What we do

Research and analysis

Given the fast pace of change and the many uncertainties in the field of peace, stability and the security environment as a whole, a forward-looking approach is an essential component. This is with preparation for a variety of possible threats and ready to take advantage of opportunities, both which may appear in different forms than in the past and which will call for creative responses. With long traditions of strategic planning, on one hand, and future studies on the other hand, being brought together to produce fresh insights on the security environment, specific tools and methods can be employed to discern trends and alternative futures.

Conflict analysis on the other hand, can support orientation for future action. Conflicts are dynamic systems. Any intervention becomes part of the system and should focus on supporting the creative, positive energies, in the system or related to the system. Conflict analysis can be used individually or in a participatory manner in a group. The analysis does not lead to an objective understanding of the conflict. Rather it makes one’s subjective perceptions transparent. This way they can be reflected on and clearer communicated.

CGC understands that strategic foresight on peace and security can only be achieved by focusing attention on contextual research and analysis of a conflict situation. Under this purview of research and analysis, our key focus areas are:

  • Conflict analysis / tracking;
  • Foreign policy analysis;
  • Radicalization dynamics;
  • CVE strategy & programming.

Knowledge management

The nature of the at-risk and vulnerability map is particularly useful for the development of context-based functional responses to the different forms of challenges of reciprocal conflicts, violent extremism and public diplomacy, in that it combines subjective judgments with data, and makes this insight accessible for evaluation and discussion by both novice and expert, alike. The importance of this knowledge management for CGC is in giving at the end:

  • Data-driven identification of the at-risk individuals/groups, understanding high-frequency, identifying areas of synergy and eliminating non-essential activities;
  • Re-evaluation of current risk-management practices in conflict management, operations and procedures. Identification of areas—from redrafting language of program delivery—where changes can improve outcomes;
  • Alignment of conflict management/public diplomacy activities with the correct contextual needs of the subject. Addressing certain areas identified as realistic requirements, can also contribute in advancing overall objectives of CVE programming.

Under this purview of knowledge management, our key focus areas are:

  • Public diplomacy;
  • Conflict assessment framework(s);
  • Thought leadership;
  • Stakeholder engagement.

Capacity building

The delivery of our projects/activities relies highly on partnership over paternalism and for that reason, the CGC prefers the creation of long running systems rather than one off projects. The best exit strategy adopted herewith therefore is building the capacity of the target project/program participants to be able to run the set systems in the event of CGC’s exit.

Under this purview of capacity building, our key focus areas are

  • Legal aid and awareness;
  • Alternative narratives & mainstream movements.

Policy and process support

Our work as CGC in this area of conflict management, analysis and public diplomacy is understood as being undertaken within the framework of current ongoing efforts to understand the driving factors of individuals/groups to resort to violent means, and support country implementation conflict management, analysis and public diplomacy of target to these individuals/groups.

Under this purview of policy and process support, our key focus areas are:

  • Post-conflict reconstruction;
  • Policy development and implementation support;
  • Disaster Risk Reduction (DRR);
  • Legal memos.

International law

International Law, one of the prime human techniques to manage relations between politically-organized groups, has undergone a profound transformation in the past few decades, as a result of the information revolution, globalization, and the increased relevance of new non-state actors in international affairs.

Where does International Law fit in the emerging patterns of early 21st century world politics? In one sense this might seem an unnecessary question given the range of interlinked issues demanding the key functions – communication, negotiation and the representation of interests– traditionally associated with International Law. In short, the world has never required these assets more than it does now. Yet International Law, is experiencing an existential crisis, both as a set of processes for managing an increasingly complex policy environment, and as a set of structures through which these processes operate.

This uncertainty reflects a growing awareness that a transformational international system still dominated by sovereign states is having to respond to change at several interrelated levels. Whilst complex policy agendas still demand a central, if changing, role for the state, many of the norms, rules and roles associated with International Law as it has developed over the last few centuries are no longer fit for purpose.

Under this purview of international law, our key focus areas are

  • Humanitarian Law;
  • Human Rights Law;
  • Public International Law;
  • Refugee Law.