Wednesday, October 9, 2013
8:30am - 12pm
This session will provide a thorough introduction to the major tenets, principles, premises, and practices of Transformative Mediation. Presenters will share the philosophy and theory of Transformative mediation
and engage the group in a discussion around the hallmarks and myths associated with Transformative practice. Attendees will leave the session with a clearer understanding of the Transformative philosophy.
Kristine Paranica
Sarah Prom
Dan Simon
The document summarizes key points about conflict and negotiation from a chapter in an organizational behavior textbook. It defines conflict and outlines the traditional, human relations, and interactionist views of conflict. It also describes the five stages of the conflict process, types of conflict, conflict resolution techniques, and distributive and integrative bargaining strategies. Cultural differences that can impact negotiations are also discussed.
Chapter 08 Appraising and Improving PerformanceRayman Soe
The document discusses performance appraisals and reasons they can fail. It outlines the objectives of studying performance appraisals and identifies characteristics of effective appraisal programs. Some common problems with appraisals are inadequate manager preparation, unclear performance standards, rating personality over performance, and lack of follow up after evaluations. Effective appraisal requires clear objectives, observation of performance, consistent ratings, and discussion of development.
The document is a chapter from a management textbook about managers and communication. It discusses the nature of communication and its functions in organizations. It covers interpersonal communication methods, barriers to effective communication, and formal vs informal organizational communication networks. The chapter aims to help managers understand communication processes and how to improve communication within their organizations.
This document discusses communication in organizations. It covers the main functions of communication including control, motivation, emotional expression, and information. It describes the communication process and contrasts downward, upward, and lateral communication. It also contrasts oral, written, and nonverbal communication and discusses how the choice of communication channel depends on whether the message is routine or complex. The document identifies barriers to effective communication and how to overcome them. It provides implications for managers to improve communication in organizations.
7 Habits of Highly Effective People (Habit 5)Aniqa Zai
Seek first to understand then to be understood. This is the habit 5 from the book 7 Habits of highly effective people. It includes empathic communication, emotional bank account, diagnose before you prescribe, etc.
Based on Kerry Patterson's model of handling Crucial Conversation, this presentation is focused.
In our work, relationships are the priority of life. Conversations help us care for our relationships with talking and listening. The quality of your life comes from the quality of your dialogues and conversations. Most conversations are easy. As humans we are natural relationship builders. But what about those times when the conversations aren’t so easy to have. That is where skills for handling Crucial Conversations come in.
This document discusses views of conflict and the conflict process. It outlines three views of conflict: traditional, which sees conflict as bad; human relation, which sees conflict as natural and inevitable; and interactionist, which sees conflict as necessary and can be positive or negative. The document then discusses the difference between functional conflict, which can benefit an organization, versus dysfunctional conflict, which harms the organization. It provides a five stage model of the conflict process: communication, perceived conflict, intentions, behavior, and outcomes. It also discusses different strategies for managing conflict such as avoidance, compromise, smoothing, integration, and using a superordinate goal.
The document summarizes key points about conflict and negotiation from a chapter in an organizational behavior textbook. It defines conflict and outlines the traditional, human relations, and interactionist views of conflict. It also describes the five stages of the conflict process, types of conflict, conflict resolution techniques, and distributive and integrative bargaining strategies. Cultural differences that can impact negotiations are also discussed.
Chapter 08 Appraising and Improving PerformanceRayman Soe
The document discusses performance appraisals and reasons they can fail. It outlines the objectives of studying performance appraisals and identifies characteristics of effective appraisal programs. Some common problems with appraisals are inadequate manager preparation, unclear performance standards, rating personality over performance, and lack of follow up after evaluations. Effective appraisal requires clear objectives, observation of performance, consistent ratings, and discussion of development.
The document is a chapter from a management textbook about managers and communication. It discusses the nature of communication and its functions in organizations. It covers interpersonal communication methods, barriers to effective communication, and formal vs informal organizational communication networks. The chapter aims to help managers understand communication processes and how to improve communication within their organizations.
This document discusses communication in organizations. It covers the main functions of communication including control, motivation, emotional expression, and information. It describes the communication process and contrasts downward, upward, and lateral communication. It also contrasts oral, written, and nonverbal communication and discusses how the choice of communication channel depends on whether the message is routine or complex. The document identifies barriers to effective communication and how to overcome them. It provides implications for managers to improve communication in organizations.
7 Habits of Highly Effective People (Habit 5)Aniqa Zai
Seek first to understand then to be understood. This is the habit 5 from the book 7 Habits of highly effective people. It includes empathic communication, emotional bank account, diagnose before you prescribe, etc.
Based on Kerry Patterson's model of handling Crucial Conversation, this presentation is focused.
In our work, relationships are the priority of life. Conversations help us care for our relationships with talking and listening. The quality of your life comes from the quality of your dialogues and conversations. Most conversations are easy. As humans we are natural relationship builders. But what about those times when the conversations aren’t so easy to have. That is where skills for handling Crucial Conversations come in.
This document discusses views of conflict and the conflict process. It outlines three views of conflict: traditional, which sees conflict as bad; human relation, which sees conflict as natural and inevitable; and interactionist, which sees conflict as necessary and can be positive or negative. The document then discusses the difference between functional conflict, which can benefit an organization, versus dysfunctional conflict, which harms the organization. It provides a five stage model of the conflict process: communication, perceived conflict, intentions, behavior, and outcomes. It also discusses different strategies for managing conflict such as avoidance, compromise, smoothing, integration, and using a superordinate goal.
Empathic Listening How can empathetic listening assist when listen.docxjenkinsmandie
Empathic Listening
How can empathetic listening assist when listening to respond, listening to learn, listening to be with, or listening to connect in order to go from concord to confirmation and prevent the conversation from going from concord to consolidation. Provide an emotional context (e.g. when someone else is angry, when you are angry, when some else needs forgiveness, when you need forgiveness).
Language Processing and Perception Bias
: Distinguish the different impacts of real, literal, and abstract motion in the course of normal language processing and perception bias. Reference the Dils reading and one previous reading to support your response
Dils, A.T., & Boroditsky, L. (2010). Processing unrelated language can change what you see.
Psychonomic Bulletin & Review.
17 (6), 882-888 doi:10.3758/PBR.17.6.882
Retrieved from: http://psych.stanford.edu/~lera/papers/goose-hawk.pdf
Discuss the Importance of Listening as a Tool to Design Effective Organizational Structure
An organization is a grouping of people, skills, and tasks designed to be the most effective use of time, talent, and treasure that is able to accomplish the mission or purpose of why the group has been organized. This is true from the very formal organizational structures of a school
house and hospitals, regardless if there is a pyramid or family design, to rather informal organizations such as the Red Hat Society or Parent Teacher Association. Organizations and teams are struggling to balance the needs of people with the needs of the whole system. Miyahsiro boils these needs down to respect, harmony, and effectiveness (Miyashiro, 2011). Therefore the words, connectors between the parts of the organization, must come from a place of respect and intended to fit, or be harmonious with, what is going on in the present to lead to a more effective future. However, while the intention behind the words is often more critical than the words themselves, we can hear the same words from different people with completely different responses. Their intention, our history with them, and our own history separate from them, all contribute to what we think we hear.
To assure that the spokesperson and words match the listener best, we as conflict resolutionalist must approach each new situation from an empathetic perspective. Be aware however, that empathetic listening is not about being nice, but about effecting change and getting results though making requests out of our shared connection.
Distinguish Between Sympathetic Listening and Empathetic Listening
Empathetic listening is different from sympathetic listening. Sympathetic listening creates a connection between two people. As you listen you relate the situation to one that you may have experienced. You appreciate the struggle and the concern as you have been through a similar struggle. Those who are sympathetic by nature work hard to assess situations through our framework and world experience. This is being sympathet.
This document discusses conflict management techniques and styles. It identifies five main styles: competitive, collaborative, compromising, accommodating, and avoiding. The competitive style takes a firm stand to satisfy one's own concerns, while the collaborative style tries to meet the needs of all parties. The compromising style partially satisfies everyone by having all parties give up something. The accommodating style meets others' needs at the expense of one's own. The avoiding style seeks to evade conflict entirely. Perceptions play an important role in how parties experience conflict due to factors like culture, gender, knowledge, previous experiences, and impressions of others.
6 Ethical Conflict Management and NegotiationChapter Preview· .docxalinainglis
6 Ethical Conflict Management and Negotiation
Chapter Preview
· Conflict in Organizational Life
· Becoming an Ethical Conflict Manager
· Step 1: Recognize the Differences Between Functional and Dysfunctional Conflicts
· Step 2: Manage Your Emotions
· Step 3: Identify Your Personal Conflict Style
· Step 4: Develop Conflict Guidelines
· Step 5: Employ Collaborative Conflict Management Tactics
· Step 6: Be Prepared to Apologize
· Resolving Conflict Through Ethical Negotiation
· Ethical Issues in Negotiation
· Adopt an Integrative Approach to Negotiation
· Combating Aggression and Sexual Harassment
· Types of Aggression
· Sources of Agression
· Resisting and Reducing Aggression
· Preventing Sexual Harassment
· Chapter Takeaways
· Application Projects
Conflict in Organizational Life
Conflict is a daily occurrence in every organization. Managers estimate that they spend between 20% and 40% of their time dealing with disagreements. Common sources of organizational conflict include these:1
· Interests: Benefits, budgets, organizational policies, office location, and other wants and needs
· Data: The best sources of information; the reliability or the interpretation of data
· Procedures: How to solve problems; how to make decisions; how to solve conflicts
· Values: How to prioritize interests and options; determining organizational direction
· Dysfunctional relationships: Those marked by distrust, disrespect, lack of integrity, and lack of mutual concern
· Roles: Expectations related to organizational roles; power imbalances between roles
· Communication: How something was said; emotions triggered by words; withholding information
Some observers believe that we can expect even more conflicts in the years to come.2 They note that there is growing pressure on organizations to innovate, change, and adapt. These pressures increase workloads and generate job insecurity. In a global society, the workforce is increasingly diverse, which produces more conflicts between those of different cultural backgrounds. Organizational members now work in different geographical locations and communicate over the Internet rather than face to face. These developments mean that miscommunication is more likely. As organizations empower groups to carry out projects, team members must manage the conflicts that come from working collaboratively.
Conflict experts Joyce Hocker and William Wilmot define conflict as “an expressed struggle between at least two interdependent parties who perceive incompatible goals, scarce resources, and interference from others in achieving their goals.”3 Conflict begins when the parties express their thoughts and feelings to each other through their behaviors. They engage in conflict because they depend to some degree on one another. The choices of one party affect the options of others, as when one employee’s choice of vacation time interferes with the vacation plans of a fellow worker. Wilmot and Hocker believe that the sources of conflict identi.
Relation with conflict to psychology (rijan upadhyay(Rezan Upadhyay
1) Conflict arises from differences in perceptions and beliefs between individuals and groups. When trust breaks down due to these differences, it can lead to emotional responses and psychosocial crises.
2) Psychology is the study of behavior, thought, and the mind. It seeks to understand individuals and groups to establish general principles and research specific cases. There are many branches of psychology that focus on different topics related to behavior, cognition, emotion, and relationships.
3) There are four main types of conflict: interpersonal, intrapersonal, intragroup, and intergroup. Conflict can stem from incompatible personalities between individuals, inner psychological struggles within a person, disagreements among group members, or tensions between different teams or
This document discusses conflict management in education. It defines conflict and discusses different views of conflict, including constructive conflict, relationship conflict, and separating the two. It also covers sources of conflict, types of conflict including intergroup, interorganizational, and interpersonal, outcomes of conflict that can be functional or dysfunctional, and strategies for conflict resolution including different conflict management styles.
Conflict is defined as a struggle between opposing parties. Common causes of conflict include personality clashes, misunderstandings, fights over resources and authority. Effects can be negative like stress or positive like new ideas. Pondy's model outlines conflict development stages. Conflicts can be interpersonal, intra-group, inter-group or inter-organizational. The document outlines various approaches to prevent, manage and resolve conflicts, including the AVID approach, Thomas and Kilmann styles, Borisoff and Victor theory and the four Rs of resolution. Negotiation and third-party mediation are also discussed.
Conflict arises from competing interests and needs between parties. There are five main conflict styles: competing relies on aggression and control; accommodating yields to others' needs; avoiding ignores the conflict; compromising involves trade-offs; and collaborating finds win-win solutions. Conflict elicits emotional, cognitive, and physical responses and is often due to scarce resources, differing views, poor communication, or unclear roles and responsibilities. Managers can reduce conflict by clarifying roles, building relationships, and providing feedback and discussion opportunities.
This presentation contains a short comparison between resilient and resistant behaviors and outlines the ground rules, and do's and don'ts, for effective communication; specifically "dialogue".
1. The document discusses two types of conflict - cognitive and affective. Cognitive conflict, which is aimed at issues and ideas, can be constructive, while affective conflict, which is aimed at people, is destructive.
2. Constructive conflict results in personal growth, problem solving, involvement from all parties, and team cohesiveness, while destructive conflict leads to no decision being made and the problem persisting, diversion of energy, and damage to team morale and unity.
3. Unmet needs are both the cause and solution to all conflict, and identifying needs allows achieving a win-win resolution through de-escalating anger and seeking mutual understanding.
This document discusses conflict management and provides information on various perspectives and types of conflict, the conflict process, and techniques for managing conflict. It defines conflict and describes the traditional and interactionist views of conflict. It also outlines the levels of conflict from the individual to organizational levels and discusses the sources and forms of conflict. Further, it explains the five stages of the conflict process and four main techniques for managing conflict - avoidance, accommodation, competition, and compromise.
Slideshows about nonviolence and nonviolent resolution of conflicts, economic alternatives, ecology, social change, spirituality : www.irnc.org , Slideshows in english
Nonviolent communication : role, attitude, process
Mediation : role, steps, attitude
Conflict arises from perceived threats to our needs and interests, based on our unique perspectives. When conflicts occur, we should assess whether we are responding rationally or primitively. Effective conflict resolution requires open communication, mutual understanding of different viewpoints, and finding an optimal solution that addresses both parties' concerns. The document provides a 10-step method for resolving conflicts through recognizing issues, listening to understand different feelings, finding acceptable solutions, and treating each other respectfully.
The document outlines a post-conflict forgiveness and reconciliation model for religious conflicts consisting of three parts:
1) Preparation through interviews and conflict analysis by a peacemaker.
2) A crucible process bringing participants together in a circle to share experiences of hurt, learn from each other, and commit to repairing relationships.
3) Defining forgiveness individually as releasing anger and resentment, and corporately as a process joining moral truth and commitment to repair relationships through merciful justice.
Conflict management in healthcare OrganisationErum50
This document provides an overview of conflict management. It defines conflict and conflict management, discusses common causes of conflict including specialization and scarce resources. It outlines three types of conflict - intrapersonal, interpersonal, and intergroup. Effective conflict management involves recognizing and accepting conflict, stating the intention to resolve it, acknowledging feelings, and adopting flexible strategies. Common conflict resolution strategies are also discussed such as compromising, competing, cooperating, avoiding, and collaborating. The document emphasizes understanding the conflict process and one's own conflict style to effectively manage conflicts.
Introduction to the Study of Conflict CommunicationDEFINhildredzr1di
Introduction to the Study of Conflict Communication
DEFINING INTERPERSONAL CONFLICT
Interpersonal conflict is a problematic situation with four unique characteristics:
The conflicting parties are interdependent.
They have the perception that they seek incompatible goals or outcomes or they favor incompatible means to the same ends.
The perceived incompatibility has the potential to adversely affect the relationship if not addressed.
There is a sense of urgency about the need to resolve the difference.
Interpersonal conflicts occur with people who are important to us and who we expect to continue seeing or working with in the future.
INEVITABILITY OF CONFLICT
As relationships become closer, personal and more interdependent, conflict is more likely, hence inevitable. (inevitability of conflict principle)
Conflict is inevitable whether it’s overt or hidden.
Overt: E.g. Yelling, screaming, swearing etc.
Hidden: E.g. Giving each other the silent treatment, purposely avoiding eye contact, sending mixed messages to each others etc.
CAUSES
Incompatible goals: We seek different outcomes.
Incompatible means: We have different opinions on how to achieve the same goal.
Cultural divides
Ethnic
Racial
Religious groups
Political and values barriers
Conservatives vs. liberals
Gender gaps between the sexes
Economic and power divides between upper and lower classes
Age barriers between younger and older citizens
EFFECTS
Mismanaged conflicts could adversely affect relationships:
People feel uncomfortable when together (may want to exit etc.)
People feel dissatisfied with partners (refuse to forgive, seek revenge etc.)
People have desire to change (Apathetic/disinterested)
Sense of Urgency
Effective conflict management is needed before someone reaches their breaking point.
SOLUTION
Build bridges through communication
Take time out of your busy schedules.
Pay attention to matters you may consider unimportant.
Spend money and allocate often-limited resources.
Listen to people you would like to ignore.
SOLUTION
Produce satisfaction in long-term relationships:
Love- Nonverbal expressions of positive regard, warmth, or comfort
Status- Verbal expressions of high or low prestige or esteem
Service- Labor or one for another
Information- Advice, opinions, instructions or enlightenment
Goods- Material items
Money- Financial contributions
Shared time- Time spent together
In the best kind of long term relationship, partners believe they get what they deserve.
CONFLICT MANAGEMENT VS
CONFLICT RESOLUTION
Conflict Management: Communication behavior a person employs based on his/her analysis of a conflict situation.
Involves alternative ways of dealing with conflict (including resolution or avoidance).
Conflict Resolution: One alternative in which parties solve a problem or issue and expect it not to arise again.
CONFLICT MANAGEMENT AS A SKILL
You have a choice when faced with conflict.
You need to have a meta-conflict perspective to manage conflict eff ...
Conflict Resolution At The Workplace By Ravinder TulsianiRavinder Tulsiani
1) Conflict in the workplace can arise from disagreements that threaten employees' needs, interests or concerns.
2) There are various styles for resolving conflicts, such as competing, accommodating, avoiding, compromising, and collaborating, each with different consequences for communication and relationships.
3) An interest-based relational approach to conflict resolution focuses on maintaining good relationships, separating people from problems, exploring interests, listening, establishing facts, and exploring options together.
This document discusses organizational culture and conflict. It defines organizational culture as the shared assumptions that guide behavior in organizations. It identifies several key characteristics of organizational culture, including individual autonomy, structure, management support, and performance reward systems.
The document also defines conflict as a state of discord caused by opposing needs, values, or interests. It describes the five stages of the conflict process: potential opposition, cognition and personalization, intentions, behavior, and outcomes. It identifies several methods for resolving conflicts, including competing, collaborating, avoiding, accommodating, and compromising. These methods represent different levels of cooperativeness and assertiveness in satisfying one's own and others' concerns.
This document provides an overview of interpersonal communication and conflict presented by a group with four members. It defines interpersonal conflict, discusses how it can be expressed directly or indirectly, and notes it requires interdependence between parties. The document outlines different approaches to conflict including lose-lose, win-lose, and win-win, and responses such as exit, neglect, loyalty, and voice. It provides tips for constructive communication and managing conflict through cooperative strategies focused on mutual understanding and compromise.
The document discusses theories and processes for effectively resolving conflicts. It describes two main theories: 1) Kenneth Thomas and Ralph Kilmann's five conflict styles that vary in assertiveness and cooperation, and 2) the interest-based relational approach which focuses on separating problems from people and finding solutions mutually beneficial to all parties. The document then provides a five-step conflict resolution process applying these theories: setting the scene, gathering information, agreeing on the problem, brainstorming solutions, and negotiating an agreement.
This document summarizes the key stages and types of conflict outlined in Chapter 14 of Robbins' Organizational Behavior textbook. It discusses:
1) The traditional, human relations, and interactionist views of conflict. The interactionist view sees some conflict as necessary for innovation.
2) Functional conflicts are task-related and improve performance, while dysfunctional conflicts are personal and hurt relationships.
3) The five stages of conflict: potential opposition, cognition/personalization, intentions, behaviors, and outcomes.
4) Negotiation strategies like distributive and integrative bargaining, and the preparation and stages of the negotiation process.
This document discusses strategic questioning techniques for mediators and negotiators. It defines different types of questions like open-ended, closed-ended, elaboration, clarification, and hypothetical questions. It explains the purpose and goals of each question type and provides examples. Key factors in asking effective questions are timing, tone, word choice, and who the question is directed to. Questions should be tailored based on the situation to gather information, test realities, facilitate understanding, or move discussions forward productively.
This document summarizes a presentation on maximizing creativity in mediation by moving beyond traditional brainstorming models. It discusses how creativity involves both convergent and divergent thinking. Traditional brainstorming guidelines are critiqued and a new model is proposed that incorporates insights from neuroscience on how creativity occurs. Factors that can limit creativity like fear, status quo bias, and cognitive overload are also addressed.
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Empathic Listening How can empathetic listening assist when listen.docxjenkinsmandie
Empathic Listening
How can empathetic listening assist when listening to respond, listening to learn, listening to be with, or listening to connect in order to go from concord to confirmation and prevent the conversation from going from concord to consolidation. Provide an emotional context (e.g. when someone else is angry, when you are angry, when some else needs forgiveness, when you need forgiveness).
Language Processing and Perception Bias
: Distinguish the different impacts of real, literal, and abstract motion in the course of normal language processing and perception bias. Reference the Dils reading and one previous reading to support your response
Dils, A.T., & Boroditsky, L. (2010). Processing unrelated language can change what you see.
Psychonomic Bulletin & Review.
17 (6), 882-888 doi:10.3758/PBR.17.6.882
Retrieved from: http://psych.stanford.edu/~lera/papers/goose-hawk.pdf
Discuss the Importance of Listening as a Tool to Design Effective Organizational Structure
An organization is a grouping of people, skills, and tasks designed to be the most effective use of time, talent, and treasure that is able to accomplish the mission or purpose of why the group has been organized. This is true from the very formal organizational structures of a school
house and hospitals, regardless if there is a pyramid or family design, to rather informal organizations such as the Red Hat Society or Parent Teacher Association. Organizations and teams are struggling to balance the needs of people with the needs of the whole system. Miyahsiro boils these needs down to respect, harmony, and effectiveness (Miyashiro, 2011). Therefore the words, connectors between the parts of the organization, must come from a place of respect and intended to fit, or be harmonious with, what is going on in the present to lead to a more effective future. However, while the intention behind the words is often more critical than the words themselves, we can hear the same words from different people with completely different responses. Their intention, our history with them, and our own history separate from them, all contribute to what we think we hear.
To assure that the spokesperson and words match the listener best, we as conflict resolutionalist must approach each new situation from an empathetic perspective. Be aware however, that empathetic listening is not about being nice, but about effecting change and getting results though making requests out of our shared connection.
Distinguish Between Sympathetic Listening and Empathetic Listening
Empathetic listening is different from sympathetic listening. Sympathetic listening creates a connection between two people. As you listen you relate the situation to one that you may have experienced. You appreciate the struggle and the concern as you have been through a similar struggle. Those who are sympathetic by nature work hard to assess situations through our framework and world experience. This is being sympathet.
This document discusses conflict management techniques and styles. It identifies five main styles: competitive, collaborative, compromising, accommodating, and avoiding. The competitive style takes a firm stand to satisfy one's own concerns, while the collaborative style tries to meet the needs of all parties. The compromising style partially satisfies everyone by having all parties give up something. The accommodating style meets others' needs at the expense of one's own. The avoiding style seeks to evade conflict entirely. Perceptions play an important role in how parties experience conflict due to factors like culture, gender, knowledge, previous experiences, and impressions of others.
6 Ethical Conflict Management and NegotiationChapter Preview· .docxalinainglis
6 Ethical Conflict Management and Negotiation
Chapter Preview
· Conflict in Organizational Life
· Becoming an Ethical Conflict Manager
· Step 1: Recognize the Differences Between Functional and Dysfunctional Conflicts
· Step 2: Manage Your Emotions
· Step 3: Identify Your Personal Conflict Style
· Step 4: Develop Conflict Guidelines
· Step 5: Employ Collaborative Conflict Management Tactics
· Step 6: Be Prepared to Apologize
· Resolving Conflict Through Ethical Negotiation
· Ethical Issues in Negotiation
· Adopt an Integrative Approach to Negotiation
· Combating Aggression and Sexual Harassment
· Types of Aggression
· Sources of Agression
· Resisting and Reducing Aggression
· Preventing Sexual Harassment
· Chapter Takeaways
· Application Projects
Conflict in Organizational Life
Conflict is a daily occurrence in every organization. Managers estimate that they spend between 20% and 40% of their time dealing with disagreements. Common sources of organizational conflict include these:1
· Interests: Benefits, budgets, organizational policies, office location, and other wants and needs
· Data: The best sources of information; the reliability or the interpretation of data
· Procedures: How to solve problems; how to make decisions; how to solve conflicts
· Values: How to prioritize interests and options; determining organizational direction
· Dysfunctional relationships: Those marked by distrust, disrespect, lack of integrity, and lack of mutual concern
· Roles: Expectations related to organizational roles; power imbalances between roles
· Communication: How something was said; emotions triggered by words; withholding information
Some observers believe that we can expect even more conflicts in the years to come.2 They note that there is growing pressure on organizations to innovate, change, and adapt. These pressures increase workloads and generate job insecurity. In a global society, the workforce is increasingly diverse, which produces more conflicts between those of different cultural backgrounds. Organizational members now work in different geographical locations and communicate over the Internet rather than face to face. These developments mean that miscommunication is more likely. As organizations empower groups to carry out projects, team members must manage the conflicts that come from working collaboratively.
Conflict experts Joyce Hocker and William Wilmot define conflict as “an expressed struggle between at least two interdependent parties who perceive incompatible goals, scarce resources, and interference from others in achieving their goals.”3 Conflict begins when the parties express their thoughts and feelings to each other through their behaviors. They engage in conflict because they depend to some degree on one another. The choices of one party affect the options of others, as when one employee’s choice of vacation time interferes with the vacation plans of a fellow worker. Wilmot and Hocker believe that the sources of conflict identi.
Relation with conflict to psychology (rijan upadhyay(Rezan Upadhyay
1) Conflict arises from differences in perceptions and beliefs between individuals and groups. When trust breaks down due to these differences, it can lead to emotional responses and psychosocial crises.
2) Psychology is the study of behavior, thought, and the mind. It seeks to understand individuals and groups to establish general principles and research specific cases. There are many branches of psychology that focus on different topics related to behavior, cognition, emotion, and relationships.
3) There are four main types of conflict: interpersonal, intrapersonal, intragroup, and intergroup. Conflict can stem from incompatible personalities between individuals, inner psychological struggles within a person, disagreements among group members, or tensions between different teams or
This document discusses conflict management in education. It defines conflict and discusses different views of conflict, including constructive conflict, relationship conflict, and separating the two. It also covers sources of conflict, types of conflict including intergroup, interorganizational, and interpersonal, outcomes of conflict that can be functional or dysfunctional, and strategies for conflict resolution including different conflict management styles.
Conflict is defined as a struggle between opposing parties. Common causes of conflict include personality clashes, misunderstandings, fights over resources and authority. Effects can be negative like stress or positive like new ideas. Pondy's model outlines conflict development stages. Conflicts can be interpersonal, intra-group, inter-group or inter-organizational. The document outlines various approaches to prevent, manage and resolve conflicts, including the AVID approach, Thomas and Kilmann styles, Borisoff and Victor theory and the four Rs of resolution. Negotiation and third-party mediation are also discussed.
Conflict arises from competing interests and needs between parties. There are five main conflict styles: competing relies on aggression and control; accommodating yields to others' needs; avoiding ignores the conflict; compromising involves trade-offs; and collaborating finds win-win solutions. Conflict elicits emotional, cognitive, and physical responses and is often due to scarce resources, differing views, poor communication, or unclear roles and responsibilities. Managers can reduce conflict by clarifying roles, building relationships, and providing feedback and discussion opportunities.
This presentation contains a short comparison between resilient and resistant behaviors and outlines the ground rules, and do's and don'ts, for effective communication; specifically "dialogue".
1. The document discusses two types of conflict - cognitive and affective. Cognitive conflict, which is aimed at issues and ideas, can be constructive, while affective conflict, which is aimed at people, is destructive.
2. Constructive conflict results in personal growth, problem solving, involvement from all parties, and team cohesiveness, while destructive conflict leads to no decision being made and the problem persisting, diversion of energy, and damage to team morale and unity.
3. Unmet needs are both the cause and solution to all conflict, and identifying needs allows achieving a win-win resolution through de-escalating anger and seeking mutual understanding.
This document discusses conflict management and provides information on various perspectives and types of conflict, the conflict process, and techniques for managing conflict. It defines conflict and describes the traditional and interactionist views of conflict. It also outlines the levels of conflict from the individual to organizational levels and discusses the sources and forms of conflict. Further, it explains the five stages of the conflict process and four main techniques for managing conflict - avoidance, accommodation, competition, and compromise.
Slideshows about nonviolence and nonviolent resolution of conflicts, economic alternatives, ecology, social change, spirituality : www.irnc.org , Slideshows in english
Nonviolent communication : role, attitude, process
Mediation : role, steps, attitude
Conflict arises from perceived threats to our needs and interests, based on our unique perspectives. When conflicts occur, we should assess whether we are responding rationally or primitively. Effective conflict resolution requires open communication, mutual understanding of different viewpoints, and finding an optimal solution that addresses both parties' concerns. The document provides a 10-step method for resolving conflicts through recognizing issues, listening to understand different feelings, finding acceptable solutions, and treating each other respectfully.
The document outlines a post-conflict forgiveness and reconciliation model for religious conflicts consisting of three parts:
1) Preparation through interviews and conflict analysis by a peacemaker.
2) A crucible process bringing participants together in a circle to share experiences of hurt, learn from each other, and commit to repairing relationships.
3) Defining forgiveness individually as releasing anger and resentment, and corporately as a process joining moral truth and commitment to repair relationships through merciful justice.
Conflict management in healthcare OrganisationErum50
This document provides an overview of conflict management. It defines conflict and conflict management, discusses common causes of conflict including specialization and scarce resources. It outlines three types of conflict - intrapersonal, interpersonal, and intergroup. Effective conflict management involves recognizing and accepting conflict, stating the intention to resolve it, acknowledging feelings, and adopting flexible strategies. Common conflict resolution strategies are also discussed such as compromising, competing, cooperating, avoiding, and collaborating. The document emphasizes understanding the conflict process and one's own conflict style to effectively manage conflicts.
Introduction to the Study of Conflict CommunicationDEFINhildredzr1di
Introduction to the Study of Conflict Communication
DEFINING INTERPERSONAL CONFLICT
Interpersonal conflict is a problematic situation with four unique characteristics:
The conflicting parties are interdependent.
They have the perception that they seek incompatible goals or outcomes or they favor incompatible means to the same ends.
The perceived incompatibility has the potential to adversely affect the relationship if not addressed.
There is a sense of urgency about the need to resolve the difference.
Interpersonal conflicts occur with people who are important to us and who we expect to continue seeing or working with in the future.
INEVITABILITY OF CONFLICT
As relationships become closer, personal and more interdependent, conflict is more likely, hence inevitable. (inevitability of conflict principle)
Conflict is inevitable whether it’s overt or hidden.
Overt: E.g. Yelling, screaming, swearing etc.
Hidden: E.g. Giving each other the silent treatment, purposely avoiding eye contact, sending mixed messages to each others etc.
CAUSES
Incompatible goals: We seek different outcomes.
Incompatible means: We have different opinions on how to achieve the same goal.
Cultural divides
Ethnic
Racial
Religious groups
Political and values barriers
Conservatives vs. liberals
Gender gaps between the sexes
Economic and power divides between upper and lower classes
Age barriers between younger and older citizens
EFFECTS
Mismanaged conflicts could adversely affect relationships:
People feel uncomfortable when together (may want to exit etc.)
People feel dissatisfied with partners (refuse to forgive, seek revenge etc.)
People have desire to change (Apathetic/disinterested)
Sense of Urgency
Effective conflict management is needed before someone reaches their breaking point.
SOLUTION
Build bridges through communication
Take time out of your busy schedules.
Pay attention to matters you may consider unimportant.
Spend money and allocate often-limited resources.
Listen to people you would like to ignore.
SOLUTION
Produce satisfaction in long-term relationships:
Love- Nonverbal expressions of positive regard, warmth, or comfort
Status- Verbal expressions of high or low prestige or esteem
Service- Labor or one for another
Information- Advice, opinions, instructions or enlightenment
Goods- Material items
Money- Financial contributions
Shared time- Time spent together
In the best kind of long term relationship, partners believe they get what they deserve.
CONFLICT MANAGEMENT VS
CONFLICT RESOLUTION
Conflict Management: Communication behavior a person employs based on his/her analysis of a conflict situation.
Involves alternative ways of dealing with conflict (including resolution or avoidance).
Conflict Resolution: One alternative in which parties solve a problem or issue and expect it not to arise again.
CONFLICT MANAGEMENT AS A SKILL
You have a choice when faced with conflict.
You need to have a meta-conflict perspective to manage conflict eff ...
Conflict Resolution At The Workplace By Ravinder TulsianiRavinder Tulsiani
1) Conflict in the workplace can arise from disagreements that threaten employees' needs, interests or concerns.
2) There are various styles for resolving conflicts, such as competing, accommodating, avoiding, compromising, and collaborating, each with different consequences for communication and relationships.
3) An interest-based relational approach to conflict resolution focuses on maintaining good relationships, separating people from problems, exploring interests, listening, establishing facts, and exploring options together.
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2) Functional conflicts are task-related and improve performance, while dysfunctional conflicts are personal and hurt relationships.
3) The five stages of conflict: potential opposition, cognition/personalization, intentions, behaviors, and outcomes.
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ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...
Introduction to transformative mediation
1. 1
An Introduction to
Transformative Mediation
The Association for Conflict Resolution
2013 Annual Conference
Minneapolis, MN
Speakers:
Kristine Paranica, Director, UND Conflict Resolution Center,
Grand Forks, ND
Sarah Prom, Consultant, UND Conflict Resolution Center
Dan Simon, Twin Cities Mediation, St. Paul, MN
Agenda:
- Understanding the experience of conflict
- Exploring the tenets and premises of
Transformative Mediation
- Principles and Hallmarks
- Discussing the Myths of Transformative Mediation
UND Conflict Resolution Center Dan Simon’s Twin Cities Mediation
2. 2
WHY IS CONFLICT HARD?
UNDERSTANDING THE EXPERIENCE OF CONFLICT
I. Think of a recent conflict
that you were involved
in. As you replay your
conflict experience,
describe YOUR
behavior, feelings,
thoughts, and physical
symptoms while in the
moment of conflict:
(For example, I felt enraged,
powerless, tense…)
II. Now, describe the
OTHER person in the
conflict. How did you
perceive their behavior?
Describe their emotions.
Describe their physical
symptoms of conflict.
(For example, he/she was
mean, uncaring,
insensitive,
unreasonable…)
3. 3
UNDERSTANDING THE
EXPERIENCE OF CONFLICT
How does conflict impact you? We all experience conflict in much the same way.
It is a universal experience that makes us all feel weak, frustrated, confused, angry,
suspicious, defensive, and/or emotional (Bush & Folger, 1994). In conflict, our
ability to think clearly, make good decisions, feel confident or capable, and/or feel
in control of ourselves is diminished.
How does conflict impact the way you view others? Typically, conflict has a
destructive impact on our relationships. It can cause us to view others in a negative
way. When we feel this way we are least able to see or value another person’s
perspective (Bush & Folger, 1994).
When we are in conflict, we typically feel…
Unsure of what to do
Incapable of managing our problems
Unaware of the resources we could use to help us
Less able to live out our values
Not in control of our lives!
Least able to access whatever problem solving skills we may have
Least able to listen to, understand, or take the perspective of another person
On the other hand, when we are not in conflict and things are going well, we think
clearly, feel stronger, confident, and are more capable of handling multiple tasks
and managing our lives.
When we are not in conflict we typically feel…
Confident of the decisions we make
Capable of managing our problems
In touch with the resources we can
use
Able to live out our values
In control of our lives!
Sure of our problem-solving skills
Capable of understanding the
perspective of others
Here’s the conflict paradox:
When you are feeling bad (i.e.,
hurt, angry, tense, powerless,
frustrated) and thinking the
other person is a jerk,
remember the other person is
also feeling bad and thinking
you’re a jerk.
4. 4
You
HOMEOSTASIS AND CONFLICT
Conflict can take us out of our homeostasis, disrupting our comfort zone and our
balance between peace and conflict.
Walter Cannon, who was the first person to discover the stress response, believes
that it is this strain on the body that causes us to experience stress and come out of
our homeostasis. In order to regain our balance or equilibrium we may need to
increase positive activities (e.g., sleep, exercise, diet) or decrease negative
activities (e.g., reduce stress or stop smoking) in order to get our body back within
our predetermined set points.
Similar to our physical body’s attempt to stay in homeostasis, we believe that we
have a mental and emotional homeostasis. That homeostasis is our ability to
maintain a balance between peace and conflict. It’s our comfort zone where we are
best able to live out our beliefs and values.
So, how does this relate to conflict? When we experience conflict (e.g., a difficult
conversation) it upsets our balance. We typically can handle stress within
reasonable limits, but similar to our body’s reaction to an injury or illness, conflict
can take us out of our homeostasis. Many of us avoid difficult conversations
because they could cause conflict and this conflict disrupts our balance. When we
are out of our homeostasis we typically feel: uncertain, unsure of what to do,
not in control, frustrated, angry, least able to listen and take the perspective of
another person, self-absorbed, least able to problem solve and least able to live
out our values.
Peace
Time
Triggers
Conflict
Out of your
homeostasis
5. 5
THE FOUNDATION OF THE TRANSFORMATIVE
MEDIATION PROCESS
The moment-by-moment activities of the mediator are guided by the mediator’s
beliefs about human beings and social interactions. These beliefs are referred to as
the mediator’s premises and are the basis for why we practice from a
transformative framework.
PREMISES OF TRANSFORMATIVE MEDIATION
People
People have separate identities; however, they are also inherently connected to
others
People are motivated by a moral impulse to act with both strength and
compassion
Primary human motivation
Desire to balance their autonomy while maintaining their connection to others
Change their interaction with each other from destructive to constructive
Social institutions (including conflict resolution processes) should
Facilitate self-fulfillment of individuals
Foster compassionate strength
Support human interaction
Highest value to be attained by conflict intervention
Shift in the quality or character of human interaction from:
Negative to positive
Adversarial to cooperative
Objectifying to humanizing
Conduct by the parties in mediation that integrates strength of self with
responsiveness to another, whatever the outcome
Used with permission from the Institute for the Study of Conflict Transformation. Inc.
6. 6
AN INTRODUCTION TO TRANSFORMATIVE
MEDIATION
Transformative Mediation became a distinct process for mediation following the
writing of The Promise of Mediation (Bush, Folger, 1994; 2004). The theories and
ideas written by the authors were moved into mediation practice when the US
Postal Service asked the authors to use these ideals to mediate cases for them and
to train mediators to use the theory and practice. Mediation as a transformative
process is unique because of its five tenets:
1) Mediator focus on party “empowerment”
a. Empowerment occurs when the parties grow calmer, clearer, more
confident, more organized, more decisive, regaining a sense of
strength and able to act and handle the problems they face. During the
course of a mediation session there are “requests for empowerment,”
which are (usually implicit) indications by one or both of the parties
that they desire empowerment. As a mediator, it is important to focus
on a party’s empowerment needs first because if he/she does not feel
some level of empowerment he/she will never offer genuine
recognition.
2) Mediator focus on “recognition”
a. Recognition occurs when parties voluntarily choose to become
more open, attentive, responsive to the situation of another,
thereby increasing the likelihood for them to understand and/or at
least be willing to see another perspective. Only after a party has
experienced some level of empowerment will he/she be able to give
and/or receive recognition. In mediation there are many opportunities
for parties to give recognition to one another and the mediator has a
variety of techniques with which to respond to those opportunities.
The mediator is careful not to force recognition, keeping in mind that
without genuine empowerment and recognition it is unlikely that the
parties will be able to transform their interaction.
3) The goal of mediation which is to transform the quality of the parties’
interaction from destructive to constructive
4) The mediator’s micro-focus at the table
5) The mediator’s party-centered and non-directive approach
During the mediation process, a mediator works with parties in conflict to help
them change the quality of their interaction from negative and destructive to
positive and constructive, by supporting party efforts at empowerment (gaining
clarity and making decisions) and recognition (taking the perspective of the other
party). Another unique feature of transformative mediation is that the process can
transform the way disputants understand themselves and others by allowing for
7. 7
meaningful discussion and new understandings of others’ views to the situation
and the realization that they can directly handle future disputes of this nature.
The promise mediation offers for transforming conflict interaction is real, not
because mediators can bring expert knowledge and wisdom to bear, or give advice
about how to solve the problems and difficulties the parties face. The promise is
read because skilled (and wise) mediators can support the parties’ own work,
create a space for that work to go on, and, most importantly, stay out of the
parties’ way.
Transformative mediators will allow and trust the parties to find their own way
through the conflict, and more importantly, find themselves and each other,
discovering and revealing the strength and compassion within themselves.
Pepperdine Dispute Resolution Law Journal, Changing the Quality of Conflict Interaction: The Principles and Practice of
Transformative Mediation. Bush, Pope (2002).
8. 8
THE PRINCIPLES OF TRANSFORMATIVE
MEDIATION
The premises or beliefs that underlie transformative mediation are expressed, in the
context of mediation, through a mediator’s attitudes and actions as he or she
facilitates the parties’ conversation. If the mediator believes in these premises and
uses them to guide his or her behavior during the mediation, they become
principles of the practice of transformative mediation and result in a mediator’s
ability to:
Be comfortable with conflict, including strong emotion and the negative pattern
of interaction between parties.
Respect parties’ choices, including choices about participation in mediation,
even if they are choices the mediator would not personally make in a similar
situation.
Be comfortable with a limited understanding of the parties’ conflict.
Respect the parties, even if their actions, appearance, language, and attitudes
seem completely different from those of the mediator.
Be patient with the parties and the process of their interaction.
Focus on the moment-by-moment events in the parties’ interaction.
Attend to empowerment and recognition opportunities.
Choose interventions (and non-interventions) based upon opportunities for
party empowerment and recognition.
Relinquish problem solving and control of the process.
Used with permission from the Institute for the Study of Conflict Transformation. Inc.
9. 9
TRANSFORMATIVE MEDIATION’S PREMISES ABOUT
PEOPLE AND THEIR CAPABILITIES
1. A person’s reality is unique to that person and based upon
his/her life experiences
2. People have inherent needs both for advancement of self
and connection with others.
3. People are capable of making decisions for themselves.
4. People are capable of looking beyond themselves.
What are situations that challenge these premises?
How might your belief in these premises influence your actions as a
mediator?
10. 10
HALLMARKS: USER FRIENDLY GUIDE TO THE
PRINCIPLES
Each of the ten hallmarks describe, in part, what the principles of a transformative
mediator "look like", and why it is important to carry these attitudes and beliefs into
practice.
1) "The Opening Statement says it All": Describing the mediator's role and
objectives in terms based on Empowerment and Recognition.
2) "It's Ultimately the Parties' Choice": Leaving the responsibility for outcome
with the parties.
3) "The Parties know Best": Consciously refusing to be judgmental about the
parties' views and decisions.
4) "The Parties have what it Takes": Taking an optimistic view of parties'
competence and motives.
5) "There are Facts in the Feelings": Allowing and being responsive to parties'
expression of emotions.
6) "Clarity emerges from Confusion": Allowing for and exploring parties'
uncertainty.
7) "The Action is in the Room": Remaining focused on the here and now of the
conflict interaction.
8) "Discussing the Past has Value to the Present": Being responsive to parties'
statements about past events.
9) "Conflict Can Be a Long-Term Affair": Viewing an intervention as one
point in a larger sequence of conflict interaction.
10)"Small Steps Count": Feeling a sense of success when Empowerment and
Recognition occur, even in small degrees.
Folger, J.P. & Bush, R.A.B. (1996). Transformative mediation and third party intervention: Ten hallmarks of a
transformative approach to practice. Mediation Quarterly, 13(4) 263-27
11. 11
DEVELOPING A TRANSFORMATIVE FRAMEWORK
“Purpose Drives Practice”
Attend: Identifying Transformative Opportunities
Focus on the here and now of the conflict interaction
Listen and respond to individual comments/contributions parties are making.
Recognize Opportunities for Empowerment and Recognition
Focus on any comment parties make, which offers an opportunity to work
towards empowerment or recognition.
Be mindful of common signpost events that often mark opportunities for
empowerment or recognition at predictable phases of a mediation.
Monitor: Avoid Focusing Only on the Problem
After identifying opportunities for empowerment or recognition, a mediator needs
to check any instincts that could undermine a transformative response.
Avoid shaping parties’ comments/contributions into one solvable problem
Avoid focusing exclusively on tangible issues
Avoid directing the parties toward a settlement
Respond: Enacting a Transformative Response
Respond to opportunities with comments that encourage or allow disputants to:
Gain clarity and make self-determined choices.
Consider, acknowledge, or respond to the situation of the other party.
Responding to opportunities for empowerment and recognition entails:
1. Awareness: Acknowledging the opportunity by interjecting at the time the
mediator sees the opening for exploring empowerment or recognition
2. Inviting Elaboration: Ask parties to expand on the statement just made. If it is an
opportunity for recognition, what is the point that the party wants to have
recognized by the other? If it is an opportunity for empowerment, what is the
source of confusion, uncertainty, or lack of clarity? Responding to the
elaboration in ways that encourage recognition or empowerment can help the
parties begin to do this on their own during the mediation.
Folger, J.P. (1996). A Transformative approach to mediation: Skills for practice. Presentation at the University of
North Dakota, Grand Forks, ND.
12. 12
“CONFLICT TRANSFORMATION”
(CHANGING CONFLICT INTERACTION)
Copyright 2001 R.A. Baruch Bush
Used with permission from the Institute for the Study of Conflict Transformation, Inc.
EMPOWERMENT
RECOGNITION
STRONG
RESPONSIVE
WEAK
SELF-ABSORBED
POSITIVE
CONSTRUCTIVE
CONNECTING
HUMANIZING
NEGATIVE
DESTRUCTIVE
ALIENATING
DEMONIZING
13. 13
UNCOVERING MISCONCEPTIONS OF
TRANSFORMATIVE PRACTICE
(The following segments are taken from Myths and Misconceptions about the Transformative Orientation By
Dorothy J. Della Noce, R. A. Baruch Bush & Joseph P. Folger, Designing Mediation (2001 – ISCT))
Myth #1: Disputes do not get resolved.
Within the transformative framework, conflicts do indeed “get
resolved” - but they get resolved by the parties rather than by the mediator.
The mediator assists the parties by maintaining a focus on (1) the process by which
the parties define and achieve resolution, and (2) a broad conception of what
“resolution” can be.
Myth #2: It’s only for cases where the parties “have a relationship.”
Some people assume that transformative mediation is appropriate only in
those cases where the parties have or want to continue a relationship. This
interpretation misunderstands the framework. Within this framework, every
human interaction is a “relationship” - a process of interacting and relating - that
can be conducted in a negative and destructive fashion or in a positive and
constructive fashion. Therefore, in any situation where the quality of the
interaction matters to the parties, and where the quality of the interaction will have
an impact on other dimensions of the outcome (including whether agreement is
reached and the quality of the agreement reached), interventions that help shift the
interaction from negative to positive are of fundamental value. The interaction
between an insurance adjuster and claimant is as vulnerable to destructive or
productive influences as that of two neighbors or a divorcing couple. Conflict is
essentially about gaining clarity about decisions and choices (empowerment)
in light of the experience of the other (recognition) in whatever setting it
occurs.
Myth #3: The mediators don’t do anything.
Mediators from the transformative orientation are not directive.
However, they are proactive. That is, they are actively engaged with the parties in
conversation, listening intently for cues that offer opportunities to work with
empowerment and recognition, highlighting those opportunities for the parties, and
constantly inviting and encouraging the parties to engage in a constructive
dialogue, to consider new information and alternative points of view, to gain
clarity, to deliberate or “think out loud,” and to make decisions for themselves.
14. 14
Myth #4: All the mediators do is ask, “How do you feel about that?”
The mediator’s primary task is to “follow the parties:” maintaining a micro-
focus on their moment-to-moment conversation to identify and highlight
opportunities for empowerment and recognition. Probing for further clarification of
feelings or attitudes is just one of many possible responses a mediator might make
in working with the parties, and may be appropriate if the mediator is truly
following the parties vs. digging for deep meaning. Mediators working within
the transformative framework are skilled at reading the unfolding context, a
context that is continuously created as the parties’ interact. Without such
sensitivity to where the parties are, mediators cannot support where the parties
want to head with their conflict.
Myth #5: There’s no structure or order to the process.
The mediator does not impose a highly-structured process upon the parties
when working from the transformative orientation. Imposing process structure has
an (often unacknowledged) influence on the parties’ conflict. However, this does
not mean that the process lacks order and structure. Order and structure emerge
from the conversations of the mediator and the parties, from moment to
moment. The mediator does not have to impose a structure on the parties; parties
are capable of structuring and ordering their conversations as they need to. The
mediator helps the parties determine how they want to structure their interaction by
focusing on empowerment and recognition.
Myth #6: A mediator can combine theoretical frameworks, or shift
strategically between frameworks.
Mediators (and others) sometimes ask whether it is possible to combine the
transformative and problem solving frameworks, to “do both” at the same time, or
to shift strategically from one framework to another in the course of a mediation.
Such combinations and/or strategic shifts are not possible for a number of reasons.
First, the two theoretical frameworks are based upon deeply-held beliefs
about conflict and its resolution that are fundamentally incompatible. That is, one
cannot hold both sets of beliefs and goals at the same time, or shift between them
in a matter of moments.
In addition, the mediator practices that are characteristic of each theoretical
framework are incompatible. For example, a mediator cannot simultaneously
operate with a micro-focus on interaction and a macro-focus on outcome, nor can a
mediator simultaneously support autonomous party decision-making and substitute
the mediator’s judgment for that of the parties.
15. 15
One theoretical framework is inevitably favored over another by each
mediator or mediation program, depending upon the goals and values of the
mediator and the program in which the mediator works.
Myth #7: Transformative mediation imposes a set of values on the parties
while an interest-based/problem solving model does not.
The Promise of Mediation clarified that all forms of mediation practice are
based on world views – ways of thinking about what productive conflict is, what
human beings are capable of and what third parties should do as they intervene.
Transformative mediation is based on a set of relational values. Problem solving is
based on a set of values that stem from interest based negotiation approaches to
conflict. These values are clearly different. Because problem solving has been
such a predominant view of conflict, it is often easy to think that this approach to
practice is value-free, not built on any particular world view. This is clearly not
the case. To choose any approach to practice is to choose a set of values. We
inevitably assume that the values we are choosing are the ones that mediation
should be built upon.