The comprehensive approach and NGOs : coherence and its effects on dealing with dilemmas and differences : The cases of Denmark, UK and the Netherlands in Afghanistan
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2013-01
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en
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Abstract
The comprehensive approach (CA) is the result of the changes in the international
security environment. It became clear that most conflicts are complex and that a onedimensional
military approach does not suffice. Civil wars like the one in Afghanistan
have led governments and organisations, such as the EU and UN, to realise that a new
approach is needed. This became known as the CA. The approach is based on the
thought that there should also be a political, civilian and socio-economic component
besides the traditionally military component in post-conflict and counterinsurgency
operations.
This research study takes a closer look at the British and Danish missions in
Helmand and the Dutch mission in Uruzgan, to find out how NGOs are dealt with in
the CA and to what extent this affects the different approaches to the dilemmas and
differences. For the purpose of this research study the CA is defined as “greater
coherence in the different approaches of different organisations”. In addition, the
study makes use of a list of dilemmas and differences that play a role within a CA.
The research study attempts to map the type and degree of coherence that can
be pursued between local, national and international NGOs and the different
government departments for the three cases. It finds that there have been many
different forms of interaction between the three approaches. Each approach has had its
own level of coherence between NGOs and the mission. Moreover, it appears that the
level of coherence has differed according to the level at which it has taken place, the
strategic or the operational level, and whether it has concerned cooperation with local,
national or international NGOs.
Moreover, it shows that the difference in the level of coherence has
contributed to the way in which the three approaches have dealt with the dilemmas
and differences between the actors involved in the CA. It finds that the greater the
level of coherence between NGOs and the different government departments within
the mission, the more effort exists to include NGOs in the approach to the dilemmas.
Moreover, when non-government and government measures are combined, most
officials and military personnel view the differences as complementary rather than
negative. Finally, the report shows that when there is a tremendous military authority
within the mission, dilemmas and differences are dealt with from a military
perspective, in which NGOs are not so much included.
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Faculteit der Managementwetenschappen