Best practices for the management of knowledge for conflict resolution: Lessons learned from the Great Lakes region of Africa

Abstract

This article deals with the management of knowledge for conflict resolution and innovation in Africa. After a brief discussion of the research methodology followed, a feedback is provided on the field study conducted from 2006 to 2008 in northern Uganda and Rwanda and at the International Criminal Tribunal for Rwanda (ICTR) in Arusha, Tanzania, and in the DRC. As a result of the field study, certain principles and practices were identified whereby the challenges facing Africa could be examined. The author found five ‘realms’ in which knowledge management can take place and that traditional knowledge practices, if merged with more modern knowledge management practices, provide a valuable framework for using knowledge management for conflict resolution and innovation in Africa. Best practices that were identified include an intra-connected and collective knowledge production system and the production of tacit knowledge, especially among the new generation or youth. Furthermore, the importance of intellectual capital (in the form of value-driven leadership, competent managers and expert knowledge workers) and the activation of an intervention into the continuous spiral of violent conflict which will ultimately lead to the innovative transformation of African society are discussed. Finally, some recommendations are offered as possible solutions for conflict resolution and innovation in Africa.