LTC - 1

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LTC - 1

  1. 1. PURPOSEPURPOSE The purpose of this lecture is to make theThe purpose of this lecture is to make the skills of the mediator more accessible toskills of the mediator more accessible to every person who wants to deal moreevery person who wants to deal more effectively and creatively with theeffectively and creatively with the conflict of his or her life.conflict of his or her life.
  2. 2. CONFLICTCONFLICT
  3. 3. LEADINGLEADING
  4. 4. As our world grows smaller, opportunities forAs our world grows smaller, opportunities for conflict multiply. Ethnic, religious, political, andconflict multiply. Ethnic, religious, political, and personal differences drive people apart--withpersonal differences drive people apart--with potentially disastrous consequences--and it's thepotentially disastrous consequences--and it's the task of perceptive leaders to bring themtask of perceptive leaders to bring them together again World-renowned mediation experttogether again World-renowned mediation expert Mark Gerzon argues that leaders have failed toMark Gerzon argues that leaders have failed to rise to this challengerise to this challenge.. THE WORLD TODAYTHE WORLD TODAY
  5. 5. LEADING THROUGH CONFLICTLEADING THROUGH CONFLICT By, Mark Grezon
  6. 6. Mark GerzonMark Gerzon Expert in Civil Discourse-New York TimesExpert in Civil Discourse-New York Times Has immense international experience, exposureHas immense international experience, exposure and expertise and has developed a Mediatorand expertise and has developed a Mediator model of Leading Through Conflict which can bemodel of Leading Through Conflict which can be achieved through eight tools, all soft skills, aachieved through eight tools, all soft skills, a combination of which can lead to innovative,combination of which can lead to innovative, transformational resolution of the conflict.transformational resolution of the conflict. Sanjay SahaySanjay Sahay
  7. 7. NEED FOR LEADING THROUGH CONFLICTNEED FOR LEADING THROUGH CONFLICT New kind of leadership needed to face theNew kind of leadership needed to face the challenges of increasingly global economics andchallenges of increasingly global economics and politics.politics. Silent revolution taking place around the world,Silent revolution taking place around the world, the negotiation revolution.the negotiation revolution. Most decisions are not being made horizontallyMost decisions are not being made horizontally now.now.
  8. 8. Negotiation is a must in the globalised world, notNegotiation is a must in the globalised world, not a luxury.a luxury. Non-hierarchic decision making.Non-hierarchic decision making. New model of leadership needed which putNew model of leadership needed which put conflict in the centerconflict in the center.. NEED FOR LEADING THROUGH CONFLICTNEED FOR LEADING THROUGH CONFLICT
  9. 9. Organizations and societies flatten from pyramids toOrganizations and societies flatten from pyramids to networks.networks. Ordinary leadership tends to be one sided. Whole isOrdinary leadership tends to be one sided. Whole is the critical issue.the critical issue. Level 5 leadership in business required andLevel 5 leadership in business required and elsewhere too.elsewhere too. NEED FOR LEADING THROUGH CONFLICTNEED FOR LEADING THROUGH CONFLICT
  10. 10. It is not needed in on the larger stage butIt is not needed in on the larger stage but in our work organization.in our work organization. Also in our families and personal life.Also in our families and personal life. NEED FOR LEADING THROUGH CONFLICTNEED FOR LEADING THROUGH CONFLICT
  11. 11. STUCTURE OF THE PRESENTATIONSTUCTURE OF THE PRESENTATION INTRODUCTIONINTRODUCTION THREE FACE OF LEADERSHIPTHREE FACE OF LEADERSHIP THE DEMAGOUGETHE DEMAGOUGE THE MANAGERTHE MANAGER THE MEDIATORTHE MEDIATOR EIGHT TOOLS FOR THE LEADER ASEIGHT TOOLS FOR THE LEADER AS MEDIATORMEDIATOR INTEGRAL VISIONINTEGRAL VISION
  12. 12. STUCTURE OF THE PRESENTATIONSTUCTURE OF THE PRESENTATION SYSTEMS THINKINGSYSTEMS THINKING PRESENCEPRESENCE INQUIRYINQUIRY CONCIOUS CONVERSATIONCONCIOUS CONVERSATION DIALOUGEDIALOUGE BRIDGINGBRIDGING INNOVATIONINNOVATION
  13. 13. STUCTURE OF THE PRESENTATIONSTUCTURE OF THE PRESENTATION LEARNING FOR TRANSFORMATIONALLEARNING FOR TRANSFORMATIONAL CHANGECHANGE WHEN CONFLICTS ERRUPTS-WHEN CONFLICTS ERRUPTS- GUIDELINES FOR IN TIMES OF CRISISGUIDELINES FOR IN TIMES OF CRISIS CONLUSIONCONLUSION
  14. 14. Every one of us leads a life of conflict –Every one of us leads a life of conflict – Organizations – Homes - Countries.Organizations – Homes - Countries. Hot and Cold conflicts.Hot and Cold conflicts. We are intermingling to the point that someplace isWe are intermingling to the point that someplace is now infused with everyplace, someone connected tonow infused with everyplace, someone connected to everyone.everyone. 63,000 transnational companies, 8,00,00063,000 transnational companies, 8,00,000 subsidiaries. 25% of world GNP.subsidiaries. 25% of world GNP. INTRODUCTIONINTRODUCTION
  15. 15. 40 years back, 60% of the top global companies40 years back, 60% of the top global companies were American, today it is only 1/3.were American, today it is only 1/3. The borders are coming down – tariff borders,The borders are coming down – tariff borders, political borders or ethic borders.political borders or ethic borders. Senior executives of the private sector has to beSenior executives of the private sector has to be responsible to all stalk holders.responsible to all stalk holders. Leading as if the world stops at the edge on one'sLeading as if the world stops at the edge on one's tribe, religion, nation or corporation has becometribe, religion, nation or corporation has become impractical and often impossible.impractical and often impossible. INTRODUCTIONINTRODUCTION
  16. 16. Diversity and change have become universal.Diversity and change have become universal. Technology is morphing continuously.Technology is morphing continuously. Decision making is becoming far more complex.Decision making is becoming far more complex. Get over us VS then mentality to collaboration andGet over us VS then mentality to collaboration and innovation.innovation. INTRODUCTIONINTRODUCTION
  17. 17. The NewThe New Approach To LeadershipApproach To Leadership STORY............STORY............
  18. 18. The Hammer StoryThe Hammer Story ~~ Instead of ordinary Toolbox, I have filled it upInstead of ordinary Toolbox, I have filled it up with hammers of various shapes and sizes.with hammers of various shapes and sizes. ~~Only hammers and nothing elseOnly hammers and nothing else ~~AS I begin pulling out one hammer and then theAS I begin pulling out one hammer and then the next, then another, the members of thenext, then another, the members of the audience begin to laugh nervously.audience begin to laugh nervously.
  19. 19. The Hammer storyThe Hammer story ~~ How would you feel.”if a handyman came toHow would you feel.”if a handyman came to your house with a tool box of only hammers.”your house with a tool box of only hammers.” ~~ “Our house would be a wreck”, someone“Our house would be a wreck”, someone answers.answers. ~~ “He'd never finish the job,” responds another.“He'd never finish the job,” responds another.
  20. 20. The Hammer storyThe Hammer story ~~ ”I will lose confidence in him right away,” says a”I will lose confidence in him right away,” says a third.third. ~~ “Unless he promised to invest in new tools and“Unless he promised to invest in new tools and learned how to use them,” I would fire him.”learned how to use them,” I would fire him.” ““The yearning for new leadership tools is apparent inThe yearning for new leadership tools is apparent in many organizations today and communities large andmany organizations today and communities large and small.”small.”
  21. 21. New Model Of LeadershipNew Model Of Leadership ““We urgently need a new model ofWe urgently need a new model of leadership,one that takes dealing withleadership,one that takes dealing with conflict and difference as the central goal”conflict and difference as the central goal”
  22. 22. New Model Of LeadershipNew Model Of Leadership Improve workplaces – Unprecedented externalImprove workplaces – Unprecedented external pressure – Competition. Internal pressure –pressure – Competition. Internal pressure – engage and empower diverse workforce.engage and empower diverse workforce. Revitalize communities – neighborhoods becomeRevitalize communities – neighborhoods become more diverse and fragmented.more diverse and fragmented. Strengthen schools by restoring health andStrengthen schools by restoring health and vitality of the educational process.vitality of the educational process.
  23. 23. New Model Of LeadershipNew Model Of Leadership Foster relationships between political partiesFoster relationships between political parties leading to better government policies.leading to better government policies. Help foster a more positive, productive andHelp foster a more positive, productive and curious (not suspicious) attitude towardscurious (not suspicious) attitude towards difference in groups and constituencies.difference in groups and constituencies.
  24. 24. LeadershipLeadership "The ultimate measure of a man is"The ultimate measure of a man is not where he stands in moments ofnot where he stands in moments of comfort, but where he stands atcomfort, but where he stands at times of challenge andtimes of challenge and controversy."controversy." Martin Luther King Jr.Martin Luther King Jr.
  25. 25. Three Faces of leadershipThree Faces of leadership The DemagogueThe Demagogue The ManagerThe Manager The MediatorThe Mediator LEADERSHIPLEADERSHIP
  26. 26. THE DEMAGOGUETHE DEMAGOGUE
  27. 27. THE DEMAGOGUETHE DEMAGOGUE ““Bad leadership is not solely the fault of fewBad leadership is not solely the fault of few bad leaders. We are all, everyone of us, inbad leaders. We are all, everyone of us, in this together.”this together.” – Barbara Kellerman, Center for PublicBarbara Kellerman, Center for Public Leadership, Havard University.Leadership, Havard University. ““Time and again, decent men and women haveTime and again, decent men and women have chosen to look away. We have all beenchosen to look away. We have all been bystanders to genocide. The crucial questionbystanders to genocide. The crucial question is why.”is why.” – Samantha Power, Pulitzer Prize winningSamantha Power, Pulitzer Prize winning journalistjournalist
  28. 28. THE DEMAGOGUETHE DEMAGOGUE Leads with fear, threats and intimidation.Leads with fear, threats and intimidation. Turns opponents into scapegoats.Turns opponents into scapegoats. Uses lies and propaganda to dehumanize the other.Uses lies and propaganda to dehumanize the other. Resorts to violence to dominate or destroy theResorts to violence to dominate or destroy the other leader.other leader.
  29. 29. THE MANAGERTHE MANAGER
  30. 30. THE MANAGERTHE MANAGER Every few hundred years in western history thereEvery few hundred years in western history there occurs a sharp transformation. Within a few shortoccurs a sharp transformation. Within a few short decades, society – its worldview, its basic values, itsdecades, society – its worldview, its basic values, its social and political structures,its art, its keysocial and political structures,its art, its key institutions – rearranges itself. We are currentlyinstitutions – rearranges itself. We are currently living through such a time.living through such a time. – Peter F .Ducker, management guruPeter F .Ducker, management guru Education is the ability to perceive the hiddenEducation is the ability to perceive the hidden connections between phenomena.connections between phenomena. – Vaclav Havel, former president.Vaclav Havel, former president. Czech RepublicCzech Republic
  31. 31. THE MANAGERTHE MANAGER Operates based on an exclusive, limitedOperates based on an exclusive, limited definition of “Us”.definition of “Us”. Define purpose in terms of the self-interestDefine purpose in terms of the self-interest of his or her own group.of his or her own group. Cannot or will not deal with issues decisionsCannot or will not deal with issues decisions or conflicts the cross boundariesor conflicts the cross boundaries Is productive and effective only on homeIs productive and effective only on home turf.turf.
  32. 32. THE MEDIATORTHE MEDIATOR
  33. 33. THE MEDIATORTHE MEDIATOR The conventional use of the term mediator refers toThe conventional use of the term mediator refers to a person who serves as an intermediary to reconcilea person who serves as an intermediary to reconcile differences, particularly in political and militarydifferences, particularly in political and military conflicts.conflicts. Today the meaning of the term has exploded beyondToday the meaning of the term has exploded beyond its original use.its original use. If we reach past the headlines, we will encounterIf we reach past the headlines, we will encounter another, much wider dimension of mediation.another, much wider dimension of mediation.
  34. 34. THE MEDIATORTHE MEDIATOR " My hunger for the freedom of my own people became" My hunger for the freedom of my own people became a hunger for the freedom of all people. . .I knew asa hunger for the freedom of all people. . .I knew as well as I knew anything that the oppressor must bewell as I knew anything that the oppressor must be liberated just as surely as the oppressed. A man wholiberated just as surely as the oppressed. A man who takes away(another) man's freedom is a prisoner oftakes away(another) man's freedom is a prisoner of hatred and locked behind the bars of his prejudice. .hatred and locked behind the bars of his prejudice. . . Both are robbed of their humanity. When I walked. Both are robbed of their humanity. When I walked out of prison, that was my mission: to liberate theout of prison, that was my mission: to liberate the oppressed and the oppressor both"oppressed and the oppressor both" --Nelson Mandela--Nelson Mandela
  35. 35. THE MEDIATORTHE MEDIATOR Strives to act on behalf of the whole, not justStrives to act on behalf of the whole, not just a parta part Thinks systemically and is committed to ongoingThinks systemically and is committed to ongoing learninglearning Builds trust by building bridges across theBuilds trust by building bridges across the dividing linesdividing lines Seeks innovation and opportunity in order toSeeks innovation and opportunity in order to transform conflicttransform conflict
  36. 36. EIGHT TOOLSEIGHT TOOLS OF THE MEDIATOROF THE MEDIATOR AS A MANAGERAS A MANAGER
  37. 37. INTEGRAL VISIONINTEGRAL VISION SYSTEMS THINKINGSYSTEMS THINKING PRESENCEPRESENCE INQUIRYINQUIRY EIGHT TOOLSEIGHT TOOLS
  38. 38. CONCIOUS CONVERSATIONCONCIOUS CONVERSATION DIALOUGEDIALOUGE BRIDIGINGBRIDIGING INNOVATIONINNOVATION EIGHT TOOLSEIGHT TOOLS
  39. 39. INTEGRAL VISIONINTEGRAL VISION DefinitionDefinition ““CommittingCommitting ourselves to holding all side of theourselves to holding all side of the conflict, in all theirconflict, in all their complexity,complexity, in our mindsin our minds and hearts”and hearts”
  40. 40. INTEGRAL VISIONINTEGRAL VISION BackgroundBackground Nadal al- Nashif, Arab woman, UNDP CountryNadal al- Nashif, Arab woman, UNDP Country Director. Posted at Baghdad.Director. Posted at Baghdad. On Aug 19,2003,a bomb exploded just outside UNOn Aug 19,2003,a bomb exploded just outside UN offices.offices. Injured. Surgery in Us Army Hospital, thenInjured. Surgery in Us Army Hospital, then evacuated to Amman, Jordan for more surgery.evacuated to Amman, Jordan for more surgery.
  41. 41. INTEGRAL VISIONINTEGRAL VISION BackgroundBackground Finally, after months of convalescence, returned toFinally, after months of convalescence, returned to a desk at UN headquarters in New York.a desk at UN headquarters in New York. Commendable level dedication determination andCommendable level dedication determination and hope.hope. She was dedicated to bring peace and prosperity toShe was dedicated to bring peace and prosperity to the Arab world.the Arab world.
  42. 42. INTEGRAL VISIONINTEGRAL VISION BackgroundBackground Despite her loss of innocence, she continued toDespite her loss of innocence, she continued to hold fast to her vision.hold fast to her vision. Nada was “torn by competing impulses” because sheNada was “torn by competing impulses” because she was, to the best of extraordinary skills holding thewas, to the best of extraordinary skills holding the whole.whole. UN strategy committed herself to identifying withUN strategy committed herself to identifying with all the constituenciesall the constituencies..
  43. 43. INTEGRAL VISIONINTEGRAL VISION BackgroundBackground INTEGRAL VISION IS WHERE IT ALL BEGINSINTEGRAL VISION IS WHERE IT ALL BEGINS The challenge is to recognize that while each of usThe challenge is to recognize that while each of us reside in a “part”, we can nevertheless seek toreside in a “part”, we can nevertheless seek to identify with the whole.identify with the whole.
  44. 44. INTEGRAL VISIONINTEGRAL VISION ““In this transformational age, we learn toIn this transformational age, we learn to adjust our vision in order to see the wholeadjust our vision in order to see the whole the way our predecessors in the previousthe way our predecessors in the previous eras saw the part”eras saw the part”
  45. 45. INTEGRAL VISIONINTEGRAL VISION BackgroundBackground Community leaders can come to see the wholeCommunity leaders can come to see the whole community.community. Corporate leaders can come to see the whole socialCorporate leaders can come to see the whole social and ecological context.and ecological context. National leaders can come to see their wholeNational leaders can come to see their whole nation.nation. Global leaders can see the whole world.Global leaders can see the whole world. ““It means including and transcending different viewpoints”It means including and transcending different viewpoints”..
  46. 46. INTEGRAL VISIONINTEGRAL VISION Application: Wrestling with the Big PictureApplication: Wrestling with the Big Picture Power of an Integral Vision beautifully articulated,Power of an Integral Vision beautifully articulated, has following principles.has following principles. Faced with silence and secrecy: do everythingFaced with silence and secrecy: do everything publicly.publicly. Faced with fear: be sincere and dialogue.Faced with fear: be sincere and dialogue. Faced with violence: talk and negotiate andFaced with violence: talk and negotiate and everyone.everyone. Faced with exclusion: find support in othersFaced with exclusion: find support in others
  47. 47. INTEGRAL VISIONINTEGRAL VISION TipsTips Check your visionCheck your vision Don't replace one border with anotherDon't replace one border with another Watch your languageWatch your language Go to balconyGo to balcony Develop maturity of mindDevelop maturity of mind Learn to see through wallLearn to see through wall..

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