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Introduction:
Herb Kelman explains that problem solving workshops can develop new approaches for transforming conflict, but cannot implement them. Track I leaders need to do that, and they need to educate the public to gain their support.
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This rough transcript provides a text alternative to audio. We apologize for occasional errors and unintelligible sections (which are marked with ???).
Problem Solving Workshops and Implementation
Herb Kelman
Professor Emeritus, Program on Negotiation, Harvard University
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Q: At the risk of stating the obvious, maybe one of the lessons learned from
the Oslo process for the problem solving workshop methodology is that problem
solving workshops are a great way to get an idea out but certainly a very
insufficient piece of the process for implementation overall?
A: I certainly agree with that, I've never thought of it otherwise. There is
no substitute for political decisions and for what you need for political
decisions, which is both an official, authoritative process-our advantage is
that we have no authority, but to implement an agreement you need authority.
Secondly, you need to put public opinion. We contribute to that. In other words
we provide potential inputs to public opinion, very significant ones,
potentially, by getting these ideas into the public debate and into the public
consciousness. They come out of workshops, in part, along with many other
activities. Of course I don't want to exaggerate the contribution of this one
approach because it is one of many. We contribute to that but the task of
persuading public opinion is a task that requires political leadership and it
doesn't happen by itself.
Q: Problem solving workshops can be used even to that end as you were
mentioning. It can be used both for coming up with the ideas and then maybe to
even generate support in the sense that people can talk about it more.
A: RIght, but it's not a substitute for the educational process that political leaders
have to engage in. Our people, we do not select participants, primarily on the
grounds of being political leaders. Some of them, may be, some of them are to
some degree, but we select them more on the grounds of being political thinkers,
influentials, but that's different from a political leader in the sense whose
task it is to mobilize the public. There may be an occasional person in our
workshop who performs that role in his society. That's not primarily the basis
on which we select people. Workshops do not substitute for either part of the
political process, the authoritative part or the educational part, whatever you
want to call it. I have never claimed or thought that it does. I still believe
that Oslo was useful and I'm not ashamed of our contribution to it although it's
different than it was in '93 or '94. At that time I could feel good when people
said, oh, you had something to do with Oslo. Now I feel defensive but I am
prepared to defend.
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