Episode #469: “This is not simply about solving the conflict, but about understanding the conflict to begin with,” explains Bhanubhatra “Kaan” Jittiang, an assistant professor of political science at Chulalongkorn University and director of the Nelson Mandela Center for Conflict Resolution and Human Security. He argues that most external efforts to mediate or manage Myanmar’s conflict fail because they begin from the false assumption that Myanmar functions as a centralized, coherent nation-st...
Episode #469: “This is not simply about solving the conflict, but about understanding the conflict to begin with,” explains Bhanubhatra “Kaan” Jittiang, an assistant professor of political science at Chulalongkorn University and director of the Nelson Mandela Center for Conflict Resolution and Human Security. He argues that most external efforts to mediate or manage Myanmar’s conflict fail because they begin from the false assumption that Myanmar functions as a centralized, coherent nation-state. In his view, this assumption collapses because Myanmar is structurally complex, rapidly changing, and shaped by fragmented authority, layered identities, and long-normalized violence. Any workable approach, he insists, must start from how power, legitimacy, and survival actually operate, rather than from abstract peace formulas or standardized political templates.
Kaan describes that Myanmar is often perceived in Thailand as a centralized state similar to Thailand itself, with ethnic diversity acknowledged but poorly understood in political terms. Descriptions of Myanmar as “federal,” he argues, are filtered through a centralized Thai frame that mistakes rhetoric for lived governance. This frame breaks down in practice. During early fieldwork after the coup, he encountered a dense landscape of armed groups and organizations that defy simple categorization. That confusion becomes emblematic of Myanmar’s reality: political and social organization operates through overlapping layers, and distinctions within ethnic groups matter deeply for authority and representation.
Kaan argues that this complexity defines the conflict itself. Simplifying Myanmar leads outsiders to false solutions such as “bringing everyone to the table” without confronting who “everyone” actually is. He also emphasizes how quickly conditions change, warning that static narratives lead actors to misread shifts in control and governance. “In just two to three weeks, things change,” he notes.
Anchoring his analysis regionally, he argues that Thailand experiences Myanmar’s crisis as a direct security pressure, rather than as a pressing tragedy. Capital-focused engagement, he contends, misreads a fragmented reality shaped largely at the border. Turning to humanitarian and security policy, he insists that long-term displacement demands investment in dignity, livelihoods, and prevention, not emergency response alone. He concludes that durable engagement must center people rather than rigid state frameworks, stating, “People have to be at the heart, and it must always be at the heart.”
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