NOVEMBER 15 – 17, 2004






-         this is Service Learning; a work-in-progress

-         long term perspective & sense of urgency: time is of the essence

-         macro-level & micro-level approaches (or ‘top down’ & ‘bottom up’)

-         to many peace professionals, leadership has a negative connotation for a number of reasons:

  1. most violence is the result of unscrupulous leaders, out of greed for power and resources, who exploit their people into violence, provoking them with religion, racism, fear, poverty, etc. (reference http://www.peace.ca/leadershipandacultureofviolence.htm )
  2. the typical leadership model is a hierarchical (authoritarian) one, dependant upon coercion, and hence models a culture of violence
  3. people with power and resources (and often in a leadership role) have a vested interest in the status quo

-         unfortunately, many peace professionals have not had leadership training, and there is no University in Canada that has a course educating, researching or developing ‘Leadership and Peace’

-         we have identified why the peace profession has floundered (or at least not excelled) in the past: lack of direction (leadership), capacity (resources), agreement, clarity, business-like (results oriented) and accountability.  Foremost in the issues that we have identified is leadership (this is the 'crux' of the matter): we have a crisis of leadership on a number of fronts (eg. within the peace profession, in National governance, in world governance, in business, education, religion, civil society, etc.), and we must help resolve this key issue with a workable model if we are to avert disastrous consequences.  This was identified by Robert Greenleaf in his book "Servant Leadership" in the 1970s, along with an effective model in my professional opinion that is very consistent with the Culture of Peace Program (I urge you to read Greenleaf's book; ref. http://www.peace.ca/servantleadership.htm ).  This leadership crisis still exists today, however more 'leadership gurus' are now promoting servant leadership and stewardship (although it has not yet 'caught on' in a significant way in the world of realpolitick). 

-         implementation of the U.N. Culture of Peace and Non-violence Program requires transformation of all institutions (eg. Government, education, business, etc.; the State can and must be changed); this requires leadership and change management

-         “Servant Leadership” is more of a model of/for a Culture of Peace (reference http://www.peace.ca/servantleadership.htm )

-         “Realpolitick” is the predominant model of a Culture of Violence

-         our “Customer” is the public (i.e. citizens of Canada … and the world)

-         motivation vs. manipulation – the ‘Art’ of Influence

-         the/an essence of peace education is empowerment

-         Canada should develop a model of a Culture of Peace, and Leadership & Peace

-         Paradox: ‘we’ have no power and resources vs. ‘we’ have all the power and resources (i.e. the other superpower)

-         Professionalize peacebuilding





-         governance of Canada (should be doing, but are not; peace falls through the cracks)

-         governance/leadership of building a Culture of Peace in Canada (Canadian Peace Initiative/Institute)

-         governance/leadership of advancing peace education in Canada (Ministries of Education; Boards of Education; Teachers Colleges; eg. http://www.transcend.org ; future-oriented vs. history; not teachers but facilitators – Freire; lecture style does not work for peace studies = different model, reference http://www.peace.ca/PARADIGM%20SHIFT%20IN%20EDUCATION.doc )

-         leadership in our respective peace organizations (and other NGOs)

-         leadership in corporations/business (including Media)





-         cohere to and advance the values as set out by the U.N./UNESCO Culture of Peace and Non-violence Program (Manifesto 2000 as an organizing frame; reference http://cpnn-usa.org/learn/values.html )





-         we live in a ‘continuum’:

                                 a                  !
                                 d                  !
I                                a                  !                                                      I
Culture of                                                                               Culture of
War & Violence                                                                Peace & Non-violence
(high incidence of                                                               (low incidence of
direct & indirect violence)                                                  direct & indirect violence)  

-         the U.N. Culture of Peace and Non-violence Program makes eminent sense

-         we need to transform Canada from a Culture of Violence to a Culture of Peace and Non-violence (it is a continuum or spectrum, as diagramed above; Canada places relatively well in comparison to many countries, which we should appreciate, but still falls within a Culture of Violence; where Canada places in the Culture of Violence compared to others is debatable)

-         we are lacking in direction (including leadership and organization) and capacity (resources, including information, people, money, skills)

-         how do we bring direction and capacity?







-         we are all leaders and followers/learners; also, we are all peace educators and co-learners; hence we need to understand leadership expectations and skills from all perspectives/roles

-         our audience includes government (political and bureaucrats, all jurisdictions); Canadian Culture of Peace Program participants; peace and non-violence organizations (and other NGOs); Education System “governors” (including Ministries and Boards of Education, Universities, Teachers’ Unions, Teachers); commerce (business, including media, and unions); reference Diagram 1

-         the process is circular, for we are all co-leaders, co-developers, and co-learners (reference Diagram 2)











(Diagram 1 – Our Audience and Core Program Pieces)

(Diagram 2 – A Circle of Peace: Leadership, Education and Empowerment Process)





-         refer to Hypotheses in Item I above

-         how to make Culture of Peace mainstream?

-         How to ‘sell’ a Culture of Peace?

-         We need to understand the status quo (diagnose the current environment) and utopia (our dreams), and how to go from the status quo toward utopia, via practical goal setting and achievement

-         How to change?  Change management

-         Who is going to do it?  Champion; develop tool box/program

-         There will be tons of opposition (“enemies”); natural resistance to change; comfort zones

-         Need funding; how to get (eg. Grant writing)

-         Overwhelming; peace is complex (a “problem of convergence” of many major issues, each one a dilemma in its own right);

-         Need of a solid program to educate the private schools, public schools, colleges and universities:  What is peace?  How do we define a culture of war and violence vs. a culture of peace and non-violence?  Why is it important?  Who is responsible?  What should we do?  Where should it go?  How we fit in as an individual and on a global front?  What does an ideal ‘ Peace Village ’ look like?

-         Peace activism preaches to the choir; need to connect with others

-         We should be able to rely on our government for this, but they are not doing (in fact, government starves peacebuilding of resources; has a vested interest in the status quo)

-         Dispel the myths (eg. Canada the peacekeeper)

-         Fear of sacrifice of a way of life

-         Motivation lacking to (a) change ourselves, and (b) change our leaders

-         Power: position power (uses fear, resources, is short term) vs. persuasive/personal power (uses love and understanding, is long term)

-         Culture of Peace “development level” in Canada : low competency and low commitment

-         Violent communications; ineffective communications (eg. Sharing, respecting and attempting to understand one another’s ideas; may have cultural differences and thus barriers)

-         Who are our customers, that we are preparing for?  Our “Customer” is the public (i.e. citizens of Canada … and the world), including children, youth, adults, elderly, communities, organizations, corporations

-         Research required (state of the art – who is doing what and how can we work collaboratively?; future trends and visioning – how do we create the world we want?)





-         We must reappropriate the word ‘leadership’ (it is a necessity to build peace)

-         give solid steps “What to do to build a Culture of Peace”; provide a ‘toolbox’; clear goals

-         train the trainer (teacher) workshops; give some ‘answers’ and how to find your own

-         need Champions (to provide leadership in key areas)

-         we need to engage the ‘enemies’ (i.e. constructive engagement); listen to understand; dialogue

-         how to unify the movement; prepare summary of what is going on

-         develop a Marketing Campaign, to ‘Sell’ Peace (reappropriate the word ‘Peace’, which has been given a bad reputation in some circles)

-         need a base of social services, including ‘wealth’

-         infiltration and subversive tactics (eg. Hidden and informal curricula)

-         develop:

  1. Culture of Peace ‘Program’ (teaching of Manifesto 2000, etc.; reference University of Alberta new peace education program)
  2. Leadership and Peace ‘Program’ (develop leadership model, starting with Servant Leadership, Stewardship; flatten hierarchy, etc.)
  3. Peace Education ‘Program’ (develop model of a Culture of Peace in the classroom and school/university, starting with reference http://www.peace.ca/PARADIGM%20SHIFT%20IN%20EDUCATION.doc )
  4. Peace Psychology ‘Program’ (UNESCO motto, “Since wars are created in the minds of men, it is in the minds of men that the defences of peace must be constructed.”)

-         proclaim the positives (eg. We are closer to a Culture of Peace); use an asset building approach predominantly (needs based approach to a lesser extent)

-         communication: non-violent and compassionate; cross-cultural communication learning to reduce the barriers to peaceful communication

-         conflict transformation education and resources (every community)

-         need people working (“actionists”)

-         peace studies students need to drive change in Universities, and research & development

-         consider building a ‘Peace Learning Centre(s)’, based on the model in Indianapolis

-         adopting schools in your community and working within to see if awareness can change the thinking

-         Can we describe an ideal community that lives a Culture of Peace?  What are the benefits the people are enjoying?  How can we build such a community?

-         Peace resource centre (library of books, videos, etc., and people to talk to)

-         video lectures of peace ‘experts’ (eg. Laureates, Galtung, etc.)

-         convene a Governance/Leadership and Canadian Culture Of Peace Program Workshop soon; to develop a workable (and continuously improving) leadership model for the CCOPP; consider the Canadian Peace Initiative Charter of Principles (ref. http://www.peace.ca/CPImission.htm at bottom)





-         “Leaders only change because they either see the light or feel the heat.”

-         Values (at the root of change); reflection; it is your decision; give information; social accountability (business and government); positive perspective (emphasis; asset building vs. needs based); legacy for future generations (our children and grandchildren); attitudes and feelings

-         Support structures

-         Peer groups (‘pressure’)

-         Sense of urgency (“A great change in our stewardship of the earth and the life on it, is required, if vast human misery is to be avoided and our global home on this planet is not to be irretrievably mutilated.” World Scientists Warning to Humanity http://www.pgs.ca/pages/mem/warning.htm )

-         Hopeful vision: how we express the story (picture; goals; inspiration; the village; dramatic presentations)

-         Positive reinforcement (never a reprimand/coercion; redirection instead; nonviolent action)

-         Direction

-         Give value (meet the “What’s in it for me?” test; self interest vs. service above self)





(Diagram 3 – Brainstorming a Leadership Mission and Vision, led to Diagram 4)


-          As peace leaders, our mission is to lead the way to a Culture of Peace and Non-violence

-         “Foresight is the ‘lead’ that the leader has.  Required is that one live a sort of schizoid life.  One is always at two levels of consciousness.  One is in the real world -- concerned, responsible, effective, value oriented.  One is also detached, riding above it, seeing today's events, and seeing oneself deeply involved in today's events, in the perspective of a long sweep of history and projected into the indefinite future. … Leadership by persuasion has the virtue of change by convincement rather than coercion.  Its advantages are obvious.”  Robert Greenleaf

-         read “Servant Leadership” (reference summary http://www.peace.ca/servantleadership.htm )

-    the Output of this Workshop fed into the development of a Canadian Culture of Peace Program Workshop


(Diagram 4 – Leading organizations and individuals to help build a Culture of Peace)


-         for further background reading, I recommend the references at http://www.peace.ca/peaceleader.htm