can be of prioritisation of quality programming driven
crucial factors driving violent conflict in a local by solid contextual analyses, and difficulty to
area. Conflict analysis should further analyse link the report (often produced by either an
intersecting power dynamics, including in external consultant or an in-house specialist)
relation to gender, age, class, and race. However, to the process of programme design. As a
it is important to avoid an excessively broad result, conflict analysis reports are often under-
scope of analysis, otherwise it may not be utilised and come to be seen as final outputs
useful for your organisation’s programme and in themselves, rather than as critical tools to
external stakeholder engagement purposes. It is achieving strategic programme objectives.
important to be aware that local conflict issues
and dynamics may not be mere reflections of The outputs from a conflict analysis process
those at national or regional level, although should be fit for the specific purpose envisaged
these generally will play an important part. by the relevant programme team. It should
Similarly, it is important to acknowledge be as easily and directly useable as possible
that conflicts within countries can have very for programming or/and external stakeholder
important external dimensions, which need to engagement purposes by the programme team.
be understood. This aim for the analyses’ utility will impact
the language, style, structure and format of
It may be most useful to focus conflict analysis the outputs. An in-depth multi-levelled conflict
on the specific areas that your organisation analysis report which seeks to capture all the
targets. This is the main ‘zone of influence’, different interrelated factors contributing to
where activities and operational set up impact conflict may not always be the most useful
(positively or negatively) on local conf lict output, especially if it is unlikely to be read
dynamics, and where conflict analysis can help and understood by primary stakeholders like
make sure that interventions are as relevant to programme and field teams. A shorter more
the local conditions as possible. narrowly focused repor t, a summar y of
key conflict issues and/or a combination of
presentations, workshops or other outputs
may be more useful for ensuring shared

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CONFLICT ANALYSIS GUIDELINES

understanding of local conf lict dynamics Dividers and Connectors, would suffice. If a
among programme teams and other relevant project seeks to address root causes of conflict
stakeholders (partners, donors etc.). and the aim is to conduct programming that will
incorporate peacebuilding objectives, a more
comprehensive conflict analysis will be necessary.
2.4. When is conflict analysis
‘good enough’?7
2.5. Sensitivities and Guiding
Donors, implementing agencies and practitioners
Principles
are confronted with time and resource
constraints, especially when they operate in fast- Conflict analysis requires a great deal of care
evolving emergency and fragile contexts with and sensitivity due to the highly political nature
high propensity for conflict. It is therefore useful of the information gathered and the often
to consider and ask: how can your organisation contested interpretation of events between
develop quick and affordable yet credible and different groups. It can sometimes be politically
reliable analyses of a given conflict setting/context insensitive to use the term ‘conflict analysis’
so that your programmes and operations are well- and to raise issues of violent conflict when
informed, evidence-driven and conflict sensitive? dealing with governments and other agencies.
One way to get ahead of this issue may be to
In many ways, the answer will depend on the avoid the word ‘conflict’ altogether, and instead
purpose of the analysis. However, it is generally rename the analysis as ‘context analysis’ or
agreed that if the organisation does not intend ‘context sensitivity’, ‘Do No Harm’, or a study on
to address conflict factors directly, and will use ‘community relations’, especially in a localized
the analysis to implement humanitarian or study that is effectively focused on learning
development programmes in a conflict context, about group or ‘community’ relations.
a ‘good enough’ conflict analysis, considering

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CONFLICT ANALYSIS GUIDELINES

Box 1: Guiding principles for conflict analysis that should inform conflict analysis
approaches and methods
1. Defined purpose: Given the sensitive nature of conflict analysis, the specific purpose (and the resulting information needs) must be
clearly defined and communicated at the onset. Working based on a clearly defined purpose will aid decision-making at the analysis
design phase, including possible risk-mitigation measures in relation to management of sensitive data.

2. Demystification and adding nuance: A key principle for good analysis should be a commitment to demystify commonly held
stereotypes and misperceptions, while adding nuance to often over-simplistic and problematic conflict narratives. This means
challenging mainstream narratives, defying preconceived ideas and, above all, rejecting simplifications.

3. ʻDo No Harm’: Conducting a conflict analysis is an intervention in itself. Research is not a neutral activity and analysis of causes
and drivers of conflict involves highly contested issues. It is critical to be conflict sensitive and be guided by the ‘Do No Harm’
principle at all times.

4. Participatory and process-oriented: Participation of local actors in the preparation, implementation and application of conflict
analysis is central to ensuring high quality and ownership. Local actors’ knowledge is a key source of data and their perceptions,
experiences and ideas are essential to generating good analysis and sustainable programmatic interventions. External conflict
analysts may not have as detailed knowledge and information as local actors but can guide, facilitate and strengthen the analysis
process through questions and observations, remaining observant to the visible and hidden power dynamics in the context. For
those actions seeking to contribute more directly to peacebuilding, participatory conflict analysis can be an important starting
point in the process of engaging community stakeholders and allows jointly charting the peacebuilding efforts going forward.

5. Coaching and mentoring staff: Where your organisation has a strong operational presence, your local field staff play a
central role in data collection and analysis (see Chapter 3.2). Because they will often be the ones to use the conflict analysis,
field staff should be involved in the conflict analysis process from the start and feel ownership over findings, analysis and
recommendations. The conflict analysis process should be an empowering exercise for field staff and the lead conflict analyst
should seek to provide coaching and mentoring at all stages.

6. Multi-perspectives: A good analysis will provide multiple perspectives from the different actors in a conflict, recognising the
importance of both subjective views and perceptions in how conflicts are framed. Because of the risk of bias, data collection and
analysis should be based on information from a full range of actors in the geographic area of research (and beyond, ensuring
links between the local level and national/regional levels, as needed).

7. Gender and Diversity Analysis: A gender and diversity perspective should be integrated in the conflict analysis process, from
design, to data collection and analysis. This includes being aware of who was involved in planning and executing the analysis,
determining potential ways to access gender-sensitive information and using gender-sensitive questions that can reveal different
roles, capacities and vulnerabilities of men and women in conflict (see Chapter 3.1).

8. Applied programmatic and operational recommendations: Conflict analysis should inform programme development and
review so that your organisation’s engagement in a context is relevant, effective, sustainable and conflict sensitive, and so that it
provides concrete benefits to local communities. Once the analysis is compiled, presented, and approved, sufficient time and
resources should be allocated to adapt interventions to fit the recommendations of the analysis (see Chapter 4). When a conflict
analysis is carried out which engages local actors, the results should be shared with them and the outputs of the analysis must
be put to good use, in order to provide concrete benefits to local communities.

9. Ongoing and regularly updated: Conflict analysis should not be a one-time exercise to be completed during the programme
development phase and then forgotten. Rather, the understanding of the conflict should evolve over time, and the documented
analysis should be updated regularly as an integral part of programme work (Chapter 4.2).

10. Joint analysis with other actors: Better understanding of conflicts and better responses come from joint thinking and
planning among those from different fields (local, national and international staff, technical experts from different sectoral fields,
researchers, programme and support staff, etc.). This also encourages coherent and coordinated responses.

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CONFLICT ANALYSIS GUIDELINES

3. How to do conflict analysis?

This Chapter provides an overview of the key be able to do to contribute to the management
elements of a conflict analysis, including its and transformation of destructive conflicts. To
context, causes, actors and dynamics. The ensure such an understanding it is important
Chapter advises on who should be involved in to analyse how conflict manifests, why there
the process and provides step-by-step guidance is conflict, who is involved and affected, what
on carrying out a conflict analysis. perspectives and resources drive or enable
their behaviour, and where and when conflict
is taking place or is likely to occur. The key
3.1. What do we need to elements a conf lict analysis should cover
include Causes, Context (or profile), Actors and
know?8
Dynamics (see illustration).
A conflict analysis should help your organisation
understand the causes and impacts of conflict History and contextual factors
between groups in a specific area, how your To understand a conflict, it is important to
organisation can avoid negatively impacting analyse the history and contextual factors that
on conflicts and what your organisation may have shaped it. This is sometimes referred to as
the conflict ‘profile’. Establishing a good overview
of intergroup relations in the context and
understanding how these have changed over time
is essential to the process. Conflicts go through
CONTEXT different stages and vary in intensity over time.
profile Conflicts may not always be visible or actively
violent but that does not necessarily mean that
ics

dy

they are not important. Conflicts that are not

dynam

nam

active or overtly visible must be still addressed

in order to prevent an escalation to a point where
ics

they cause serious harm to communities and

lead to forced displacement. Both violent conflict
actors causes and stable peace are complex social phenomena.
While there are some common patterns it is
essential to acknowledge that each conflict
context is unique and must be understood
d y n a m ic s independently or else the response will not be
relevant. It is equally important to understand
why violent conflict emerged, why there have
Image 1: Conflict analysis components been periods of peace and how conflict has been
Source: International Alert et al. (2004). managed and violence prevented.

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CONFLICT ANALYSIS GUIDELINES

To understand why there is conflict in an area, it Conflicts are multi-dimensional phenomena and
is important to recognise that most conflicts are should be understood as the result of complex
multi-dimensional and highly complex. Formal interactions between various factors and actors.
and informal political, economic, social, cultural, It is important to avoid simplistic political and
environmental and security institutions and security-based understandings of conflict and be
structures will need to be identified and analysed open to the potential importance of a broader set
as they relate to both conflict and peace. of issues. One way to do this is by mapping out
the causes and consequences of violent conflict
Contextual factors that will often be important along thematic dimensions, such as political,
to consider include the following: governance, economic, security, environmental,
• The relationship bet ween conf lict and gender, social, religious and cultural etc. These
displacement in and out of the context. categories can be grouped and named in
This will include what caused displacement whatever way is most appropriate in the context.
of what groups at what times and how
displacement has impacted on inter-groups There are different layers of conflict causes.
relationships over time. Structural causes of conflict are the pervasive
• The impact of conflict and violence at various factors that have become built into the policies,
levels from the individual to community and structures and fabric of a society and may create the
national level. It will be particularly important pre-conditions for violent conflict. Some examples
to develop a good understanding of what life is of structural causes include illegitimate
like for different groups of people in the context governments, poor governance, narratives of
as this can help informed targeting. clan superiority, competition for resources, lack
• What are the methods used in the conflict? of equal economic and social opportunities,
(e.g. exclusion, weakening, intimidation, culture of violence etc. Proximate causes are
violence, invitation to dialogue etc.). What the factors contributing to a climate conducive to
are the types of violence used and the targets violent conflict or its further escalation, sometimes
of violence? apparently symptomatic of a deeper problem.
• The geographic aspects of the conflict – Some examples of proximate causes include
including the degree to which different areas an uncontrolled security sector, availability of
have been directly or indirectly affected firearms, human rights abuses, drug abuse, the
by violence and if there are areas where destabilising role of neighbouring countries,
communities have been resilient to conflict war economy, refugee flows, massive population
(so called ‘islands of peace’) and what makes movements etc. The effects of climate change
those ‘islands' possible. (including water shortage, food insecurity and
more frequent natural disasters) should also be
Causes of conflict and peace taken into consideration as they may compound
Understanding why there is conflict or why the factors that drive violent conflict.9 Triggers are
communities are resilient to conf lict in a single events that may escalate or trigger violent
particular context is essential to identifying conflict. Some examples of triggers include food
relevant programmatic responses and whether cuts in a refugee or displaced persons’ camp;
these will focus on working on or in conflict. minor disputes between children from different
This involves identifying what it is that divides communities that escalate intergroup tensions;
groups of people, as well as what it is that unites failure to make reparation payments between
them and makes them resilient to conflict. clans; etc.).

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CONFLICT ANALYSIS GUIDELINES

The concepts of Dividers and Connectors are according to the categories in Box 1. Either
very useful for conflict analysis as they are easy approach can work but unless the analysis is
to understand and use in participatory conflict done primarily to ensure conflict sensitivity
analysis processes and are central concepts using the Do No Harm approach, this guideline
in conflict sensitivity analysis (see glossary recommends structuring the analysis around
for definition). The concepts of Dividers and ‘dimensions of conflict’.
Connectors help identify both causes of conflict
as well as sources of resilience to conflict. Actor analysis
Conf lict is essentially about relationships
Dividers and Connectors are context specific between and within groups of people. A conflict
and can change over time. They can relate to actor can be an individual, group or institution
the big issues that an analysis of ‘structural’ and contributing to conflict, affected by conflict positively
‘proximate’ causes would also identify, and they or negatively and those engaged in dealing with
can be very specific day-to-day issues that divide conflict. This includes both victims of violence
or connect individuals across conflict lines, and perpetrators of violence. Developing an
such as derogative language (Divider) or a local overview of who the important actors in a
shop or community centre that helps maintain context are, how they see and engage with each
interaction between people from different other and what divides and connects them is
groups (Connector). For your organisation to core to any conflict analysis and to ensuring
be conflict sensitive, it is important to identify conflict sensitivity and relevant programming.
both the ‘big’ issues and the ‘smaller’ day- This is sometimes referred to as stakeholder
to-day issues and it can be useful to identify analysis. See one example of an actor map,
Dividers and Connectors under each of overleaf.11
the dimensions (political, socio-economic,
cultural, environmental etc.) of the conflict.10 The most relevant types of actors will depend
Alternatively, the Do No Harm framework on the scope of the study. For instance, if a
advises identifying Dividers and Connectors conflict analysis focuses on refugee and host

Box 2: Categories of Dividers and Connectors according to the ʻDo No Harmʼ framework
1. Systems and institutions: Formal and informal forces that either connect people or promote difference and division between them.
Systems and institutions can either be inclusive or exclusive, perceived as legitimate by all or just by some of the people in a society.
2. Attitudes and actions: The things people say and do. People can promote connection or division through their actions or their
attitudes. These attitudes and actions can be small scale (how groups interact in a community) or large scale (what national-level
politicians say).
3. Values and interests: The things that are important to people, their concerns, their principles, and their standards such as shared
values and common interests that connect people and different values or competing interests that divide them.
4. Experiences: Shared experiences can unite people across lines of division. Different experiences of a singular event can shape people’s
perceptions and create positions of division in a society. Community experiences are the source of how that community understands
itself and its history.
5. Symbols and occasions: Symbols (e.g. the national flag, football team, religious rituals, norm of hospitality towards strangers) and
occasions (e.g. holidays) can unite people across lines of division, or further divide them. Symbols and occasions should be analysed
not only for what they are, but for what they represent to people and whom they include (or exclude, as the case may be).

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ACTOR KEY
C Actors involved in the conflict or on the issue
ACTOR under analysis. Size=power related to the issue
B under analysis
Links/fairly close relationships
ACTOR
F ISSUE An alliance
ACTOR Informal or intermittent links
A
Predominant direction of influence or activity
Discord/conflict
ACTOR
E Broken connection

Issues, topics or things other than people

OUTSIDE
ACTOR
ACTOR D
External actors which have influence but are not
directly involved

Image 2: Actor map

Source: Fischer et al. (2000).

community relations, social groups would others, have multiple and constantly changing
include the different host communities (as per positions and roles. Finally, mapping ongoing
local understandings of what constitutes the responses by humanitarian, development and
host community), refugees (acknowledging they peacebuilding actors is vital.
are not monolithic nor unified groups), different
levels of government, different security actors Conflict dynamics, trends and scenarios
(e.g. police, military), local leaders, traditional To identify opportunities to mitigate and
authorities, private business and civil society. transform conflict, analysis can be used to
Identifying potential spoilers who are actors with capture conflict trends (e.g. short-term triggers
interest in continuing or perpetuating conflict is and longer-patterns) and assess the likelihood for
often critical but should be considered carefully conflict to increase, decrease or remain stable.
and with sensitivity. It should be recognised This requires gathering information on threats
that conflict actors are always multifaceted to peace which are factors that may prove
and fluid, having different positions and roles threatening and worsen dynamics in the future
in different situations, and that these positions and on resilience to conflict 12 which are factors
and interests are likely to change over time. It is that make the community abler to manage conflicts
also important to try and engage those who may non-violently and resist efforts by conflict actors to
be less visible or marginalized in certain ways, mobilise communities against each other. Identifying
such as women, young people, and the elderly. It risks of conflict escalation and opportunities
is also critical to identify local peace actors who to reduce tensions and increase resilience to
are people who have the capacity to strengthen conflict should be included in conflict analyses.
community resilience to conflict and promote Developing a limited number of possible short-,
peace and stability. However, it is important medium- and long-term scenarios for how a
to bear in mind the potential politicisation conflict will develop, and assessing how realistic
of the ‘peace’ label and that such actors, like they each are, can be extremely useful.

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Box 3: Key actor analysis questions to explore

1. Who are the different groups of people and actors in the context and how can their relationships best be described? What are their
interests with regards to the conflict(s)? What are their incentives and disincentives to take up violence or promote peace?
2. How do the different key groups perceive each other? This is important in order to understand what type of action towards the other
group will be perceived as meaningful. What is the history of relationships between these groups? What important events have shaped
the different relationships?
3. What are the different key actors’ capacities to affect the context? How does power influence the positions of key actors and
relationships between groups?
4. How do the different actors use Dividers to exacerbate conflict? How do different actors use Connectors to encourage peace?
5. Who have the capacities to influence the conflict positively (local peace actors) or negatively (spoilers)? It is also useful if the analysis
can identify Champions of Change in relation to the core problem that your organisation would like to address in the context as this
helps in subsequent efforts to develop or review a Theory of Change.

Considerations for gender and demographic identity markers such as age, class
diversity-sensitive analysis13 and race. These then create diverse notions
Within a population not all persons affected of masculinity and femininity in a context
experience conflict in the same way. Gender and determine the roles, power and resources
refers to the socially constructed characteristics for females, males and other identities in any
of women and men – such as norms, roles and culture. This significantly shapes the extent
relationships of and between groups of women and to which people are vulnerable to, affected by,
men.14 While describing the term ‘gender’ in respond to and recover from conflict, and impact
relation to the socially constructed categories their coping strategies and risk of being exposed
of men and women respectively, it is important to targeted violence, exploitation and abuse.15
to operate with awareness that gender is not It is essential to understand gender norms in
binary, that terms and definitions related to conflict contexts as they shape and are shaped
gender and sexuality are diverse and continue by conflict and peace. Gender and diversity
to evolve. There may be instances where people analysis explores how the needs, capacities and
identify with one or a variety of gender roles. coping strategies of women, men, boys and girls
are impacted differently in the face of conflict.16
Gender as an organising principle of social life It examines relationships between people of
connects to other principles (class, race, age, different genders in their diversity – their roles,
ethnicity etc.) and is reflected in all spheres responsibilities, access to resources, control over
of social life, in families, in communities, in resources and the constraints they face relative to
organisations, and so on. Gender norms which each other. Conflict analysis should both identify
are standards or patterns of social behaviour to how the experiences of conflict differ according
which people may experience significant pressures to to gender and diversity factors as well as explore
conform develop in interaction with other socio- how gendered social norms and structures
impact the root causes of conflict. This includes
There is an increasing recognition that the causes analysing whether and how gender norms
of conflict are gendered, and that applying a gender may be driving conflict and/or strengthening
perspective in any analysis is essential to tackling communities’ resilience to conflict.
conflict at its roots.
To avoid simplistic conclusions about the
Conciliation Resources, 2019.
roles of men and women it is important to

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CONFLICT ANALYSIS GUIDELINES

pay attention to the concrete ways that men • The self-image of women and men and the
and women play a role in fuelling conflict or (expected) behaviour of women and men,
building peace, as well as how the conflict their acting, speaking, clothing, etc.
impacts differently on different women and • The power relations between women and
men across diversity factors.17 men, women and women, men and men and
how these influence and are influenced by
Gender-sensitive conflict analysis helps us to conflict.
understand how gender relations impact conflict • The drivers of conflict and violence, as well
and vice versa, and answers a range of key as opportunities for peace, as modulated by
questions, such as: gender roles and norms.
• The socioeconomic activities performed
by women and men. Their tasks, roles and A gender and diversity-lens in conflict analysis
responsibilities. should consider the intersection of identity
• The degree to which women and men have markers, including age and cultural diversity,
access to and control over resources, rights and how these influence actors’ roles in conflict
and a voice. and peace, including their approaches to conflict
management and peacebuilding. Cross-cultural

Box 4: Checklist for gender and diversity sensitive conflict analysis

Gender perspectives and other identity markers should be integrated into all stages of a conflict analysis process. The
following questions raise gender and diversity considerations for different phases and tasks:
1. Have both men and women (and members of different groups) been actively involved in determining the overall purpose and
ultimate uses of the conflict analysis to be produced?
2. Have both men and women (and members of different groups) been engaged in data gathering activities? Are they aware of
the gender dimension and able to gather gender-sensitive data? If not, will trainings be provided to increase their capacity?
3. Have the views of both women and men (and members of different groups) been elicited?
4. Have both women and men participated actively in analysing the data gathered and applying the analytical tools and
frameworks?
5. Are there practical problems in gathering data, conducting interviews and related tasks which are rooted in gender roles (or in
roles of different groups) as practiced in the society and have ways been found to address these problems?
6. Has the resulting conflict analysis been validated by both women and men (and members of different groups)?
7. What does the conflict analysis itself reflect regarding differential impacts of the conflict on women, men, girls, boys, youth,
elderly, members of different groups (etc.)?
8. Has the analysis process revealed any gender-based differences (or differences based on other identity markers), in terms of
particular roles for men or women (or different groups) in promoting peace or addressing specific conflict factors?
9. Has the analysis revealed specific dynamics of the conflict that empower or disempower women and men (or members of
different groups) in certain ways based on their gender or other identity markers? Could these dynamics assist a sustainable
preventive action process?
10. Are the outcomes of the gender and diversity analysis followed-up, i.e. are gender and diversity sensitive early response options
developed as part of a preventive action plan?

Source: Adapted from Global Partnership for the Prevention of Armed Conflict (2015).

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CONFLICT ANALYSIS GUIDELINES

differences in norms, values and beliefs influence by external research consultants, in situations
how people perceive and resolve conflict. when they may be able to provide a less biased
view of the context, or when there is no in-
Conflict sensitivity risks and house specialist. When this option is chosen it
opportunities is important to provide the consultant with clear
While each conflict context that aid agencies guidelines for how to engage, involve and work
operate in is unique, there are some common closely with local teams. It is important that
patterns that are useful to be aware off (see their knowledge feeds into data collection and
Chapter 4.2). For your organisation to mitigate analysis, and that field teams are on board with
risks of doing harm it is important to map out the analysis, recognize its future use and will
the past interaction between aid interventions engage with the findings and recommendations.
(including your own) and conflict, identify Therefore, the lead researcher (whether internal
lessons learned and develop recommendations or external) should be aware of the importance
for efforts to conflict sensitise your own and of formal coaching and mentoring, which
other actors’ programming in the context. should be explicit in the Terms of Reference
and any inception report. A local co-analyst
should be identified in the field location who
3.2. Who should do conflict will be involved in planning, implementation
(fieldwork), analysis of findings, reviewing of
analysis?18
drafts, validation exercises and presentations in
A conflict analysis should be conducted in the field location and capital. In order to ensure
a way that maximises the involvement of ownership of the process and its outcomes, the
your organisation’s staff in the country (and conflict analysis should be managed by a senior
local areas) as well as local partners when in-country staff member who can draw on the
appropriate. This is important to ensure advice of in-house specialists and advisers.
ownership and use of the analysis. For a conflict
analysis process to be successful and produce a Profile of research team
useful product, it is important to involve people The number of people implementing the
with specialist technical capacity in conflict conflict analysis will differ depending on the
analysis. The specialist should not be viewed as scope and budget available. It is important to
a conflict expert with superior understanding of consider both what professional and language
the concrete conflict to local actors, but rather qualifications are required and how the research
as a facilitator of a process of information team members are going to be perceived in
collection and analysis involving a wide range the target area. Identity markers including
of local stakeholders. The members of a conflict gender, nationality and communal and political
analysis team should collectively have both identity matter, and team members will need
strong technical expertise in conflict analysis to be able to interview different segments of
and strong contextual knowledge. the local population and not be perceived as
biased towards any particular group. In some
Ideally the technical expertise is represented by circumstances, it is not advisable that local
an in-house conflict analysis specialist, as his/ people take a visible role in conflict analysis for
her understanding of the organisation will be political and/or safety reasons.
helpful. A conflict analysis can however be done

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CONFLICT ANALYSIS GUIDELINES

3.3. Step-by-step guide to The desk study may, for example, continue
simultaneously with the field research and the
conflict analysis
quality assurance stages until the finalisation of
The conflict analysis process can be organised into the conflict analysis outputs. See illustration and
seven main stages. The first is the preparatory summary of the different stages below.
stage, during which decisions have to be taken
concerning the purpose, scope and expected Stage 1: Identifying the purpose, type
outputs of the analysis, as well as how these should and scope of a conflict analysis19
be used. The second is the process design and The type and scope of the conflict analysis
planning stage, where a research methodology required is based on both the intended purpose
is developed and the different analytical stages of the analysis, the type of intervention and the
are carefully articulated and prepared. The context as well as practical constraints such as
third is the desk study stage during which resources and time available.
existing information and analysis is collected
so that the field research stage can be focussed Start the conflict analysis on the right track by
on validating existing knowledge, filling in gaps holding an initial internal meeting with key
in knowledge and bringing analysis up to date. programme staff, Conflict Analysts and relevant
The fourth stage is when the field research takes global advisors or specialists. The meeting
place. The fifth is the data analysis and output should focus on ensuring clarity about purpose,
production stage. The sixth is the qualit y scope and methodology of the conflict analysis,
assurance stage, which includes validation and time frames and roles. This information is then
peer review processes. The seventh and final captured in a Terms of Reference (ToR) for the
stage (which is covered in Chapter 4) focuses on conflict analysis which will form the basis for ToRs
making use of the conflict analysis to inform of the different persons involved in conducting the
programming and/or policy engagement analysis, including the lead analyst.
efforts. In practice the different stages overlap.

Time

2
Stages

Image 3: Stages in Conflict Analysis

Source: Adapted from Oliva, F. and L. Charbonnier (2016).

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CONFLICT ANALYSIS GUIDELINES

Table 1: Summary overview of the stages and elements of a conflict analysis process
Stages Elements
1 Identify • Definition of purpose and objectives.
purpose, type • Identifying the scope of the analysis.
and scope of
• Identify resources: budget, time frame and personnel.
analysis
• Identifying type of conflict analysis (Rapid or Standard).
• Identifying team involved (identification of personnel to be involved, their roles and responsibilities.
• Develop the ToR for the conflict analysis process.
2 Process • Planning of the conflict analysis process.
design and • Methodology design.
planning
• Arrangements for safe access for research team.
• Ensure staff buy-in and active participation throughout the process.
3 Desk research • Collect and review existing literature on conflict and engagement of aid agencies in the target
area.
4 Field • Kick-off meeting with field staff and partners (if appropriate).
research: Data • KIIs and FGDs.
collection
• Analysis workshops.
and initial
analysis • Participatory GIS mapping (if included in the methodology).
• Identification of preliminary findings.
• Debrief with field team.
5 Data analysis • Data analysis.
and report • Review and finalisation of findings.
write up
• Write-up of report and other outputs.
• Production of programmatic and operational recommendations on conflict sensitivity,
programme/project strategy and external stakeholder engagement.
6 Quality • Validation meetings in the field locations and in capital city (if appropriate).
Assurance • Expert peer review.
Source: Adapted from Oliva, F. and L. Charbonnier (2016).

Purpose: Identifying problem and outputs organisation deliver assistance impartially and
needed avoid having its interventions produce unintended
The first step is to ensure clarity about why the negative consequences or misperceptions among
specific conflict analysis is needed and how it parts of the local population.
will be used. Is it to ensure conflict sensitivity of
a particular project? Or is it needed to inform a A good starting point is to identify the problem or
country strategy or programming in a specific issue that makes it relevant for your organisation
area? Or will it inform policy dialogue? Or is it to engage in a particular context or on a
a combination of these? For instance, if your particular issue. For example, if there has been
organisation is involved in delivering food or a rapid influx of refugees into an area or existing
providing shelter in a humanitarian emergency, refugee camp, this may cause tensions among
it will probably be useful to know more about refugees and between refugees and local host
the composition of and hierarchies amongst communities. Understanding these tensions,
beneficiaries and map their relationships with how your organisation can avoid exacerbating
other nearby communities (e.g. a stakeholder them and what could be done to mitigate them
analysis). Such an understanding would help your will not only help you avoid doing harm, but can

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CONFLICT ANALYSIS GUIDELINES

Box 5: Stage 1: Guiding questions

• What is the purpose of the analysis?
level while recognising and analysing important
• How is it going to be used?
linkages with other levels (e.g. regional and
• Why is the analysis being undertaken now? E.g. has
national).
something changed?
• Which analysis has been produced so far and is it still
relevant? Defining the scope of analysis is a significant
• Which specific relationship/s or conflict(s) do(es) the step in the design phase in terms of determining
analysis examine? whether a specific thematic area will be addressed.
• What are the particular issues that the analysis should A poor choice at this stage can compromise the
focus on? relevance of the analysis. It is absolutely critical
• What is the geographic focus? One community? A to start achieving some clarity about the type of
district or province? A sub-region of the country? The conflict that we seek to understand (refugee-host
entire country? community relations, land disputes, political
• Do we include regional neighbours? International
crisis, ethnic violence, etc.) or the key issue that
dimensions? Why are these important for the micro-
we want to tackle (food insecurity, environmental
analysis?
degradation, challenging livelihoods, gender-
• What is our timeframe for the assessment?
• What is the budget available? based marginalisation, etc.). These are important
• Is there any event or activity that determines when the considerations that will help analysts fine-tune
outputs need to be ready? (e.g. subsequent proposal the methodology, prioritise issues, dismiss factors
submission, elections etc.). and stakeholders that may not be relevant to the
analytical level, and generally structure the
process accordingly.
help improve the relevance of your response.
Identifying the problem that you are focusing Defining the timeframe for the analysis will
on will help to define the scope of the conflict determine how much time can be spent on
analysis and to ensure that the conflict analysis desk analysis, the methodology, and the time
can be used for programme/project design (using and depth of fieldwork, including in terms of
a Theory of Change approach) as well as for selection of key informants, number of key
relevant policy dialogue. The problem or issue informants that can be interviewed and Focus
and what would change for who if the problem Group Discussions (FGD) held, and the number
was solved should be described in the simplest of geographical locations that can be reached.
way possible.
Identifying the type of conflict analysis
The identification of the study area is an required
important procedure for any conflict analysis It is important to closely with the programme
process. This is because effects of conflicts management team early in the process to
tend to spread beyond the point of origin, identify the type of conflict analysis required
making analysis a complex process. In some or realistically possible, considering the needs,
cases, conflicts assume a national or regional purpose, resources and timeframe. A set of criteria
dimension, even if their source was at a very and questions can be used to determine whether
local level. This will affect the types of people the intervention and context require a rapid
interviewed and the type and number of or a more in-depth conflict analysis, alongside
activities undertaken. If your organisation’s more practical considerations such as budget
interventions tend to be at the local level, it and time limitations. Although the tools used in
makes most sense to focus the analysis at this a rapid and a standard conflict analysis do not

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CONFLICT ANALYSIS GUIDELINES

differ dramatically, the limitations in timeframe and analyse perspectives of different actors. It
and budget in a rapid conflict assessment will should consider the key sources of division and
necessarily lead to limitations in depth and focus. tension, before outlining resources for peace
and areas of collaboration.
A Rapid Conf lict Analysis (RCA) report or
briefing note (usually max 10 pages) should A full standard conflict assessment process
not be comprehensive but focus on the most would take roughly three months from start to
important conf lict issues and sources of finish, which broken down includes two weeks
divisions and connections/capacities for peace. It for preparation and inception phase, including
should identify key findings as the issues to focus desk research and methodology design, two-
on, and propose recommendations. A Standard three weeks in the field, and four-five weeks
Conflict Analysis (SCA) report (length max for the elaboration of outputs (including time
40 pages) should be more comprehensive and allocated for feedback and review, presentations
offer more in-depth background and historical and dissemination, etc.).
information that frames and situates the current
context. It can also take more space to describe A full rapid conflict assessment process should
take around four weeks, corresponding to
roughly one week’s preparation (including desk
Box 6: Rapid or Standard conflict research and methodology design). Then one to
analysis? one and a half weeks for fieldwork. Finally, one
• Is the analysis needed urgently due to sudden changes in to one and a half weeks of report writing and
the context (such as conflict induced influx of refugees)? producing other outputs, finalisation of report
If yes, then the RCA approach is the right one to ensure and dissemination. The lead researcher/conflict
a quick and ‘good enough’ output that can inform analyst must be very clear about what s/he is
programming and external stakeholder engagement. after and how to gather that information.
• If there is a possibility that your organisation will work
on conflict (aiming to address causes of conflict and Stage 2: Process design and planning20
displacement), then a SCA is the appropriate approach. To ensure effective use of time available a
If your organisation intends to work in conflict and realistic and detailed workplan needs to be
merely ensure that its programming is conflict sensitive, developed and agreed between the relevant
then a rapid analysis may be sufficient. However, this manager and the research team.
will depend on the scope of programme response, as
a large country programme with multiple sites may still
Methodology
require a standard analysis.
Research methodologies for information
• If the focus area for the analysis is an area where your gathering are neither new nor specific to conflict
organisation has been operating for long and is well
analysis. They draw largely upon participatory
familiar with but sees a significant shift (for instance
research methodologies used in the fields of
when there is a sudden refugee influx into a refugee
development and anthropology. Given the
camp or local area affecting community dynamics and
nature of the information required and the
relations) then a RCA may suffice, at least as a first step.
political sensitivity around it, a qualitative
• A rapid conflict analysis can also be used as a screening
approach to data collection is most suitable for
exercise for new contexts where your organisation plans
a conflict analysis as these tend to privilege
to begin operations, in order to identify key issues and
with a view to potentially carrying out a SCA later. in-depth investigation, understanding and

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CONFLICT ANALYSIS GUIDELINES

gathering of a fair amount of data in a short Ethical research principles and data handling21
period, also permitting triangulation between When conducting conf lict analysis, it is
different sources. While quantitative data tends important to take every measure to safeguard
to describe, qualitative data allows for greater the rights of those involved in or affected by
analysis and explanation. the research. A conflict analysis is also an
intervention and must be conducted in a conflict
The main ways to collect primary data will sensitive manner (see section 2.5), carefully
usually include a combination of interviews considering the effects of the research process
with carefully selected individuals and group and risks for interviewees and communities.
discussions with individuals representing The organisation conducting conflict analysis
different segments of the local community. must ensure that the physical, social and
Additionally, workshops with local staff, psychological well-being of participants is not
partner staff and other local actors using adversely affected by the research, and strive
participatory analysis tools can be helpful. to protect their rights, sensitivities and privacy.
When communities or external stakeholders are In conflict-affected contexts, there will often be
consulted as part of the analysis, it is imperative large power imbalances between researchers
to explain the purpose of the analysis, how the and the participants, which reinforces the
data generated will be used, and confidentiality/ need to build trust and maintain integrity.
anonymity. It is also crucial to make sure that It is important to protect the anonymity of
respondents can express themselves in a participants to ensure they are not exposed
language in which they are fluent, and to plan to further risks, and to ensure that their
for translator assistance as needed. For more informed and free consent is obtained (and
information about Key Informant Interviews documented). Research participants should be
(KIIs), Focus Group Discussions (FGD), Conflict given to understand how far they will be afforded
Analysis workshops and other data collections anonymity and confidentiality, they must know
methods see Stage 4. that participation is voluntary and that they may
reject the use of data gathering devices. Data
Proposed informants gathered must be safely and securely stored, and
To understand the broad spectrum of conflict processing of personal data must follow the EU’s
issues and scenarios and opportunities and General Data Protection Regulation (GDPR).22
threats to peace, it is important to collect
perspectives from as diverse a set of informants Depending on the context, it might be too
as possible. This includes people from the various sensitive to talk directly to actors who contribute
sides of a conflict (e.g. different communities to the conflict, including armed non-state groups,
within a refugee camp and host community the military and in some cases, individuals
members). It is also important to obtain within the government. Accordingly, it may
perspectives from individuals of all relevant be necessary to talk to other actors who are
ages, people in positions of authority as well as adequately informed about the interests of these
those over whom authority is exercised, and both actors (e.g. representatives from civil society
women and men, as they may have different and and communities, donors and government
complementary information and perspectives. actors participating in the focus groups and key
informant interviews).

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CONFLICT ANALYSIS GUIDELINES

Key people to talk to regarding actor and conflict Emphasis should be on contextualisation and
causes at different levels include: ensuring that the issues that receive most focus
• Local level: Community members, academics, are the ones the communities in the target area
civil society, INGOs, local government and perceive as the most important, while keeping in
security actors, political actors, etc. mind that there may be broader and higher-level
• National level: Civil society, think tanks, dynamics shaping the context that may not be
academics, donors, INGOs, multilateral and verbalised or understood by all local stakeholders.
regional institutions, and (as far as accessible
and doable) government ministries, security The list of questions in Box 7 could be a starting
agencies, political actors, etc. point for the research team’s development of a
• Regional level: Civil society, donors, INGOs, contextualised set of questions for data collection.
multilateral and regional institutions, etc. It may also be necessary to focus on different
questions for different people or groups (e.g.
It is important to recognise and consider that women, youth, religious leaders, business people,
actors have different biases in the way they etc.). If it is known that there are particular
portray different issues and present their own issues of interest such as land issues, ethnicity,
positions as well as those of other actors. religious tensions, youth, gender, etc. then specific
questions can be developed to ensure proper
Guidance for Data Collection23 attention to these issues.
Many of the formal conflict analysis frameworks
concentrate on long lists of questions. Such The interview should start by explaining to
lists can be helpful, but they can also lead to an interviewees the purpose of the analysis,
unhelpfully long and over-complicated analysis.

Box 7: General questions to frame more specific interview questions

• What are the present and historical conflicts? Were/are these destructive (e.g. were they latent or violent?)
• How has conflict impacted different people/groups? Are there differences across and within groups, genders, age, geographic
areas?
• What divides people in the area? What connects them? What are the structural and proximate factors? When looking at this,
make sure to take a multi-dimensional focus (political, social, economic, cultural, etc.).
• Who contributes to conflict among the people of the region? Who helps to manage conflict and build peace amongst people?
What are their interests and sources of power/influence?
• How do actors use Dividers to provoke conflict? How do actors use Connectors to strengthen resilience to conflict and promote
peace?
• What are the sources of resilience to conflict and who are the local peace actors that can be strengthened or built upon? E.g.
prominent individuals or groups, traditional institutions, mechanisms for conflict resolution.
• How do/have external actors interact(ed) with the conflict? How have they done harm and contributed to peace? What have
been the results (positive and negative)? Are there significant gaps, issues not addressed, groups not involved, etc.?
• How may the current situation develop (conflict scenarios)? What events or conditions in the context could lead to either
worsening of the conflict or create opportunities for conflict reduction?

Source: Indicative list of questions in the GSDRC Conflict Analysis Topic Guide (2017), page 13.

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CONFLICT ANALYSIS GUIDELINES

how the data generated will be used, and how Stage 4: Field Research
confidentiality and anonymity will be ensured.
Introduction and ensuring field team buy-in
Stage 3: Desk research 24
and involvement
Desk research is a review of existing data and The conflict analysis process should serve to
research on the topic or conflict under question. strengthen the field team’s skills and abilities
Desk research can be undertaken as a quick form in ref lecting on the context and how the
of a conflict analysis if there is insufficient time organisation’s interventions interact with it. It is
to contextualise and back it up with fieldwork. therefore important to organise an introduction
There are, however, several limitations to this, meeting with as many of the local staff and
most notably when we consider remote locations partners (if appropriate) as possible to explain
and field offices where, for the purposes of the purpose and process of the conflict analysis.
the conflict analysis, we need to be as specific This should involve both programmatic and
and context-driven as possible and ensure that support staff. It is furthermore key to ensure
our analysis is up to date. Limiting a conflict a proper ethical approach to the research,
analysis to desk research can be useful for more including professional integrity, secure data
general and national-level conflict analysis, but storage/archiving and establishing trust with
not for micro-level studies that are expected research participants. The introductory meeting
to provide information about specific local with the research team should cover these
dynamics that should lead to well-informed aspects, and they should be reflected in the
and relevant programming. In most cases, desk methodology and research implementation.25
research should be undertaken as the first step in
conducting a conflict analysis. In particular, desk Keep It Simple: Use of Open-Ended
research compiles existing data and analysis on Questions
conflict in the focus region/country/local level Instead of formal and rigid questionnaires that are to
in order to provide a contextual understanding be followed strictly, it is more helpful to have interview
for the design of the scope, fieldwork and guides with sections/headings of the information we
would like to collect. One useful approach is to use a
methodology and helps in identifying gaps that
semi structured interview format which allows the
the field research should address.
order of questions to be changed and questions to
omitted or added on the spot, based on relevance/
Desk research should provide an overview of appropriateness within the interview process. Under
existing research undertaken to date on conflict each section there is a list of both closed and open
and related issues in the focus area, including questions which serve to probe key informants as well
identifying what research actors are already as remind the interviewer of the areas which should
be captured in the discussions. In most cases, it is not
engaged in, what kinds of research has been
important to develop an elaborate set of questions
done, which methodologies have been used,
for data collection. If people are willing and able to
and what are the gaps in existing research. Desk talk, all that is required are some open-ended probing
research should provide background information questions that invite people to share. Such open-ended
on the historical context of conflict in the area questions give people a chance to talk about what is
and how these relate to wider national/regional most important to them. They essentially invite people
dynamics. It should provide an overview of the to share their perspective or story. On the other hand,
closed questions or leading questions can feel like an
key groups of people and main actors in relation
interrogation, as they usually probe for a yes-or-no
to conflicts in the area and identify long term
answer or a specific response.
structural and proximate causes of conflict.

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CONFLICT ANALYSIS GUIDELINES

Examples of probes:
In addition to this, it can be very beneficial • What do you mean when you say . . .?
to start the fieldwork with an introduction to • Why do you think . . .?
conflict analysis and conflict sensitivity (this • What happened then?
would take approximately 2-3 hours) with the • I’m not sure I understand X. . . .Would you explain that
field team to make sure everyone understands to me?
and appreciates the various uses of a conflict • Can you give me an example of X?
analysis. This will generate buy-in from the field
team, as well as their thorough understanding
of the conflict analysis process and how it will appropriately, etc. To start, the interviewer
contribute to the programme. It also increases should introduce him/herself and any other
the chances that they will use the analysis in team member(s) present, explain the purpose
their work. of the interview and what will be done with
the information gathered. Allow time for the
Local staff often have a wealth of knowledge interviewee to make introductory comments if
about the context to draw from and should be s/he wishes.
seen as important informants in their own right.
In-depth interviews with well-informed staff Give the interviewee your full attention and
and a conflict analysis workshop with staff and use follow-up probes to fully explore a question
selected partner staffs can be highly useful. On or topic. Do not be afraid to deviate a bit from
the condition of a safe space, confidentiality and the prepared questions in order to explore an
anonymity, local staff can prove to be valuable important but unexpected topic introduced
informants and analysts of the context. by the interviewee. Take care not to upset the
interviewee, because if s/he becomes upset it
Key Informant Interviews (KIIs)26 can be difficult to recover good rapport.
KIIs are one-to-one interviews with individuals
who are knowledgeable about different aspects As the interview draws to a close, consider
of a conflict context. These may include long- asking if there is anything else that the
serving representatives from NGOs and UN interviewee thinks should be kept in mind, any
agencies, security agencies, political parties, other person that the research team should
academics, community leaders, multilateral meet and if the person has any questions for the
institutions, donors etc. The interviews will research team. Finish the interview by repeating
generally benefit from being structured around how the information will be used and thank
an interview guide to be used flexibly by the the interviewee for his/her time and valuable
interviewer in response to how the interview contributions.
proceeds. Questions for KIIs should be tailored
to each individual stakeholder, and the purpose Focus Group Discussions (FGDs)27
of the research as well as confidentiality/ FGDs are critical for conflict analysis to be both
anonymity be clearly explained at the outset. participatory and triangulated. FGDs can help
ensure that the perspectives of ‘ordinary’ people
When conducting KIIs it is important to are captured and provide an important counter
observe local protocols and act in a respectful balance to the perspectives and angles of
manner, e.g. referring to people by their correct ‘leaders’ and representatives, whose perspectives
formal title, arriving on time, respecting and interests may not closely reflect those of the
interviewees’ wish to end the interview, dressing wider population.

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CONFLICT ANALYSIS GUIDELINES

Remember to get consent from informants:

Participation in conflict analysis research must be based
The composition of focus groups is important and on free and informed consent of those interviewed. The
must be carefully considered with respect to the researcher has a responsibility to explain in appropriate
age, gender and diversity of groups in the area. detail, and in terms meaningful to the informant, what
At a minimum, separate FGDs should be held the research is about, who is undertaking and financing it,
for men and women, as well as for members why it is being undertaken, and how it is to be distributed
of the different communities present in the and used. Informants must be informed about the
extent to which they will be afforded anonymity and
context. When organising FGDs it is important
confidentiality. Reference to named individuals should
to consider how best to ensure a conducive be limited as far as possible, and where the purpose
environment for active participation of all of the analysis dictates a need for this, the individuals
not just a dominant few. Heterogenous focus concerned must give their written consent.
groups are groups that bring people together across
lines of division or conflict, They are generally
the most challenging to manage but can under In situations of latent conflict, where there are
certain circumstances be extremely useful. underlying tensions but little open violence,
Homogenous focus groups are groups that community members may be reluctant to
bring people from the same group together and discuss conflict. This may be because of the
they can be easier to manage and may generally sensitive nature of the term ‘conflict' itself.
be advisable, unless the research team is Instead of the word ‘conflict', words such as
highly familiar with the context and skilled in ‘tensions’, or phrases like 'barriers that hinder
managing group discussions on conflict issues. harmonious relationships,' ‘things that make
people aggressive,' ‘things that hurt people,’
When beginning a FGD, the research team or ‘things that could threaten our unity in the
should introduce themselves and explain the future,’ can be used when appropriate.
purpose and process of the discussion, as well as
what will be done with the information gathered. It may also be useful to explain the concepts of
Then there should be a round of introduction by social contract and social covenant and ask the
all the participants so that everyone knows who participants to reflect on the status of these in
is in the room. their present context.

At the start of the group discussion, it may be At the end of the group discussion, make sure
useful to kick off with some general questions to thank the participants for their time and
about whether the participants have observed contributions. Remind the participants of how
any changes in their community recently or ask the information they have provided will be used
about what their hopes for their community. and give the participants opportunity to ask
From there, the prepared discussion guide questions before ending the session.
should be used. FGDs can be particularly useful
for noting different identity and/or interest Conflict Analysis workshops
groups that exist in the community, how they Conf lict analysis workshops can be highly
are perceived and what divides and connects useful for ensuring the intensive participation
them. The research team should facilitate the by staff, partners, other organisations and other
discussion as necessary and ask participants stakeholders. A conflict analysis workshop can
to provide specific and concrete examples of be done at any time during the field research
Connectors and Dividers. but may be especially useful at the beginning,

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CONFLICT ANALYSIS GUIDELINES

following the initial introduction and awareness tool can help understand the different
session, as it can then be a useful forum stakeholders’ relation to the conflict and the
to map key conflict issues to test via Focus motivations and logics behind their behaviour
Group Discussions (FGDs) and Key Informant in the conflict. A stakeholder should capture
Interviews (KIIs). both the primary conflict actors, as well as
the groups that are affected but may have
There are a wide range of participatory tools limited influence on the conflict and identify
designed to focus participants’ discussions both what they say publicly about what they
around aspects of a conflict analysis process. want (positions), and the interests and needs
Key tools recommended for conflict analysis that underlies these positions.
processes include the following:
• Conflict Tree: A popular model to show (in
• Conflict Timeline: A simple tool that can help the shape of a tree) the difference between
the analysis team develop an overview of the structural causes (the roots) and effects (the
key events in a conflict. It can also be useful leaves) of a conflict. The tool is easy to use
for understanding different stakeholders’ and is especially useful early on in a conflict
interpretations of what caused the conflict and analysis process.
how it escalated and deescalated over time. It
is important to remember that stakeholders to • Dividers/Connectors Analysis: A method
a conflict tend to have different perceptions of for understanding the conf lict context
the conflict’s history. In most situations it will by identifying factors that bring people
be most useful to use the tool with relatively together (Connectors) and factors that
homogeneous groups. Using this tool with push people apart (Dividers). A Dividers/
different groups and including different Connectors Analysis can be helpful both to
timelines in the analysis can be a way to identify concrete every day issues that cause
acknowledge that there is no single “truth” division between groups or/and contribute
concerning the history of the conflict. to communities’ resilience to conflict. It is
part of the ‘Do No Harm’ approach to conflict
• Actor Mapping: A popular tool for a group to sensitivity and is a highly recommended step
jointly analyse and visualise the relationships in any conflict analysis process.
among the different conf lict actors and
stakeholders in a context. It enables discussion • Power Mapping: This can complement the
about the relative power of different actors, stakeholder analysis and help to deepen the
the character of their relationships, the issues analysis of different stakeholders’ level of
that divide or connect them and helps identify power or influence. The Power Mapping
actors who may be able to influence others tool can be used to measure the resources
whose relationships are broken or deadlocked. available to different local communities
The tool is easy to use and can be very helpful and their influence over local level decision
at the onset of a conflict analysis process. making. It can also help rank which Dividers
are most likely to lead to violence.
• Stakeholder Analysis: An essential part of a
conflict analysis, this entails the development • Immediate to Long-term Threat Analysis: For
of a conf lict profile of the key conf lict identifying possible triggers of conflict in the
stakeholders. The stakeholder analysis short and longer term. This can be useful for

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CONFLICT ANALYSIS GUIDELINES

scenario planning as well as for development The short nature of the rapid conflict analysis
of conflict prevention interventions. approach will rarely allow for this unless
the lead analyst has extensive prior research
• Par ticipator y Mapping: Participatory experience in the particular area.
Geographic Information System (GIS) mapping
can be used as an approach to gather detailed Perception surveys
information about specific local areas from In some cases, perception surveys can be very
communities in those areas, and as a way useful, and when resources and time allow,
to ground and validate more general claims they are encouraged. Perception surveys can
about conflict from local actors. Participatory among other things help us understand how
GIS mapping can, for example, help identify fully representative perceptions of KIIs and
where violence has taken place, over what (e.g. FGD participants are of a group or community.
natural resources) and involving what specific Perception surveys have limitations as well
communities (e.g. villages, neighbourhoods) as as strengths. They allow data collection on
well as help map out what has been done and intangible and hard-to-measure issues and may
where by aid actors and local peace actors in the help to challenge stereotypes. On the other
past to manage conflict. hand, the reliability of the data may be limited,
and they measure only perceptions (not to be
It would be impossible to cover all aspects of a confused with facts).29
conflict analysis (e.g. causes of conflict, actor
analysis, opportunities for peace, threats to Team work and stocktaking during field
peace and scenarios) in one workshop due to research
people’s busy schedules, so it is best to reflect To ensure that the research team analyses the
ahead of the event on how to structure the information gathered on an ongoing basis, it is
discussion, considering the scope and purpose advisable that the members meet for debriefs at
of the conflict analysis. Depending on what the the end of every day. This can help to identify
research team wants to get out of the workshop, the main themes that emerge during the field
it may be structured in various ways, e.g. it can work and help determine what gaps in data
focus mostly on causes or actors or scenarios remain and what information needs to be
depending on the context. obtained over the remaining part of the field
work. It is also important that the team comes
Participant observation together for a final debrief meeting once the
One of the benefits of a standard conf lict data collection is completed and agrees on
analysis is that it allows for participant the key issues to be included in the analytical
observation as a data collection tool. Participant outputs. They should consider how the findings
observation as a method is common in the field should be communicated to ensure to maximise
of social anthropology and involves a range organisational learning while managing
of well-defined methods which are rooted sensitivities. Before departing from the field
in improvisation as a methodology.28 These location, the research team should also make
include informal interviews, direct observation, sure to present and discuss the main themes and
participation in events, collective discussions, findings with the field team for triangulation
analysis of documents, results from activities purposes and so that such findings do not come
undertaken off or online, and life histories. as a surprise later.

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CONFLICT ANALYSIS GUIDELINES

Stage 5: Analysis and write up30 the research is conducted by a well-balanced

Following the desk research and field work it is research team, and when the analysis is based
time to make sense of the data collected. Key on information and perspectives from a diverse
issues should have been identified during the set of informants, no conflict analysis will be
field work but as the collected data is reviewed an objective description of reality. It is therefore
new insights and perspectives of the different important to be humble and accommodating
issues are likely to emerge. As there will probably if the analysis is criticised, and remember that
be a lot of data, it is useful to select a method for conflict actors, facts and perspectives can
for sorting the information. This can be done be highly politicised. You must be cautious of
in various ways but it is likely to be easiest if what information is selected and how it is used/
it is done in accordance with the anticipated reproduced in conflict analyses, as this can have
structure of conflict analysis report (see below). legitimising (and de-legitimising) impacts on
certain actors or issues.
The different participatory analysis tools such
as the ‘conflict tree’, the ‘Divider/Connector That no analysis is perfect does not mean that
analysis’, and ‘actor mapping’ (see above) can be all analyses are equally good or bad. Conflict
very useful in the analysis process and will help analyses should ensure as much as possible
ensure strong inclusion of local perspectives. that the information and claims being made are
Consider including the illustrations made by accurate and as nuanced as possible. Throughout
the participants of conflict analysis workshops the analysis process, particular attention should
in the workshop reports. be given to triangulation, recognising that while
personal accounts and opinions are powerful
When conducting conflict analysis, it is important and useful and may represent specific concerns,
to strive for the analysis to be as objective triangulation and aggregation are needed
and nuanced as possible but at the same time in order for key messages to be established.
acknowledge the limitations in understanding Validation and peer reviews are also important
and the preliminary nature of any analysis. to ensure quality management of conf lict
It is important to recognise that even when analysis outputs (cf. stage 6 below).

Well-founded recommendations are important

so that the conflict analysis may be directly
Outline structure of a conflict analysis
useful for programming. However, researchers
report
may not always be best equipped to provide
1. Background and context (including history of conflict) concrete and easily actionable programmatic
2. Causes of conflict and resilience to conflict (including recommendations, so it will often be necessary for
Divider/Connector analysis) possibly along different
the research team and relevant programme team
dimensions of conflict (political, socioeconomic,
to discuss and refine these recommendations
culture, security, justice, etc.)
before the report is finalised. Some programmatic
3. Actors’ analysis (including interests and capacities,
relationships and how actors make use of Dividers and or policy recommendations may require further
Connectors) unpacking through for instance theory of change
4. Conflict dynamics and future scenarios workshops, conflict sensitivity workshops or
5. Conflict sensitivity issue advocacy planning meetings.
6. Conclusion and recommendations

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CONFLICT ANALYSIS GUIDELINES

Box 8: Considerations on framing,

Conflict analysis outputs
presentation and language
A conflict analysis process is expected to lead • Avoid judging: A conflict analysis will likely have to
to a number of concrete outputs. In most cases, accommodate sharply different perceptions about
the situation and must find a way to present those
the analysis will result in at least one written
views as objectively as possible, without taking a
document, unless the situation is so insecure stand or judging views that you may find difficult or
that written text would pose a danger. In that challenge your own values.
general some form of written document should • Sensitive and tactful framing: Conflict analyses
be produced to ensure knowledge sharing and need to strike a good balance between how
management over time. The type of document(s) arguments and findings are framed and presented
should depend on what your organisation will be in order to ensure that the studies do not in any way
using them for. Documents purely for internal jeopardise relations with governments, community
groups, different actors and parties to a conflict,
use may look quite different from those for
other NGOs, UN agencies, etc. Much can be said and
external use. The audience and the purposes of
difficult points can be made as long as these are
the analysis will also shape and determine the framed in the right tone.
concrete outputs emerging from the process. • Clear messaging: To ensure that the intended users
understand and remember the most important
The below examples of outputs from a messages from a conflict analysis, it is important to
conflict analysis process are not prescriptive structure conflict analysis reports in a way that brings
or conclusive. Outputs should ensure that the key issues and findings to the forefront. Using
your programmes are able to maximise the section headings that provide substantive statements
followed by a short introductory paragraph that
benefits of the conflict analyses it carries out or
present the main point is a good way to enable the
commissions. They should be selected based on ready to quickly understand the main points.
careful consideration by key programme staff in
• Use plain language: To ensure that the intended
consultation with relevant technical advisors. audience have as easy access to the content of the
reports it is crucial that the text is written simply and
1. Conflict analysis report: Standard or rapid in a language the audience understands, using plain
conflict analysis. language, avoiding jargon, obscure acronyms or
2. Conflict analysis brief: A summarised version overly academic terms/concepts.
of the analysis primarily for communications • Use of direct quotations from interviews: This
and policy engagement purposes. may be a successful way to portray local voices and
perspectives. However, it may mean a lengthier
3. Conflict analysis presentations: Used as
report and be unsuitable for the format intended in a
a means of disseminating findings and rapid conflict assessment report. If direct, attributable
recommendations from a conflict analysis quotes are used, informed and free consent by
process to internal and external audiences. the interviewee must have been obtained and be
4. Conflict sensitivity guidelines: Provides documented.
guidance for ensuring that conflict sensitivity • Mix text, maps and graphs: Different people gain
risks and opportunities in an area or specific understanding from visual presentations or from
project are detected, monitored and acted on written descriptions and explanations. Usually a
combination is helpful although, again, this may be
by management in consultation with relevant
impossible due to the short format intended in a
programme advisors.
rapid conflict assessment report. At the very least, if
5. Key conflict analysis questions and answers possible, a map of the research area covered should
matr ix. This matrix is structured around be included.
generic conflict analysis questions and can Source: GPPAC (2015).
be used either in the early stages of a conflict

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CONFLICT ANALYSIS GUIDELINES

analysis process or as an alternative when it is to gain feedback from stakeholders in the target
not possible to do a full conflict analysis. area, build ownership of the analysis and can be
used to as a tool to further refine the analysis.
In cases where the research findings are very
Stage 6: Quality assurance: How do we sensitive (e.g. in highly polarised contexts), it
ensure ‘good enough’ conflict analysis? may be useful to hold separate meetings with
To ensure that a conflict analysis is as good small groups of people representing different
as possible, a process of quality assurance is viewpoints, rather than a joint workshop.
important. Since it should be a basis for decision
making related to programming, it is important In addition to validation workshops/meetings,
to ensure that the analysis is accurate, nuanced, quality assurance of the draft conflict analysis
representative and at the very least that it is outputs should be done by requesting reviews
‘good enough’ for the purposes intended. One by relevant staff.
important way to ensure that the analysis is
accurate and endorsed by different stakeholders It is also recommended to include a peer review
is to hold at least one validation workshop. At a by an external researcher who has specialised
minimum, a validation workshop should involve knowledge about the context. This could be an
key local stakeholders in the area, such as staff academic or somebody working as a researcher
from your own and other organisations, local for a recognised think tank. This may entail a
civil society actors, government representatives few days’ consultancy fee, but it can be very
(if possible) and other relevant local stakeholders. good value for money in terms of ensuring that
It may also be beneficial to organise a validation mistakes or omissions are captured, and if the
workshop at country level involving research researcher is generally known and respected,
organisations that have been working in the area, it can help ensure that the analysis is perceived
and staff from other NGOs knowledgeable of the as credible.
local context. The validation meetings are a way

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CONFLICT ANALYSIS GUIDELINES

4. Making use of Conflict Analysis

This chapter outlines stage 7 of the conflict a meeting can be stand-alone but is ideally
analysis process, demonstrating how the combined with one or two workshops needed
analysis can be used for: 1. Conflict sensitivity to use the analysis findings to mainstream
assessment and adjustment; 2. Programme conflict sensitivity within the programme/
strategy development and review and 3. External project (Chapter 4.2) and to inform programme/
stakeholder engagement and policy dialogue. project strategy design/review through a Theory
of Change process (Chapter 4.3).

4.1. Introduction The external process is about ensuring external

dissemination and engagement with relevant
A critical part of a conflict analysis process is to external stakeholders including duty bearers
ensure that once the analysis outputs have been and donors about the findings of the conflict
produced, these and possible programmatic analysis and the implications these should have
and policy implications are properly understood for policy and funding.
by all the relevant staff and intended external
stakeholders. Failure to ensure that this is done
severely limits the utility of conflict analysis 4.2. Conflict Sensitivity
and must be perceived as a critical part of the
Guidance
process. The internalisation of the conflict
analysis can be done in different ways. A first As mentioned, aid agencies are increasingly
step is to ensure that a meeting between the committed to ensuring conf lict sensitivity
analysis team and the relevant management when working in conflict affected areas. This
team to review key findings and discuss commitment is based on extensive evidence
programmatic and operational implications collected by aid practitioners and researchers
and next steps takes place. Following this, two since the 1990s that aid, (humanitarian,
processes should take place: one internal (which development or peacebuilding) can have
is always needed) and one external (which may significant unintended and negative as well as
or may not be needed, depending on the purpose positive impacts on conflict and communities’
of the conflict analysis). resilience to conflict. When aid agencies operate
in contexts of scarcity, inequality and intergroup
The internal process is about ensuring that the conflict (latent or manifest), they become part of
conflict analysis informs your organisation’s that context. What they do and how they do it
programming. The first step is to ensure full and can and often do harm by exacerbating existing
shared understanding of the analysis. To achieve tensions or undermine the factors underlying
this an initial meeting should be organised for communities’ resilience to conflict. But aid
relevant staff to enable the different findings and agencies’ engagement can also contribute
recommendations to be presented and discussed to reducing conf lict and streng t hening
and agreement on way forward achieved. Such resilience to conflict by strengthening factors

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CONFLICT ANALYSIS GUIDELINES

Conflict Sensitivity is the ability of an organisation to:

• Understand the context in which it is operating in,
led to the ‘Do No Harm’ framework identified
in particular to understand intergroup tensions and
Resource Transfers and Implicit Ethical
the “divisive” issues with a potential for conflict, and
the “connecting” issues with a potential to mitigate Messages as the two main mechanisms for the
conflict and strengthen social cohesion; way aid impacts on conflict.31
• Understand the interaction between its intervention
and that context, and Resource Transfers: Generally, the most
• Act upon that understanding, in order to avoid significant way that aid actors impact on conflict
unintentionally feeding into further division, and are through the introduction of resources (food
to maximize the potential contribution to social aid, shelter, livelihoods support, training,
cohesion and peace. procurement contracts, jobs etc.) into resource
scarce contexts where competition between
and relationships that connect people across groups is at the core of conflict. What resources
conflict lines even when that is not the main are provided, who benefits from them and how
purpose of their programmatic engagement. assistance is provided matters to whether aid
Conflict sensitivity is about ensuring a strong exacerbates inter-group divisions or reduces
understanding of the context and taking them. Resource transfer issues often include:32
responsibility for both the intended and • Theft or Diversion: In conflict contexts, aid
unintended negative and positive impacts of agency resources can be stolen or taxed by
an organisations’ work. In some contexts, it military authorities or insurgents who use
may not be possible to completely avoid doing them directly, or sell them, to support their
harm. Being committed to conflict sensitivity war effort. Conflict actors also seek to control
does not mean that your organisation should who benefits from aid in order to enhance
do nothing in such contexts. It means that inequalities and patronage.
you must deliberately seek to understand the • Targeting and Distribution Effects: When
dilemmas and trade-offs and make decisions distribution of assistance mirrors cleavages
based on the organisations’ values, while doing in a conflict (geographically, politically, and
what is possible to minimise negative impact socially) it can fuel grievances and deepen
and maximise positive impact on conflict and the problem. Conflicts between communities
resilience to conflict. may be fueled over locations of projects,
targeting of specific groups (e.g. refugees and
The starting point for ensuring conf lict not host communities), unequal procurement
sensitivity is a conflict analysis in the area or the hiring of staff. On the other hand, if aid
of intervention. This provides the basis for is distributed in ways that encourage genuine
analysing how your organisation’s intervention collaboration between opposing groups, then
does or may interact with the conflict context aid can help strengthen resilience to conflict.
and identify risks of negative impacts as well • Market Effects: In conflict contexts, aid
as opportunity for positive impact that your agencies’ resources will influence wages,
organisation should act on. prices and profits. Some people gain, others
lose. Assistance can reinforce corruption
Common ways that aid impact on conflict through multiple layers of subcontracting,
The general ways that aid impacts conflict and for example, or generate competition and
resilience to conflict are well documented. conf lict over aid resources, often along
The pioneering work of Mary B. Anderson and factional, tribal or ethnic lines.
Collaborative for Development Action which

31
CONFLICT ANALYSIS GUIDELINES

• Legitimization Effects: NGOs’ efforts to gain women or youth may enhance grievances
access to people in need can be exploited and lay the foundation for future conflict.
to legitimise conflict actors in the eyes of
the public. NGOs need to be wary of efforts Implicit Ethical Messages: The impact that
of illegitimate leaders taking credit for the behaviour of aid workers and organisations
assistance. On the other hand, aid can help have on conflict. This includes messages about
provide public legitimacy to legitimate but values and the organisations’ intentions that
weak duty bearers and act as an important staff consciously or unconsciously send to other
element of peace and state building. actors in the context. They include the ways that
• Substitution Effects: In conflict-induced aid workers operate to reinforce the modes and
emergencies when international aid agencies moods of conflict or, alternatively, to establish
focus on saving lives, it is important to non-conf lictual relations, mutual respect
acknowledge that this can free up duty and inter-group collaboration. The ‘Do No
bearer’s resources for the war effort. In many Harm’ framework distinguishes between four
contexts there may be limits to what an NGO categories of Implicit Ethical Messages, outlined
can do about that, but efforts should be made in the table below.
to promote joint positions among NGOs,
international organisations and donors. How to develop a conflict sensitivity
• Suppor t ing polit ica l set t lement s t hat assessment and implementation plan?
are not inclusive: Striking a deal may be a As mentioned above, there are some general
priority in the short term, but the exclusion patterns of how aid impacts conflict. These can
of key groups, such as parties to the conflict, be useful to keep in mind, but it is important to

Table 2: Categories of implicit ethnical messages

Negative patterns of behavior Positive patterns of behavior
• Competition 1. Respect • Cooperation and Collaboration
• Suspicion • Trust
• Anger and Aggression (Belligerence) • Calm
• Indifference • Sensitivity (to local concerns)
• Fear • Courage
• Telling (people about themselves, what • Listening (to what people say is important to them,
to think, what to do) to why they think what they think)
• Claiming powerlessness 2. Accountability • Taking Positive Action
• Impunity • Responsibility
• Arms & Power • Rule of Law or Nonviolence
• Different value for different lives 3. Fairness • Recognition of value
• Ignoring rules • Following rules
• Unfairness • Fairness
• Closed 4. Transparency • Open
• Decision making process unknown • Decision making process shared
• Hide information • Share information
• Lack of transparency contributes to all • Transparency contributes to all above behaviors
above behaviors

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CONFLICT ANALYSIS GUIDELINES

CONTEXT
ensure that efforts to ensure conflict sensitivity
profile
are firmly based on the analysis of the particular
context. The conflict analysis should enable this

ics

dy
by identifying key issues causing conflict and the

dynam

nam
planning
broader mapping of Dividers and Connectors in
the particular context, as well as by providing an

ics
INTERVENTION
overview of how aid and conflict have interacted
implementation
in the past.

Conf lict sensitivit y assessment builds on

actors monitoring &
evaluation
causes
conflict analysis by analysing the interaction
between the conflict and an intervention (e.g. a
project), identifying risks of negative impact by d y n a m ics
exacerbating division or undermining positive
relations, as well as options for contributing to
Image 4: Your intervention
reducing tensions and strengthening positive
in the Conflict context
connections. This analysis should identify how
Source: International Alert et al. (2004).
the programme/project design or operational
practice or policies should be adjusted and should
provide the necessary awareness and guidance for • Who is your organisation targeting (the
programme management to implement conflict beneficiaries and participants) and engaging
sensitivity recommendations. The process with (partners)?
should be participatory involving different staff • Where is/will your organisation be operating?
including those working in the specific target • How is/will your organisation implement its
area. It can take the form of a workshop which activities?
is either stand-alone following the completion of • When will activities take place?
the conflict analysis or integrated with a Theory
of Change (ToC) workshop. Once the participatory conf lict sensitivity
assessment has been conducted, the key
The conflict sensitivity assessment takes point of findings, in terms of risks, opportunities and
departure in the conflict analysis, and seeks to recommendations need to be captured along
identify and understand how your organisation’s with an implementation plan for integrating
planned or ongoing intervention interacts with conf lict sensitivity in day to day project/
the conflict context. It does so by looking at the programme management.
details of the programme/project (what, why,
who, where, how etc.) and identifies and assesses How to monitor and manage conflict
how the programme/project may interact with sensitivity risks and opportunities
Dividers and Connectors (see illustration below). To ensure that conflict sensitivity is integrated
into your organisation’s programme management
The assessment examines the parameters of a practice, three things are critical:
programme/project, including the following:33 1. Regularly refresh the conflict analysis and
• What is your organisation doing/planning to conflict sensitivity assessment. This is about
do in terms of activities/outputs? monitoring the context and the interaction
• Why is your organisation intervening? between the context and your intervention.

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2. Monitor key conflict sensitivity risks and Using indicators for conf lict sensitivit y
opportunities identified and assessed in the monitoring is an option with both benefits and
conflict sensitivity workshop limitations. On the positive side, once indicators
3. Management decision making should have been developed and integrated into results
ensure that identified adjustments to the frameworks, they will typically be tracked and
programme/project are actioned using reported. On the negative side, there is a risk
the programme/project specific conflict that the monitoring becomes perceived as the
sensitivity guidance note responsibility of M&E staff. To avoid this, it is
important – especially in contexts where there is
Implementation of the conf lict sensitivity real potential for aid to negatively impact conflict
implementation plan is the responsibility of – that conflict sensitivity monitoring becomes
the relevant project manager. S/he should a standard process and agenda point during
act on the recommendations of the conflict country Senior Management Team meetings.
sensitivity assessment as quickly as possible.
Recommendat ions are likely to include An alternative to using indicators as a way to
simple action points that can be implemented monitor the conflict sensitivity of a project/
immediately as well as some that may require programme is to focus on t he pat ter ns
monitoring and follow up. Key identified risks of impact meaning the specific ways your
should be captured in the programme and/or organisation’s interventions interact with conflict
project risk register and MEAL plans so that in an area. Identifying patters of impact is
they are properly integrated into the project central to the conf lict sensitivity analysis
cycle management. and once done must be monitored. Project/
programme management need to review the
One way to monitor conflict sensitivity is to patterns and act based on the monitoring.
develop indicators that can be integrated
into results frameworks and MEAL plans.
Indicators can be process oriented in that they 4.3. Programme Strategy
focus on tracking whether important steps
Development and Review
such as updating a conflict analysis, reviewing
conflict sensitivity risks and training staff in A key role of conflict analysis is to inform
conflict sensitivity have been implemented in strategy development and review processes
a timely manner. Indicators can also focus on at programme as well as project level. A good
measuring change in the context and on the conf lict analysis also provides important
impact your organisation has on the conflict aspects of a baseline against which the impact
context (positively and negatively). Such of an intervention on the conflict context can
indicators would focus on the issues identified be assessed. Evaluators tend to look to conflict
in the conflict analysis as most likely to impact analysis to help them in assessing the relevance
on or be impacted by the project/programme.34 of a programme design for the context, the
An example of such an indicator could be: impacts of a project/programme on the context
‘Proportion of people in communities A and B who and whether the implementing actor has been
perceive the project as benefitting both communities systematic in its efforts to ensure conf lict
equally or one community over the other (rarely, sensitivity.36
often or always)’.35

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As mentioned previously, conf lict analysis Theory of change development and

should be ongoing, form part of the monitoring review
of the effects of implementation and when As mentioned in the Glossary, a Theory of
relevant lead to adjustment or redesign of Change (ToC) describes how and why your
intervention strategy in specific locations. organisation aims to create a transformation in
This is par ticularly impor tant in longer a specific context. It is a participatory process,
duration projects which seek to use an adaptive which brings together staff, partners and other
management approach. relevant actors and encourages them to think
critically about a specific context, what changes
How to bridge the gap between are needed and how these are to be achieved.
analysis and practical programming?
Linking conflict analysis (and other types of At the base of any theory of change should
analysis) and practice is a common challenge be a good contextual analysis and the clear
among NGOs. Conflict analysis, when done well, identification of a problem or problems that
can be good at identifying and explaining the needs to be addressed in order to create
causes and drivers of conflict and communities’ desirable changes for the people of concern.
and societies’ resilience to conflict, but generally
be poor at identifying what exactly to do about The diagram overleaf shows the steps in a ToC
it. Agencies often ask conflict analysts to provide development and review process, and is modified
programmatic recommendations based on to show where and how conflict analysis may
their analysis, but analysts often are not well contribute to that process. This is further
equipped to deliver useful recommendations explained in the section below the diagram.
at the right level, for programme staff action.
Once the conflict analysis outputs are produced, The ToC cycle emphasises the importance of
it is important that relevant programme staff starting by identifying the main problem (step
take the lead in systematically identifying the 1). If timed well, the conflict analysis can ensure
programmatic implications of the analysis. that this identification process is both well
This does not mean that the conflict analyst(s) informed and based on a participatory process.
should not remain involved. In fact, it is highly When it is the intention that a conflict analysis
useful to keep the analyst(s) involved during the shall inform a new programme/project, the
process of internalising the analysis within your internalisation workshop mentioned above is a
organisation’s programme team and deciding on good forum to identify the problems/issues that
the programmatic implications. When possible, your organisation should seek to address. For
it may also be useful to keep the analysist(s) step 2 (factor/actor analysis), the actor and causes
involved in connection with updating and analysis of conflict (cf. Chapter 3.1) should be
revising the analysis over time.

The illustrat ion overleaf and nar rat ive A simple way of thinking about Theory of Change is as a
explanation provide guidance on the process of series of IF-THEN, BECAUSE arguments:
making use of conflict analysis in programme • IF – is the intervention in the context,
and project design and review processes by • THEN – is the outcome,
linking conflict analysis to theory of change • BECAUSE – is the theory explaining why the change
development and review. will happen.

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CONFLICT ANALYSIS GUIDELINES

01
Conflict analysis
10 Internalization workshop 02
Regular conflict analysis The conflict analysis
review and update includes actor/factor analysis
1. Identify your
problem or issue

10. Continuously MONITOR CHANGE 2. Analyse the context

and your change pathway; TEST Factors/actors who
ASSUMPTIONS and ADAPT help and hinder change

9. Develop a MEAL
framework for your ToC 3. Identify WHAT or WHO needs to
change to address the issue

8. Pull it together and DOCUMENT

4. Explore how CHANGE
in diagram, narrative or picture
could HAPPEN

7. Identify THE ASSSUMPTIONS that

will need to be tested throughout 5. Identify YOUR ROLE in
the life of the programme contributing to changes

6. Develop A CAUSAL PATHWAY to show how

your efforts will contribute to change

09 03
Conflict analysis contributes to baseline for Draw on conflict analysis to
interventions in an area determine who/what needs to change
Conflict sensitivity issues & indicators to monitor and to identify change agents

Image 5: Steps in developing a Theory of Change

Source: Danish Refugee Council Theory of Change manual (2018)

drawn on directly to understand the positions, of main contextual issues as they move on to
interests and needs of the different actors in the consider step 3 (what and who needs to change).
context, the relationships between them and During step 3, the conflict analysis identification
what divides or connects them and why. The of how conflict actors behave will be useful for
factor and actor mapping process conducted identifying what and who needs to change,
during a ToC workshop will further help to as well as assist in identifying who in the local
ensure that all participants have a good overview context may be able to promote such change.

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CONFLICT ANALYSIS GUIDELINES

Once step 3 has been completed, steps 4 to displacement occurred or may occur. It is a
8 of the ToC development process can be useful tool for sensitising, raising awareness and
carried out without further reference to the engaging local and national authorities, donors
conflict analysis. However, step 9 (developing and other NGOs around options for preventive
a Monitoring Evaluation and Learning/MEL action and policy improvements. It is also very
framework) should draw on the conflict analysis useful for strengthening your organisational
which contributes to the baseline against which reputation drawing on a strong contextual
the evaluation relevance and effectiveness understanding as the basis of its programming,
cr iter ia should be measured. The MEL and as a relevant partner in policy dialogue.
framework should also include guidance on
how conflict sensitivity will be measured. This The extent to which conflict analysis should
can be done using conflict sensitivity indicators, be used for external stakeholder engagement
or the key conflict sensitivity issues monitoring and policy dialogue will differ and needs to be
approach outlined below (see Chapter 4.2). determined by the relevant management team.
Local sensitivities must be considered against
the benefits for your organisation and its people
4.4. External stakeholder of concern. It is advisable that programmes use
the opportunity provided by a conflict analysis
engagement and policy
to engage with donors and trusted organisations
dialogue about the analysis and what implications for
A good conflict analysis provides a foundational programming, funding and policy should be
understanding of why a given conflict and forced drawn from it.

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CONFLICT ANALYSIS GUIDELINES

5. Bibliography

Anderson, M. B (ed.)(2000): Options For Aid in Conflict. Lessons from Field Experience, Cambridge, MA: CDA
Collaborative Learning Projects
Birchall, J. (2019): Gender as a causal factor in conflict, K4D helpdesk service
British Association of Sociologists: Statement of Ethical Practice (2017)
Carnegie Council for Ethics in International Affairs, Seth Kaplan (2013): Social Covenants must precede Social
Contracts
CAFOD, Advocating in and on conflict situations: A quick guide to effective conflict advocacy, no date. Available at:
https://cafod.org.uk/content/download/14827/117581/
CDA (2016): Do No Harm Workshop, Trainers Manual, Cambridge, www.cdacollaborative.org
Cerwonka, A. & Malkki, L. (2007): Improvising Theory: Process and Temporality in Ethnographic Fieldwork, Chicago:
University of Chicago Press
Conciliation Resources (2015): Gender & conflict analysis toolkit for peacebuilders, First Edition, December 2015
Conciliation Resources (2019a): What is good practice in gender-sensitive conflict analysis, https://www.c-r.org/news-
and-views/comment/what-%E2%80%98good-practice%E2%80%99-gender-sensitive-conflict-analysis
Conciliation Resources (2019b): Inclusion in practice: Examining gender-sensitive conflict analysis
Conflict Sensitivity Consortium (2012): How to guide to conflict sensitivity
Danish Demining Group (2013): ‘How to’ Note on Conducting a Conflict Analysis
Danish Demining Group (2017): Dynamics of youth and violence: Findings from Rubkona County, Unity State, Juba
Danish Refugee Council (2017): If you miss food, it’s like a weapon, it’s like a war: Refugee relations in Nduta and
Mtendeli refugee camps, western Tanzania, by D. Felix da Costa
Danish Refugee Council (2018a): To have peaceful coexistence, people need to have full stomachs: Rapid Conflict
Assessment in Kyaka II Refugee Settlement, Uganda, by D. Felix da Costa
Danish Refugee Council (2018b): Summary – Rapid Conflict Assessment in Kyaka II Refugee Settlement, Uganda, by D.
Felix da Costa
Danish Refugee Council Theory of Change manual (2018)
DFID (2002): Conducting Conflict Assessments: Guidance Notes
DFID (2010): Briefing Paper A: Analysing Conflict and Fragility, A DFID practice paper, Working Effectively in Conflict-
affected and Fragile Situations
European University Institute (2019): Guide on Good Data Protection Practice in Research
Fischer, S. et. al (2000): Working with Conflict. Skills and Strategies for Action, Responding to Conflict
Garred, M. (ed. with Mohammed Abu-Nimer) (2006): A Shared Future: Local Capacities for Peace in Community
Development, World Vision International
Garred, M. et. al (2015): Making sense of turbulent contexts, Local perspectives on large-scale conflict, World Vision
International
Goldwyn, R. & Chigas, D. (2013): Monitoring and evaluating conflict sensitivity, methodological challenges and practical
solutions, UKAID, CARE
GPPAC (2015): Conflict Analysis Framework: Field Guidelines and Procedures, Global Partnership for the Prevention
of Armed Conflict, CDA Collaborative Learning Projects and the Norwegian Church Aid
GSDRC (2013): Perception surveys in fragile and conflict-affected states. Helpdesk research report
GSDRC (2014): Conflict Sensitivity: Topic guide
GSDRC (2017): Conflict analysis: Topic guide

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CONFLICT ANALYSIS GUIDELINES

Inter-agency framework for conflict analysis in transition situations (2004)

International Alert et. al (2004): Conflict-sensitive approaches to development, humanitarian assistance and
peacebuilding: a resource pack
Krampe, F. (2019): Climate change, Peacebuilding and Sustaining Peace, Swedish International Peace Research
Institute (SIRPI)
Levinger, M. (2013): Conflict Analysis, understanding causes, unlocking solutions, United States Institute of Peace
(USIP)
Menkhaus, K (2013): Making Sense of Resilience in Peacebuilding Contexts: Approaches, Applications, Implications,
Geneva Peacebuilding Platform, paper no 6
OCHA (2018): Elements of conflict analysis for rapid response, promoting peacebuilding, London School of Economics
OECD (2012a): Conflict analysis and its use in evaluation. In Evaluating peacebuilding activities in settings of conflict and
fragility, Improving learning for results
OECD (2012b): Evaluating Peacebuilding Activities in Settings of Conflict and Fragility, Improving learning for results,
DAC guidelines and reference series
Oliva, F. & Charbonnier, L. (2016): Conflict Analysis Handbook – a field and headquarter guide to conflict assessments,
United Nations System Staff College
Regional Mixed Migration Secretariat (RMMS) (2016): RMMS editorial policy for written products and presentations,
RMMS
Saferworld (2019): Gender Analysis of Conflict Toolkit
Saferworld, International Alert, Conciliation Resources (2019): Doing research in conflict settings: gender
mainstreaming and ethics, Peace Research Partnership workshop report
Swedish International Development Cooperation Agency – SIDA (2006): Manual for Conflict Analysis, Division for
Peace and Security through Development Cooperation
Swedish International Development Cooperation Agency – SIDA (2017): Conflict sensitivity in programme
management
Swedish International Development Cooperation Agency – SIDA (2017): The Relationship between climate change
and violent conflict
UK Stabilisation Unit (2016): Conflict Sensitivity, Tools and Guidance
World Vision (2014): I-PACS Assessment Manual, Integrating peacebuilding and Conflict Sensitivity

Endnotes
1 In this document, whenever reference is made to DRC it includes DDG.
2 This state of affairs is not unusual among NGOs. OECD find that aid agencies often fail to ensure that conflict
analyses are properly used to influence programme planning and design. OECD (2012): Conflict analysis and
its use in evaluation. In Evaluating peacebuilding activities in settings of conflict and fragility: Improving
learning for results Paris: OECD.
3 Survey on the use of conflict analysis with DRC Heads of Programme, March 2018.
4 See Bibliography for guidelines and tools drawn upon.
5 Dialogue on Protection Challenges: Understanding and addressing root causes of displacement – António
Guterres, 16 December 2015.
6 One such tool is OPSECA, see: https://www.humanidev.tech/
7 Adapted from GPPAC (2015)

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CONFLICT ANALYSIS GUIDELINES

8 This chapter draws on: Danish Demining Group (2013), GPPCA (2015), Levinger (2013), DFID (2002),
International Alert et al (2004), World Vision (2014) and GSDRC (2017).
9 Climate change may increase the likelihood of conflict, for example where extreme weather events increase
food insecurity and affect the livelihood of vulnerable households in fragile communities. At the same time,
a society entrenched in violent conflict is less prepared to mitigate or adapt to climate change. For further
analysis on this, see Krampe (2019) and SIDA (2017).
10 Levinger (2013), p. 95-100.
11 The actor map is drawn from Fischer et, al, (Responding to Conflict, 2000).
12 Resilience is a conceptually-loaded word which carries multiple potential meanings in the different fields
where it has evolved, from engineering, to ecology, psychology, humanitarian and development aid and
peacebuilding). In this guidance “Resilience to conflict” is defined as a person’s or community’s ability to
resist, recover from and transform conflict. For a discussion on resilience in humanitarian and development
aid and peacebuilding, see Menkhaus (2013)
13 This section draws on the following materials: GPPAC (2015), Conciliation Resources (2019), Saferworld (2019).
14 See for example WHO: https://www.who.int/gender-equity-rights/understanding/gender-definition/en/
15 Inter-Agency Standing Committee (2017): Gender Handbook for Humanitarian Action; IFRC (2018): Minimum
Standards for Protection, Gender and Inclusion in Emergencies.
16 IASC (2017): Gender Handbook for Humanitarian Action (section: Assessment & Analysis p.30). For practical
guidance and examples see for example the Care Rapid Gender Analysis Toolkit developed for humanitarian
contexts; available here: https://insights.careinternational.org.uk/in-practice/rapid-gender-analysis.
17 Conciliation Resources (2015), p.7
18 Draws on GPPCA (2015), section 3.1.
19 This section draws on Oliva & Charbonnier (2016)
20 Section adapted from Danish Demining Group (2013), pp. 9-10.
21 This section draws on the BSA Statement of Ethical Practice (2017) and the European University Institute
Guide on Good Data Protection Practice in Research (2019)
22 https://ec.europa.eu/commission/priorities/justice-and-fundamental-rights/data-protection/2018-reform-eu-
data-protection-rules/eu-data-protection-rules_en
23 Section draws on GPPAC (2015)
24 Section adapted from Danish Demining Group (2013) and GPPAC (2015), section 2.4
25 The BSA Statement of Ethical Practice (2017) is a useful resource, developed for British sociologists but
applicable for field research in many domains, and provides a robust set of practical principles.
26 Section adapted from World Vision (2014)
27 Section adapted from World Vision (2014)
28 Cerwonka and Malkki (2007)
29 More guidance on perception surveys, and information about their limitations and strengths, can be found
in GSDRC (2013).
30 GPPAC (2015)
31 Adapted from Anderson M. (2000), p.14-5. and Garred, M. (2006), p. 15-31.
32 Adapted from CDA (2016) and UK Stabilisation Unit (2016)
33 Adapted from UK Stabilisation Unit (2016)
34 Goldwyn & Chigas (2013)
35 The conflict sensitivity consortium (2012), p.14
36 OECD (2012), p.78

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