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Unraveling the Peacekeeping Paradox in the UN Mission in South Sudan: A Path Toward Inclusive Multilateral Governance
Sutton, Mackenzie
Sutton, Mackenzie
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Research project
Date
2024
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Committee member
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Political Science
Global Studies
Global Studies
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http://dx.doi.org/10.34944/dspace/10861
Abstract
This paper investigates the nature of United Nations (UN) peacekeeping, asking: Why, after over a decade of peacekeeping, is South Sudan still in crisis? Who are the international and local stakeholders? What are their goals and interests toward sustainable peace? Existing literature on “new wars” and third-generation peacekeeping highlights the complexities of modern conflicts, emphasizing a need for adaptable mandates and expanded responsibilities for peacekeepers. While these perspectives acknowledge the evolution of peacekeeping strategies, they often fail to account for how conflicting strategic interests among stakeholders undermine peacekeeping efficiency–generating a peacekeeping paradox. This paper argues that the peacekeeping paradox stems from a fundamental mismatch between the goals of external actors and the realities on the ground. The research adopts a mixed-methods approach, analyzing in-depth, semi-structured interviews with UN stakeholders and quantitative quality-of-life indicators. Through a case study of the UN Mission in South Sudan (UNMISS), the paper examines how competing interests and the exclusion of local perspectives hinder mission success. In South Sudan, the competition between China and the United States manifests on the ground, presenting significant challenges for the mission and human development. Findings reveal that misaligned mandates and insufficient integration of local communities perpetuate instability and suffering and prolong conflicts. This study concludes that adopting an inclusive multilateral peace model, which incorporates the perspectives of developing nations and regional organizations, can begin to resolve the paradox, improve mission outcomes, and enhance global peacekeeping frameworks.
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