Military and Civilians Fractured Relationship in the Northern Region of Ghana
A Search for a Common Ground for Internal Peace and Security
DOI:
https://doi.org/10.66544/ajodss.v4i1.16Keywords:
Civilians, Military, Trust, Internal security, PeaceAbstract
Good relations between the military and the civilian population are crucial for maintaining peace and security in every society. Building relationships between civilians and the military is good for business. Still, it also helps build trust, understand how things work in the area, empower locals, and hold security forces responsible for protecting civilians. Numerous interconnected causes contribute to the problems that have sparked conflict in northern Ghana. In addition, different ethnic groups have different ideas about how wars started. The study aims to investigate the fractured relationship between the military and civilians in the Northern Region of Ghana while maintaining peace and internal security. The study employed a quantitative research approach. Simple random sampling technique was employed to select 225 respondents from the Northern Region for the study. Data was examined using SPSS and one sample t-test and regression analysis were used in analysing the data. The study found out that the military’s abuse of power and lack of accountability in the Northern region of Ghana are causing a fractured relationship between the military and civilians. To rebuild trust and internal security, the military has proposed strategies like local security committees, mediation initiatives, and joint patrols with local police. The study concluded that Civil-Military fractured relationship influences the rebuilding of trust and internal security. Future studies could explore the effectiveness of these measures in resolving conflicts.Downloads
Published
2024-08-01
How to Cite
Mawutor, O. (2024). Military and Civilians Fractured Relationship in the Northern Region of Ghana: A Search for a Common Ground for Internal Peace and Security. African Journal of Defence, Security and Strategy, 4(1), 45–66. https://doi.org/10.66544/ajodss.v4i1.16
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