Capacity Building

Learning opportunities arise during the CCMT intervention processes. We endeavour to ensure that these opportunities are used to create space for community members to deepen their understanding of conflict and transformation concepts through their experience of handling the conflicts being addressed.

We provide conflict management training for community leaders such as
Councillors, Provincial Administrators, and District Administrators in response to situations where orthodox systems have proved insufficient or have instead worsened conflicts.

To date, several community leaders in the Midlands, Masvingo and Harare have received training from CCMT.

We use of co-facilitation as a way of passing on conflict transformation skills and striving towards sustainability. At the start of an intervention, parties to the conflict are informed about the different roles stakeholders may be required to play depending on the nature and dynamics of the conflict. One of these roles is to co-facilitate with officers from CCMT. Through working with CCMT staff in all the processes, including the coordination, planning and facilitation of dialogue meetings, the identified community members are expected to learn some essential principles about handling a conflict. We also expect that they will acquire knowledge on how to conduct similar processes within their communities in the absence of CCMT.

This method was adopted by the organisation following the realisation that capacity building through training alone was not the most effective way of passing on skills to community members. Training, in most cases is a theoretical and singular event which often does not give participants the practical experience of dealing with the conflicts that they face in their communities.

One of the indicators we use to measure the success of an intervention is the level of knowledge and skills retention by the beneficiaries. The feedback examples below are taken from CCMT evaluations:

I learnt that seating arrangement is crucial in dialogue. The set up has been replicated at home with my family.
Community member, Chirumanzu district.

I learnt that when you’re a moderator you’re not supposed to take sides. People in conflict situations must resolve their differences themselves.
Social Services employee, Gweru

My job is to handle conflict from different angles. Applying the dialogue tools has helped me in my role as a chief.
Village Headman, Gweru