This study investigates the conflict management strategies employed by local and international organizations to address the armed conflict in Baringo County, Kenya, during the period 2021–2022. The research focuses on identifying which strategies were effective and which failed to achieve their intended outcomes, examining how these approaches aligned with the needs and circumstances of the local communities.

By analyzing insights from seven NGO representatives, the study evaluates the challenges faced in implementing these strategies, particularly in relation to climate change and resource scarcity. The analysis is shaped by two core theoretical frameworks: Conflict Transformation Theory (Lederach) and Strategic Management Theory (Bryson), which guide the interpretation of NGO strategies and challenges.

Findings indicate that community-driven initiatives, such as promoting alternative livelihoods and engaging local leadership, were crucial in mitigating conflict.

However, coordination issues between state and non-state actors hindered the scalability and sustainability of these efforts. The study concludes that while local strategies showed promise, their long-term effectiveness requires better integration with regional cooperation, highlighting the need for a holistic approach to managing climate-induced conflict and ensuring long-term peace