Managed Intergroup Contact In Peace-building And Reconciliation
and engaging with the other group.
Nevertheless, despite its proven benefits, simple contact is insufficient in
some cases. Bringing opposing groups together does not ensure that they
will get to know one another or that the individuals will establish meaningful relationships. At the end of the meeting, ignorance may still persist, masked only by a façade of pleasantries. Critics of Gordon Allport’s
original contact theory point out the paradox of contact, which states that
prejudice can sometimes be the result of the presence of contact between
opposing groups (Dixon et al 2005: 698). Allport himself understood the
need for a thorough understanding of one’s context before suggesting
contact and also agreed that in some cases superficial contact can do
more harm than good. He warned that “theoretically every superficial
contact we make with an out-group member could by the ‘law of frequency’ strengthen the adverse associations that we have” (Allport 1979:
264). Therefore, in order to break through the veneer of pleasantries and
really change perceptions, contact must be meaningful and well planned.
While it is difficult to predict what meaningful contact looks like, it is
possible to develop an approach that is carefully crafted and aims to develop elements of trust, forgiveness, and intergroup comfort, in preparation for the formation of meaningful and durable relationships. Through
its carefully designed pre-contact and contact programme, the MCT approach allows for in-depth work, the challenging of stereotypes and misunderstandings, and the opportunity to develop renewed, durable, and
positive relationships.
It is particularly important for contact to tackle issues of misunderstandings and myths, as a lack of trust can sometimes be a by-product of
misconceptions and can further lead to anxiety and hesitation to engage
with cross-community groups. FACE participants from the Services
background continued to express apprehension at meeting the women
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