The work of CCMT is mainly comprised of the following


We carry out direct and indirect conflict interventions in response to requests from parties involved in the conflict or external observers using a holistic approach


Research is an integral part of the organisation and is conducted on a thematic or project basis. Our Monitoring & Evaluating framework, which we continuously work to strengthen and improve


  Our on-site library, ‘The Resource Centre’, houses a collection of peace-building and development related books, publications, video materials, journals and research reports.


  Building on our organisational strengths and expertise, the Consultancy Department provides services to organisations and individuals



  Creating a platform where various stakeholders within the University community collectively come up with effective and constructive solutions to conflicts affecting students and staff.


 Learning opportunities arise during our intervention processes. We endeavour to ensure that these are used to create space for community members to deepen their understanding.


CCMT carries out direct interventions in conflictual relationships upon request by the parties themselves or observers who recognise the need for outside assistance. Most of our interventions have so far been in community conflicts that are destructive to human relationships and to the physical infrastructure as well as other developmental issues.

We prefer to use a holistic approach which includes aspects of dialogue, mediation and negotiation amongst other conflict resolution techniques. Direct interventions have taken place in the Buhera District of Manicaland Province,  Chirumanzu, Tongogara and Vungu districts of Midlands Province as well as the Zaka district of Masvingo Province.



CCMT carries out indirect interventions through co-facilitation with organisations and communities. The communities and organisations involved take ownership of the process with support and guidance from CCMT.

After carrying out an analysis of the issues, CCMT together with community members, identifies the relevant stakeholders and skills that would be required to resolve the issues. These trained community members will then apply the acquired conflict management and transformation skills in their personal lives, communities, institutions or organisations.

We work to transform the ways in which societies deal with conflict – away from adversarial approaches and towards collaborative problem solving. We partner with local government, civil society and communities to find culturally appropriate means to strengthen societies’ capacity to deal with conflicts constructively.

To find out more about the interventions that we carry out, please download our Annual Report


Learning opportunities arise during the CCMT intervention processes. We endeavour to ensure that these opportunities are used to create space for community members to deepen their understanding of conflict and transformation concepts through their experience of handling the conflicts being addressed.


We provide conflict management training for community leaders such as
Councillors, Provincial Administrators, and District Administrators in response to situations where orthodox systems have proved insufficient or have instead worsened conflicts.

To date, several community leaders in the Midlands, Masvingo and Harare have received training from CCMT.

capacity building


We use of co-facilitation as a way of passing on conflict transformation skills and striving towards sustainability. At the start of an intervention, parties to the conflict are informed about the different roles stakeholders may be required to play depending on the nature and dynamics of the conflict. One of these roles is to co-facilitate with officers from CCMT. Through working with CCMT staff in all the processes, including the coordination, planning and facilitation of dialogue meetings, the identified community members are expected to learn some essential principles about handling a conflict. We also expect that they will acquire knowledge on how to conduct similar processes within their communities in the absence of CCMT.

This method was adopted by the organisation following the realisation that capacity building through training alone was not the most effective way of passing on skills to community members. Training, in most cases is a theoretical and singular event which often does not give participants the practical experience of dealing with the conflicts that they face in their communities.


One of the indicators we use to measure the success of an intervention is the level of knowledge and skills retention by the beneficiaries. The feedback examples below are taken from CCMT evaluations:

I learnt that seating arrangement is crucial in dialogue. The set up has been replicated at home with my family
Community member, Chirumanzu district

I learnt that when you’re a moderator you’re not supposed to take sides. People in conflict situations must resolve their differences themselves.
Social Services employee, Gweru

My job is to handle conflict from different angles. Applying the dialogue tools has helped me in my role as a chief.
Village Headman, Gweru


The NUST Campus Dialogue Peace Project (NCDPP) was formulated in partnership with CCMT and NUST University. The project aims to create a platform where various stakeholders within the University community collectively come up with effective and constructive solutions to conflicts affecting students and staff.

The NCDPP utilises cultural, legal and other resources to champion the cause for dialogue and peace at the campus and its environs.


The initial phase of the project involved the identification of stakeholders who were to be a part of a pool of ‘experts’, building their capacity in the area of conflict transformation and raising awareness within the University about the project. This was done through training and targeted sensitisation meetings which sought to ensure that the group was fully equipped for the task and that they would be accepted by the University community.

campus dialogue


Since the inception of the project in 2010, the following training sessions have been conducted in order to build the capacity of NCDPP members:

  • Basic conflict management training, which introduced members to the basic concepts of conflict management and transformation
  • Conflict analysis and communication, which sought to equip members with analytical skills and tools needed in planning and moderating dialogues
  • Dialogue moderation and communication, which equipped members with dialogue moderation skills
  • Dialogue moderation training, which focused on practising dialogue moderation


Following the training, the NCDPP focused on raising awareness to ensure that the group was accepted by the NUST community. This was done through sensitisation meetings and training of NUST senior management and administrators.  During this process, both the management and administrators were fully appraised about the project, resulting in four administrators joining the NCDPP.


The NCDPP has been able to share its experiences internationally with other Universities that use the sustained dialogue approach to deal with conflict issues on campus. Members from the group took part in the first ever international summit on sustained dialogue at Addis Ababa University in Ethiopia.
This experience has inspired NCDPP members to challenge the ways in which they facilitate constructive engagement in conflict issues at the institution.


2012 marks the beginning of a new phase in the project, where CCMT will take a step back and allow NCDPP members to take the lead and put to test the knowledge and skills they have acquired. CCMT will continue to provide technical and financial support to the group as it intervenes on issues at the institution.


Over the years CCMT has built up vast amounts of expertise in the areas of conflict management, peace-building and Organisational Development (OD). Using all of our skills, in-depth knowledge and highly skilled individuals, we help organisations in both the public and private sector to develop solutions that are tailored to their needs. We also provide training for individuals looking for skills in handling conflict in the various arenas of life, whether personal or professional.

Our unique and successful approach to conflict management informs the work of our Consultancy Department.

Services provided include:


  • Introduction to Conflict Management and Transformation
  • Conflict Analysis
  • Mediation and Dialogue Moderation
  • Conflict Management and Transformation


  • Team building and staff retreats
  • Strategic planning facilitation
  • Change Management
  • Organisational assessment


  • Commissioned Research
  • Project evaluations


  • Action Faim
  • Chikukwa Ecological Land Use Community Trust (CELUCT)
  • Christian Care
  • Sabi Consulting
  • Students Christian Movement of Zimbabwe  (SCMZ)
  • Search for Common Ground (SFCG)


I would fully recommend CCMT to any organisation that needs its staff members to be trained in Conflict Sensitivity and Management. Your training session for AFRODAD was a worthwhile investment. Thanks for imparting your knowledge
Mercyln Kasipo, HR/OD ManagerAFRODAD

CCMT has been overseeing our community outreach activities in Zimbabwe for our flagship television programme ‘The Team’. The impact of the dialogues has been so powerful that SFCG Zimbabwe would like to, where possible, continue to work with CCMT in other programmes relating to Peace
Caroline Majonga, Programme Associate, Search For Common Ground (SFCG) Zimbabwe


In 2004 CCMT completed a research that looked into the possibilities of a community driven reconciliation process for Zimbabwe. One of the main lessons that emerged  from this process was the fact that the national level conflicts that had  affected communities across Zimbabwe since colonial times, had in many cases, been given their colour and texture by the discordant relationships that were already existing in the various communities they were being played out in.

Based on these findings, the CCM team undertook to design trainings to equip ordinary community members with skills to deal with the day to day conflicts ordinary people experienced daily. The idea was that, if national level conflicts were to be played out at community level their intensity would be reduced if good relationships would exist in the community.


community associations

By 2007 CCMT had overwhelmingly established ten associations in the three provinces of Harare, Masvingo and Midlands. The idea of establishing and supporting these associations had not been a part of the original concept but was an idea that emerged from the first group that was trained in Mbare; who after the second training in mediation skills, decided that they wanted to offer these services to the community not as individuals but as a coordinated entity that could support the efforts of team members and ensure that a quality service was being offered to the community.

The group requested CCMT to support their work and thus began CCMT’s establishment and support of community based conflict management associations. Associations were born in Chitungwiza and Epworth. In recognition of the pivotal role women play in the resolution of conflicts both traditionally and as caregivers within the community, associations were established specifically for women in Kuwadzana, Mabvuku /Tafara and Highfeil. Expansion beyond Harare saw four associations being established in Gweru and Masvingo, two in Mkoba North and Mkoba South and two in Rujeko and Mucheke.


The project saw the associations having their skills continuously developed through various trainings. Through the years training was received in basic conflict transformation, mediation skills and sustained dialogue, and in an effort to support the administrative functions of the associations, skills and support were given in the areas of leadership and governance and financial administration. The Associations’ journey of learning mirrored that of CCMT as the skills that were being acquired by staff members as the organisation grew were being immediately shared with the associations, so much so that some of the associations specifically Epworth, Mkoba North and south and Rujeko and Mucheke, began carrying out direct interventions into community conflicts using the dialogue method even before CCMT began to carry these out.


The Associations have had success in convening dialogues on issues that their communities have identified as in need of resolution, like electricity and water supply, conflicts in community schools and increasing rates and poor service delivery.

By the time CCMT embarked on its new strategy of providing Conflict transformation services to communities, the work the organisation was now carrying out depended heavily on the lessons taught to us by the associations through the dialogues that they had convened in the communities. It was a clear case of the student now instructing the teacher, it was clear that the associations had come of age, and it was now time to begin the preparations for them to chart their own way forward.

From 2010 – 11 CCMT and the Associations began preparing for their independence, it was a busy time as work was being carried out on not only refining dialogue facilitation skills and administrative skills but on ensuring that the associations had the requisite paper work to operate independently either as Community based organisations, Private voluntary organisations or as registered Trusts. It has also been important to ensure that each association has the required authorisation of district and local authorities to operate freely in the community as their work requires them not only to bring together residents but local leaders from various institutions including councils and the District administrators and government authorities.


July 1st 2011 marked the day that the associations became officially independent. It was a day that both CCMT and the associations faced with both anxiety and excitement, as the question on what the future holds was on all our minds. Despite the trepidation we are sure that the journey that has brought us to where we are now is only at its beginning as the associations beacon of hope is bright enough for them to light the way for their communities to deal with conflicts constructively.


The strategic objective of our Research Unit is to contribute to the development of CCMT as a learning, research-based organisation.

Our research is carried out at three levels:

  1. Research to gain background information on conflict cases as part of an intervention. This includes information on the history of the conflict, the parties involved and the context within which the conflict is taking place.
  2. Thematic research undertaken according to issues that arise out of need. This research is largely based on interventions that are requested by communities and other groups.

Recently completed research projects include the following:

  • Conflict over roles and responsibilities between traditional and elected leaders
  • Challenges to social service delivery in Zimbabwe’s resettlement areas
  • Challenges of marriage and divorce under Zimbabwe’s dual legal system
community associations


The Research Unit works closely with the Consultancy Department to conduct commissioned research and evaluations for both private and public sector organisations.


The integration  of PM&E into our work has been an ongoing  exercise over a number of years. We have now established a systematic way of collecting data and utilising the process to support our work and the officers in the field. We ask the right questions at the right time and we record the responses for our analysis and learning. Field officers feel strengthened by the PM&E framework as it helps to identify and address challenges that they face as a team.

The importance of planning and therein, planning for results, has begun to influence our work culture and the ways in which we manage our current projects. Moreover, the data collection is now systematically organised through a tailor-made CCMT database. As a result, we are confident that the service we can provide to the communities is improving and that in the future our reporting and our derived lessons will be instrumental for continuing to develop in our strategic pathway.


In 2012, we carried out Phase 1 of a project entitled Mapping Peace Initiatives in Zimbabwe. The study sought to the build the profile of the different types of conflict occurring in Zimbabwe’s 10 provinces. Workshops were held in various locations across the country, bringing together organisations working in the peace building field. Each workshop comprised focus group sessions which were used to discuss, prioritise and analyse conflicts that were currently taking place. Organisations that were present also completed a detailed questionnaire which was used to develop a directory of organisations working in peace building throughout Zimbabwe.

In 2014, a second phase of the study was carried out. During this phase the provincial conflict profiles and directory of peace building organisations were updated through another series of workshops.