Leadership, conflict, and cooperation
The author reviews what he has learnt from 40 years of analysing and engaging in the resolution of campaigns of terrorism and politically motivated violence, initially in Ireland, and then in other parts of the world. He uses his experience as a psychoanalytic psychiatrist and the leader of a political party to address not just theory but practice and some key lessons learnt about leadership in the context of increasing polarization and violence. This includes the personality and qualities of the leader, the counter-intuitive tactics required and the challenges and opportunities in moving from violent conflict to democratic cooperation. He describes aspects of large group psychology and the practice of negotiation and peace-building as well as important requirements for political and community leadership in the changing context of violent conflict.