During implementation, the project becomes not only a systemic part of the context but also a dynamic element of it as a result of the different relations and interactions with other actors (eg communities, implementing organisations, donors, authorities).

Constructive conflict management should form a common goal across a spectrum of actors, both within and beyond the project area. Use this goal as the starting point of every negotiation or activity as it will generate a greater capacity to discover common solutions, and be strategic about the relationships you develop. The actor analysis undertaken during the conflict analysis will help.

Project participants: Trust and participation

To gain trust and participation from beneficiaries requires commitment and hard work. Seek to:

• engage the communities in as many planning and reviewing activities as possible and actively seek their input (this engagement will require the introduction of specific systems that will ensure the effective participation of communities and avoid the risk of unbalanced involvement)

• avoid behaviour that may be misinterpreted by local actors
• maximise participation at all levels of the project to build mutual trust – project success may depend not only on the trust beneficiaries have in interveners, but also in how much interveners trust beneficiaries
• plan a constructive engagement with beneficiaries to positively influence the context.

Project staff: Internal dialogue and safety

Conflicts and potential conflicts usually have an important impact on project staff. Be sure to:

• reinforce constructive messages and nurture an atmosphere of dialogue
• enable staff to perform their activities without endangering their safety
• make staff feel respected for their work in difficult conditions
• ensure management systems do not affect conflict dynamics in a negative manner
• be mindful of implicit messages that could damage capacity to constructively address conflict dynamics through the ethnic or caste composition of staff, suspicion, unnecessary security measures that increase anxiety, salary policies, gender biases, and other management practices inconsistent with the context.

Partners: Transparency and accountability

Transparency and accountability should guide the deepening of relationships.

• use basic (but strict) rules of partnership
• be mindful of unequal relations between powerful institutions and local smaller structures of civil society as this inequality may undermine the ability to develop an open dialogue
• negotiate basic rules of accountability and independence that can help ensure an equitable relationship.

It is common practice to implement through local partners. If accountability is ensured, this is usually a positive approach as this process can itself support the strengthening of civil society in cases where conflict dynamics have undermined the social fabric. The selection of partners can provide an important opportunity to foster dialogue and trust within the local civil society. Do No Harm analyses have revealed that by setting up committees where all local actors participate using transparent rules of selection, the process can result in the identification of appropriate partner agencies. Equally importantly, the committees can set an example and space for trust and dialogue that may have previously been absent.