This document discusses the need for a new model of leadership that focuses on dealing with conflict and difference. It outlines three faces of leadership: the demagogue, the manager, and the mediator. The mediator is presented as the ideal leader, as they strive to act on behalf of the whole, think systemically, build trust, and transform conflict through innovation. Eight tools of the mediator are then discussed, including integral vision, systems thinking, presence, inquiry, conscious conversation, dialogue, bridging, and innovation.

2. 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.

3. CONFLICTCONFLICT

4. LEADINGLEADING

5. 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

6. LEADING THROUGH CONFLICTLEADING THROUGH CONFLICT
By,
Mark Grezon

7. 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

8. 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.

9. 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

10. 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

11. 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

12. 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

13. STUCTURE OF THE PRESENTATIONSTUCTURE OF THE PRESENTATION
SYSTEMS THINKINGSYSTEMS THINKING
PRESENCEPRESENCE
INQUIRYINQUIRY
CONCIOUS CONVERSATIONCONCIOUS CONVERSATION
DIALOUGEDIALOUGE
BRIDGINGBRIDGING
INNOVATIONINNOVATION

14. 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

15. 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

16. 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

17. 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

18. The NewThe New
Approach To LeadershipApproach To Leadership
STORY............STORY............

19. 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.

20. 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.

21. 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.”

22. 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”

23. 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.

24. 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.

25. 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.

26. Three Faces of leadershipThree Faces of leadership
The DemagogueThe Demagogue The ManagerThe Manager
The MediatorThe Mediator
LEADERSHIPLEADERSHIP

27. THE DEMAGOGUETHE DEMAGOGUE

28. 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

29. 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.

30. THE MANAGERTHE MANAGER

31. 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

32. 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.

33. THE MEDIATORTHE MEDIATOR

34. 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.

35. 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

36. 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

37. EIGHT TOOLSEIGHT TOOLS
OF THE MEDIATOROF THE MEDIATOR
AS A MANAGERAS A MANAGER

38. INTEGRAL VISIONINTEGRAL VISION
SYSTEMS THINKINGSYSTEMS THINKING
PRESENCEPRESENCE
INQUIRYINQUIRY
EIGHT TOOLSEIGHT TOOLS

39. CONCIOUS CONVERSATIONCONCIOUS CONVERSATION
DIALOUGEDIALOUGE
BRIDIGINGBRIDIGING
INNOVATIONINNOVATION
EIGHT TOOLSEIGHT TOOLS

40. 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”

41. 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.

42. 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.

43. 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..

44. 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.

45. 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”

46. 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”..

47. 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

48. 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..