23.11.10
Professionalization of Peace Operations
Causes, Dynamics and Effects
NUPI-rapport | Oslo, Norwegian Institute of International Affairs (NUPI) | 22 sider
Peace operations have not only become “multi-dimensional”, but also highly professionalized. The report goes through what professionalization entails, identifies some of its effects, and discusses some of its implications for on-going debates about ways to make peace operations more effective.
A Publication in the NUPI Series on Security in Practice
. Security in Practice
no. 10 - 2010.
>> Summary
Peace operations have not only become “multi-dimensional”, but also highly professionalized. The report goes through what professionalization entails, identifies some of its effects, and discusses some of its implications for on-going debates about ways to make peace operations more effective. One central claim is that professionalization entails increased differentiation and specialization of tasks: the different dimensions of peace operations – protection of civilians, rule of law, democratization etc – are becoming ever more refined and specific and defined through best practices and guidelines. Professionalization may thus result in an increase in coordination challenges.
Another claim is that the different tasks that make up post-conflict reconstruction are endogenous rather than exogenous to professional groups’ search for and nurturing of authority: professional actors have interests, and they advance these in part by seeking to define what is to be governed and for what purpose, which helps secure their authority over specific tasks. Thus, professionally shared conceptions of what is to be governed, how and why may be more important than organizational affiliation. The implication of this is that current debates about the need for more coordination and better integration of security, humanitarian and developmental concerns – as in the concept of Integrated Missions – may be off target. Integrating or coordinating between the tasks controlled and performed by professional actors will not be achieved by organizational reform but requires changes in and alliances between professional groups’ conceptions of governance.
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