Course of content on mediation and conflict resolution by Dr. Ritu Gautam, Mediation Training Expert, Family dispute resolution clinic Coordinator, Legal professional
Mediation is a process where a neutral third party assists two parties in resolving a dispute. The goal is for the parties to come to an agreement without going through litigation. During mediation, the mediator guides discussions to help the parties identify the problem, recognize feelings involved, develop potential solutions, and come to a resolution where both parties make commitments outlined in a written agreement. The mediator remains neutral and ensures all parties have a chance to be heard while maintaining confidentiality.
Transformative mediation seeks to empower parties and foster mutual understanding between them, allowing them to define issues and find solutions themselves. It aims to improve parties' conflict resolution skills and consideration of other perspectives. In contrast, problem-solving mediation focuses on reaching a settlement, with mediators taking a more active role. Transformative mediation leaves responsibility for outcomes with parties and recognizes conflict as a long-term process, viewing increased empowerment and understanding as a successful outcome even without settlement.
Training Slides of Negotiation & Conflict Management in Organization, discussing the importance of Negotiation Skills.
Some Key-Points:
- Stages of Negotiation
- Approaches to Negotiation
- The Five Communication Styles
For further information regarding the course, please contact:
info@asia-masters.com
Workplace Mediation: What it is and how it worksShorebird RPO
Workplace mediation is a process that uses a neutral third party to help resolve conflicts in the workplace. The mediator facilitates open dialogue between the parties to help them identify issues, increase understanding, and jointly agree on outcomes. Mediation can benefit organizations by reducing costs associated with conflicts, improving relationships, and allowing staff to focus on productive work. It also benefits employees by giving them a voice and sense of control in resolving issues. The mediation process involves understanding each side's perspective on the content, interactions, and expectations related to the conflict before helping the parties compromise and find an acceptable resolution.
Negotiation is a process of communication between two or more parties to influence each other and reach an agreement. It can involve compromise to benefit both sides. There are two main types of negotiation: distributive negotiation which focuses on fixed resources and competitive goals, and integrative negotiation which aims to find mutually beneficial outcomes through problem solving and addressing underlying interests. Key factors for successful negotiation include thorough planning, understanding different perspectives, ensuring the right stakeholders are represented, and finding possible compromises.
The document discusses various alternative dispute resolution (ADR) tools for resolving conflicts without relying on third parties like judges. It describes common ADR tools like mediation, mini-trials, summary jury trials, and arbitration. These tools typically involve a third party to help facilitate negotiations between disputing parties. The document advises readers to identify their goals and obstacles to select the right ADR tool, noting that different tools have varying costs, speeds, abilities to preserve relationships, and other factors. It emphasizes solving problems through interest-based negotiation and effective communication to avoid needing third parties to decide outcomes.
Training Slides of Advanced Negotiation Communication & Presentation Skills , discussing the importance of Negotiation Skills.
For further information regarding the course, please contact:
info@asia-masters.com
www.asia-masters.com
Mediation, Mediation Process Mediation and Strategies For Conflict ResolutionQasim Raza
Mediation can help parties in a dispute reach an agreement through open discussion with a neutral facilitator, rather than escalating conflict through legal action. Researchers Ellis and Jessica were having teamwork issues, and their manager recommended mediation. In individual mediation sessions, Ellis and Jessica agreed to try a joint meeting. With the mediator's guidance, they were able to openly air grievances and suggest ways to improve communication and respect boundaries going forward. This resulted in a written agreement to update behaviors and maintain open communication, with the option to involve mediators again if needed.
Mediation is a process where a neutral third party assists two parties in resolving a dispute. The goal is for the parties to come to an agreement without going through litigation. During mediation, the mediator guides discussions to help the parties identify the problem, recognize feelings involved, develop potential solutions, and come to a resolution where both parties make commitments outlined in a written agreement. The mediator remains neutral and ensures all parties have a chance to be heard while maintaining confidentiality.
Transformative mediation seeks to empower parties and foster mutual understanding between them, allowing them to define issues and find solutions themselves. It aims to improve parties' conflict resolution skills and consideration of other perspectives. In contrast, problem-solving mediation focuses on reaching a settlement, with mediators taking a more active role. Transformative mediation leaves responsibility for outcomes with parties and recognizes conflict as a long-term process, viewing increased empowerment and understanding as a successful outcome even without settlement.
Training Slides of Negotiation & Conflict Management in Organization, discussing the importance of Negotiation Skills.
Some Key-Points:
- Stages of Negotiation
- Approaches to Negotiation
- The Five Communication Styles
For further information regarding the course, please contact:
info@asia-masters.com
Workplace Mediation: What it is and how it worksShorebird RPO
Workplace mediation is a process that uses a neutral third party to help resolve conflicts in the workplace. The mediator facilitates open dialogue between the parties to help them identify issues, increase understanding, and jointly agree on outcomes. Mediation can benefit organizations by reducing costs associated with conflicts, improving relationships, and allowing staff to focus on productive work. It also benefits employees by giving them a voice and sense of control in resolving issues. The mediation process involves understanding each side's perspective on the content, interactions, and expectations related to the conflict before helping the parties compromise and find an acceptable resolution.
Negotiation is a process of communication between two or more parties to influence each other and reach an agreement. It can involve compromise to benefit both sides. There are two main types of negotiation: distributive negotiation which focuses on fixed resources and competitive goals, and integrative negotiation which aims to find mutually beneficial outcomes through problem solving and addressing underlying interests. Key factors for successful negotiation include thorough planning, understanding different perspectives, ensuring the right stakeholders are represented, and finding possible compromises.
The document discusses various alternative dispute resolution (ADR) tools for resolving conflicts without relying on third parties like judges. It describes common ADR tools like mediation, mini-trials, summary jury trials, and arbitration. These tools typically involve a third party to help facilitate negotiations between disputing parties. The document advises readers to identify their goals and obstacles to select the right ADR tool, noting that different tools have varying costs, speeds, abilities to preserve relationships, and other factors. It emphasizes solving problems through interest-based negotiation and effective communication to avoid needing third parties to decide outcomes.
Training Slides of Advanced Negotiation Communication & Presentation Skills , discussing the importance of Negotiation Skills.
For further information regarding the course, please contact:
info@asia-masters.com
www.asia-masters.com
Mediation, Mediation Process Mediation and Strategies For Conflict ResolutionQasim Raza
Mediation can help parties in a dispute reach an agreement through open discussion with a neutral facilitator, rather than escalating conflict through legal action. Researchers Ellis and Jessica were having teamwork issues, and their manager recommended mediation. In individual mediation sessions, Ellis and Jessica agreed to try a joint meeting. With the mediator's guidance, they were able to openly air grievances and suggest ways to improve communication and respect boundaries going forward. This resulted in a written agreement to update behaviors and maintain open communication, with the option to involve mediators again if needed.
This document discusses various aspects of negotiation including:
- Types of negotiation such as distributive vs integrative and phases of negotiation.
- Skills needed for successful negotiation including effective communication, a positive attitude, and emotional intelligence.
- Steps for preparing for negotiation including setting parameters, establishing common ground, and understanding each party's zone of possible agreement (ZOPA).
- Different types of bargaining approaches such as positional bargaining which can be soft or hard.
This document discusses various dispute resolution methods, beginning with avoidance and negotiation, then exploring mediation, conciliation, arbitration, and litigation. It provides definitions and explanations of each method, including how they differ in terms of the level of third party involvement and whether the outcome is binding or non-binding. Examples of each method are given. Professional arbitration bodies and centers in Nigeria and other countries are also listed.
This document provides an overview of negotiation and mediation. It defines negotiation as a process where parties with opposing preferences discuss issues to try and reach agreement, while mediation involves one or more third parties assisting in the discussion.
Key points made include:
- Negotiation and mediation are two of the main procedures for dealing with opposing preferences, along with struggle and arbitration.
- Mediation consists of negotiation assisted by a neutral third party, with the goal of helping disputing parties voluntarily reach their own settlement.
- Effective mediators employ strategies like facilitating communication between parties, controlling aspects of the negotiation process, and using incentives to shape outcomes.
This document outlines various tools that can be used for conflict analysis, including stages of conflict, timelines, actor mapping, conflict trees, and the ABC triangle. It describes how each tool can be used for both analyzing different aspects of a conflict as well as identifying opportunities for intervention. The overall purpose of conflict analysis is to better understand the context, parties, causes, and dynamics of a conflict in order to help prevent escalation and adopt conflict-sensitive practices.
Negotiation involves discussion and compromise between two or more parties who want something from each other. The negotiation process typically involves flexible communication to reach a mutually beneficial outcome where neither side is considered a clear winner or loser. Key aspects of negotiation include establishing goals, understanding influences like time constraints and attitudes, and employing strategies like integrating interests to find agreements all sides find acceptable.
Presentation covers all the main aspects of negotiation process.
Key Elements of Negotiations
Variety of Negotiations
Type of Negotiations
Negotiation Styles
Type of Negotiators
Negotiation Tactics
Stages of Negotiation Cycle with Strategy & Tactics
This document discusses the key aspects of negotiation including definitions, objectives, approaches, styles, models, processes, participants, and challenges. Specifically, it defines negotiation as a decision-making process between interdependent parties with differing preferences. It outlines the objectives of understanding negotiations and developing effective strategies. And it notes that the challenge for negotiators is to represent principal parties not directly involved while keeping them informed of the negotiation's progress.
Mediation is a voluntary alternative dispute resolution process in which a neutral third party helps parties reach a negotiated settlement. It has several benefits such as being informal, quick, flexible, cost effective, and allowing parties to preserve relationships and maintain control. Mediation is most suitable when parties are committed to the process, an ongoing relationship is important, privacy is important, or there is time pressure to settle. The mediator's role is to facilitate by summarizing issues and identifying common ground and options to help parties evaluate alternatives and reach an agreement.
This document outlines an overview of a training program on negotiation skills. The program will teach participants to understand negotiation theory, identify effective negotiation characteristics and styles, apply negotiation models and processes, and develop key negotiation skills. It will cover defining negotiation, the value of constructive negotiation, and the four phases of negotiation: preparation, exchanging information, bargaining, and commitment/closing. Participants will role-play a negotiation scenario and learn to create win-win agreements through preparation, flexibility, understanding interests, and focusing on mutual gains.
this is powerpoint for negotiation
there are 3 main parts:
1, the definition
2, the ten skills in negotiation
3, the advantages and disadvantages of negotiation
The document discusses negotiation processes, tactics, and styles. It describes the typical stages of negotiation as preparation, discussion, clarifying goals, negotiating towards a win-win outcome, agreement, and implementing the agreed upon course of action. Several common negotiation tactics are also outlined such as auctioning, brinksmanship, bogey, and good guy/bad guy. Finally, it identifies five main negotiation styles: accommodating, avoiding, collaborating, competing, and compromising.
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.
The document discusses negotiation skills and provides information on:
1) The definition and origins of the word "negotiation" from Latin meanings related to business.
2) Negotiation involves communication between interdependent parties to reach agreements on differing needs or ideas.
3) Negotiation is used in many contexts from family, personal, academic, and business situations.
This document provides an overview of the mediation process and skills. It discusses key steps including introductions, storytelling, identifying issues and needs, problem-solving, and reaching agreements. Important mediation skills are also covered such as active listening, effective questioning, feedback, reframing, managing anger, separate sessions, summarizing, and negotiations. The goal of mediation is to assist conflicting parties in resolving issues through facilitating communication and helping them find mutually agreeable solutions.
This document promotes mediation as a dispute resolution process. It summarizes mediation as a flexible, fast, cost-effective, and voluntary process where an impartial mediator helps disputing parties reach an agreed settlement. Mediation has a high success rate and allows parties to maintain control over the outcome, unlike litigation. It also prevents disputes from escalating into more expensive legal proceedings while helping to preserve business relationships. The document encourages readers with disputes to contact the mediator to confidentially discuss mediation as a way to quickly resolve issues.
This document discusses negotiation skills and strategies. It begins by defining negotiation as a dialogue between parties aimed at reaching an understanding or compromise. It describes different negotiation strategies like distributive negotiation, which is a positional or win-lose approach, and integrative negotiation, which is an interest-based or win-win approach. The document then covers negotiation tactics, the role of emotion, different negotiation styles, the effects of teams in negotiation, and barriers to successful negotiation.
This document discusses conflict theories and terminology. It defines conflict and explores explanations for conflict including communication theory, human needs theory, and abuse of power. It then examines approaches for responding to conflict such as conflict management, mediation, and peacekeeping. Finally, it outlines ways of overcoming conflict including conflict resolution, peace-building, and conflict transformation.
Negotiation is a process where parties try to reach an agreement or compromise on issues in dispute. It involves exchanging offers and counteroffers to find mutually acceptable solutions. Effective negotiation requires preparation, understanding both sides' objectives and priorities, developing alternative options, and using strategies like focusing on interests rather than positions to achieve win-win outcomes when possible. Key roles for negotiators include maintaining team unity, understanding the issues, preparing necessary information, seeking compromise, and knowing when to conclude the negotiation. Personality traits alone do not determine outcomes, but both gender and power can influence negotiating style and perceived success.
Part I What Every Executive Should Know About Dispute ResolutionRBCG1
This document provides an overview of alternative dispute resolution (ADR) options for resolving business disputes, focusing on mediation and arbitration. It discusses the four main ADR processes - mediation, arbitration, negotiation, and litigation - and explains that mediation and arbitration are private processes where the parties craft their own solution or an arbitrator makes a binding decision, respectively. The document also outlines the typical steps involved in mediation and arbitration and highlights advantages like cost and time savings compared to litigation.
Part I What Every Executive Should Know About Dispute ResolutionRBCG1
This document discusses alternative dispute resolution options for resolving business disputes, focusing on mediation and arbitration. It provides information on four dispute resolution processes - mediation, arbitration, negotiation, and litigation. Mediation involves a neutral third party helping parties reach a mutually agreeable settlement. Arbitration involves a binding decision by an arbitrator. Negotiation involves direct discussions between parties. Litigation involves a public, adversarial process where a judge decides a winner. The document emphasizes that mediation and arbitration are better than litigation when future relationships are important.
This document discusses various aspects of negotiation including:
- Types of negotiation such as distributive vs integrative and phases of negotiation.
- Skills needed for successful negotiation including effective communication, a positive attitude, and emotional intelligence.
- Steps for preparing for negotiation including setting parameters, establishing common ground, and understanding each party's zone of possible agreement (ZOPA).
- Different types of bargaining approaches such as positional bargaining which can be soft or hard.
This document discusses various dispute resolution methods, beginning with avoidance and negotiation, then exploring mediation, conciliation, arbitration, and litigation. It provides definitions and explanations of each method, including how they differ in terms of the level of third party involvement and whether the outcome is binding or non-binding. Examples of each method are given. Professional arbitration bodies and centers in Nigeria and other countries are also listed.
This document provides an overview of negotiation and mediation. It defines negotiation as a process where parties with opposing preferences discuss issues to try and reach agreement, while mediation involves one or more third parties assisting in the discussion.
Key points made include:
- Negotiation and mediation are two of the main procedures for dealing with opposing preferences, along with struggle and arbitration.
- Mediation consists of negotiation assisted by a neutral third party, with the goal of helping disputing parties voluntarily reach their own settlement.
- Effective mediators employ strategies like facilitating communication between parties, controlling aspects of the negotiation process, and using incentives to shape outcomes.
This document outlines various tools that can be used for conflict analysis, including stages of conflict, timelines, actor mapping, conflict trees, and the ABC triangle. It describes how each tool can be used for both analyzing different aspects of a conflict as well as identifying opportunities for intervention. The overall purpose of conflict analysis is to better understand the context, parties, causes, and dynamics of a conflict in order to help prevent escalation and adopt conflict-sensitive practices.
Negotiation involves discussion and compromise between two or more parties who want something from each other. The negotiation process typically involves flexible communication to reach a mutually beneficial outcome where neither side is considered a clear winner or loser. Key aspects of negotiation include establishing goals, understanding influences like time constraints and attitudes, and employing strategies like integrating interests to find agreements all sides find acceptable.
Presentation covers all the main aspects of negotiation process.
Key Elements of Negotiations
Variety of Negotiations
Type of Negotiations
Negotiation Styles
Type of Negotiators
Negotiation Tactics
Stages of Negotiation Cycle with Strategy & Tactics
This document discusses the key aspects of negotiation including definitions, objectives, approaches, styles, models, processes, participants, and challenges. Specifically, it defines negotiation as a decision-making process between interdependent parties with differing preferences. It outlines the objectives of understanding negotiations and developing effective strategies. And it notes that the challenge for negotiators is to represent principal parties not directly involved while keeping them informed of the negotiation's progress.
Mediation is a voluntary alternative dispute resolution process in which a neutral third party helps parties reach a negotiated settlement. It has several benefits such as being informal, quick, flexible, cost effective, and allowing parties to preserve relationships and maintain control. Mediation is most suitable when parties are committed to the process, an ongoing relationship is important, privacy is important, or there is time pressure to settle. The mediator's role is to facilitate by summarizing issues and identifying common ground and options to help parties evaluate alternatives and reach an agreement.
This document outlines an overview of a training program on negotiation skills. The program will teach participants to understand negotiation theory, identify effective negotiation characteristics and styles, apply negotiation models and processes, and develop key negotiation skills. It will cover defining negotiation, the value of constructive negotiation, and the four phases of negotiation: preparation, exchanging information, bargaining, and commitment/closing. Participants will role-play a negotiation scenario and learn to create win-win agreements through preparation, flexibility, understanding interests, and focusing on mutual gains.
this is powerpoint for negotiation
there are 3 main parts:
1, the definition
2, the ten skills in negotiation
3, the advantages and disadvantages of negotiation
The document discusses negotiation processes, tactics, and styles. It describes the typical stages of negotiation as preparation, discussion, clarifying goals, negotiating towards a win-win outcome, agreement, and implementing the agreed upon course of action. Several common negotiation tactics are also outlined such as auctioning, brinksmanship, bogey, and good guy/bad guy. Finally, it identifies five main negotiation styles: accommodating, avoiding, collaborating, competing, and compromising.
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.
The document discusses negotiation skills and provides information on:
1) The definition and origins of the word "negotiation" from Latin meanings related to business.
2) Negotiation involves communication between interdependent parties to reach agreements on differing needs or ideas.
3) Negotiation is used in many contexts from family, personal, academic, and business situations.
This document provides an overview of the mediation process and skills. It discusses key steps including introductions, storytelling, identifying issues and needs, problem-solving, and reaching agreements. Important mediation skills are also covered such as active listening, effective questioning, feedback, reframing, managing anger, separate sessions, summarizing, and negotiations. The goal of mediation is to assist conflicting parties in resolving issues through facilitating communication and helping them find mutually agreeable solutions.
This document promotes mediation as a dispute resolution process. It summarizes mediation as a flexible, fast, cost-effective, and voluntary process where an impartial mediator helps disputing parties reach an agreed settlement. Mediation has a high success rate and allows parties to maintain control over the outcome, unlike litigation. It also prevents disputes from escalating into more expensive legal proceedings while helping to preserve business relationships. The document encourages readers with disputes to contact the mediator to confidentially discuss mediation as a way to quickly resolve issues.
This document discusses negotiation skills and strategies. It begins by defining negotiation as a dialogue between parties aimed at reaching an understanding or compromise. It describes different negotiation strategies like distributive negotiation, which is a positional or win-lose approach, and integrative negotiation, which is an interest-based or win-win approach. The document then covers negotiation tactics, the role of emotion, different negotiation styles, the effects of teams in negotiation, and barriers to successful negotiation.
This document discusses conflict theories and terminology. It defines conflict and explores explanations for conflict including communication theory, human needs theory, and abuse of power. It then examines approaches for responding to conflict such as conflict management, mediation, and peacekeeping. Finally, it outlines ways of overcoming conflict including conflict resolution, peace-building, and conflict transformation.
Negotiation is a process where parties try to reach an agreement or compromise on issues in dispute. It involves exchanging offers and counteroffers to find mutually acceptable solutions. Effective negotiation requires preparation, understanding both sides' objectives and priorities, developing alternative options, and using strategies like focusing on interests rather than positions to achieve win-win outcomes when possible. Key roles for negotiators include maintaining team unity, understanding the issues, preparing necessary information, seeking compromise, and knowing when to conclude the negotiation. Personality traits alone do not determine outcomes, but both gender and power can influence negotiating style and perceived success.
Part I What Every Executive Should Know About Dispute ResolutionRBCG1
This document provides an overview of alternative dispute resolution (ADR) options for resolving business disputes, focusing on mediation and arbitration. It discusses the four main ADR processes - mediation, arbitration, negotiation, and litigation - and explains that mediation and arbitration are private processes where the parties craft their own solution or an arbitrator makes a binding decision, respectively. The document also outlines the typical steps involved in mediation and arbitration and highlights advantages like cost and time savings compared to litigation.
Part I What Every Executive Should Know About Dispute ResolutionRBCG1
This document discusses alternative dispute resolution options for resolving business disputes, focusing on mediation and arbitration. It provides information on four dispute resolution processes - mediation, arbitration, negotiation, and litigation. Mediation involves a neutral third party helping parties reach a mutually agreeable settlement. Arbitration involves a binding decision by an arbitrator. Negotiation involves direct discussions between parties. Litigation involves a public, adversarial process where a judge decides a winner. The document emphasizes that mediation and arbitration are better than litigation when future relationships are important.
This document outlines methodologies for elder and guardianship mediation. It discusses what mediation is, core and variable features of any mediation, and what constitutes elder and guardianship mediation specifically. Four models of mediation are described - settlement, facilitative, therapeutic/transformative, and evaluative. For elder and guardianship mediation, a facilitative model with pre-mediation meetings is recommended. Co-mediation and a five-step consensus building methodology for multi-party mediation are also presented. The document concludes with qualities of being a good facilitator.
Lecture 1 - ADR Principles and Practice.pdfjonathan539518
This document provides an overview of alternative dispute resolution (ADR) methods and procedures. It defines ADR as dispute resolution processes outside the court system, such as mediation, conciliation, arbitration, and negotiation. These methods aim to resolve disputes quickly and at a lower cost than litigation. The document discusses several ADR processes in detail, including negotiation, which involves direct discussions between two disputing parties, and conciliation, which utilizes a neutral third party conciliator to help parties reach an agreement. Overall, the document presents ADR as an alternative for resolving disputes that is less expensive and time-consuming than the court system.
April 2011 Part I What Every Executive Should Know About Dispute ResolutionRBCG1
The document discusses various dispute resolution options for business executives including mediation, arbitration, negotiation and litigation. It provides details on each process and notes that mediation and arbitration are generally better than litigation when future relationships are important. The document also summarizes the key steps and considerations for mediation and arbitration as the main alternative dispute resolution approaches.
This document discusses negotiation strategies and techniques. It begins by defining negotiation as a process that occurs when parties allocate scarce resources. It then outlines the objectives of learning about negotiation approaches and strategies, communication techniques, and practicing skills. The document differentiates between distributive and integrative negotiation. It also covers the negotiation process, individual differences, third party roles, and issues that can cause conflicts like the Kashmir, Syria, and Iran nuclear disputes.
The document discusses communication and negotiation. It defines communication as the process of sharing ideas and information between individuals and groups. Effective communication is important for management functions like decision-making, planning, and controlling. The document then discusses the communication process and its role in organizational control. It also explains the negotiation process and important concepts like interests, alternatives, and relationships. Key negotiation strategies from books like Getting to Yes and Never Split the Difference are summarized. Finally, the document emphasizes that effective communication is critical for successful negotiation.
This document summarizes key aspects of mediation as an alternative dispute resolution process. It discusses the role of mediators, styles of mediation, codes of conduct for mediators, stages of the mediation process, and techniques for managing conflict escalation. The document also contrasts mediation with counseling and outlines common sources and types of conflicts that may be addressed through mediation.
This PowerPoint explains the basics of negotiations, roles of negotiator, steps for negotiation. This PowerPoint is created under the advice of PrivateCourt, created by Kavya, Saurabh Sawarkar, Jasmine, Hamza Ul Haq, and Akshit.
This document discusses negotiation in international business. It provides an introduction to negotiation and outlines that successful negotiation requires thorough preparation and understanding of cultural nuances. The document then defines negotiation as a process to manage relationships between various parties. It identifies key steps in the negotiation process like preparation, relationship building, and implementing agreements. It also discusses factors affecting negotiations and different negotiation styles. Finally, it covers cultural challenges, negotiating with regulators, tactics, personal characteristics of international negotiators, and differences in negotiation approaches across various countries.
Clinical legal education aims to teach students negotiation skills needed for their careers. Negotiation is an important communication process for resolving conflicts and securing agreements between parties. It involves interactive dialogue to find solutions while preserving each side's interests. Students must learn techniques like preparing adequately, focusing on mutual gains, and avoiding mistakes like losing temper or talking too much. Negotiation skills and mediation are taught through simulations to resolve problems effectively in and outside of litigation. Mastering these competencies better equips law students for their professional roles in society.
This document discusses various approaches and aspects of negotiation. It outlines distributive/adversarial and integrative/collaborative approaches, and covers negotiation goals, the negotiation process including pre-negotiation, the actual negotiation, and post-negotiation, negotiation behaviors, ethics in negotiation, and unethical issues that can arise.
The document discusses various approaches and aspects of negotiation. It outlines distributive/adversarial and integrative/collaborative approaches. It also discusses negotiation behaviors, goals, processes, techniques and stages. Finally, it covers ethics in negotiation and defines ethics as establishing obligations to individuals and society.
Karen Stott shared her experience of mediating personal injury claims while addressing challenges in maintaining neutrality and adhering to practice standards.
The document provides guidance on preparing clients for mediation. It emphasizes that clients must understand the purpose and process of mediation, as well as the mediator's role. Specifically, clients should know that mediation aims to facilitate voluntary agreements through open communication and problem-solving. The mediator manages the process but does not impose solutions. Effective preparation of clients helps ensure they are informed and able to meaningfully participate in mediation.
In this session we will review the mediation process itself. We will discuss the pros and cons of starting in joint session and/or caucus, including opening remarks by counsel and/or parties. We will discuss when to consider asking for a private caucus, or even an attorneys-only session. Understanding how to best arm/assist the mediator to facilitate the process. Ensuring your client is prepared for the session both from understanding the process to having the right information or people available to answer questions or guide the same. Why creativity can be a key element of the process. Tips on working through impasse. Recognizing the benefits of mediation even if you don’t resolve the matter at that time and positioning the matter for settlement in the future.
Part of the webinar series:
ALTERNATIVE DISPUTE RESOLUTION - 101 2022
See more at https://www.financialpoise.com/webinars/
This document appears to be a student research project on alternative dispute resolution focusing on competitive negotiation. It includes an introduction to negotiation principles and styles. It discusses collaborative negotiation and its features. It then defines competitive negotiation, describing it as an aggressive, win-lose approach. The document will compare and contrast collaborative and competitive negotiation, ultimately criticizing the latter approach. It includes headings for chapters on negotiation, styles, competitive negotiation, and a comparison of the two approaches.
The document discusses the art of negotiation skills for lawyers, outlining key concepts such as the meaning and sources of negotiation, basic bargaining styles that can produce different outcomes, roles of lawyers in the negotiation process, barriers to effective listening, and elements that are important in the negotiation process including knowledge, skills, and attitudes. It provides an overview of negotiation strategies and tips for lawyers to use when negotiating on behalf of clients.
The Verdant Guide To Stakeholder Consultation 2010Will Popham
The document provides guidance on effective stakeholder consultation. It discusses identifying stakeholders, interacting with them through various methods like surveys and meetings, and informing stakeholders by producing a consultation response. The key steps are to identify stakeholders and issues, interact with stakeholders to gather their views and insights, and then inform stakeholders by analyzing the results and creating a consultation response with recommendations. Effective stakeholder consultation is an iterative process that involves ongoing engagement.
Similar to Mediation and conflict resolution: Training Course (20)
Sigmund Freud was an Austrian neurologist who founded psychoanalysis. He developed theories about the structure of the human mind and stages of psychosexual development. Freud proposed that the mind is divided into the id, ego, and superego, which are constantly in conflict. He believed unconscious motives and childhood experiences shape adult behavior. Freud made major contributions through his theories of dreams, defense mechanisms, and the importance of sexuality in development. Though influential, Freud's theories are also subject to some criticism regarding emphasis on childhood and sexuality as motivators.
The document discusses cyber laws and provides an overview of key concepts related to cyber laws in India. It defines key terms like cyberspace, discusses the fundamentals and jurisprudence of cyber law, and outlines some of the major provisions and amendments of the Information Technology Act, 2000, which is the primary law governing cyber laws in India. The document also discusses the evolution of e-commerce and provides examples of e-governance initiatives in India.
This document provides an overview of Muslim marriage law. It defines an Islamic marriage as a civil contract between a Muslim male and female witnessed by at least two males or a male and two females. The formalities of a valid marriage include uttering offer and acceptance words in the presence of witnesses and identifying the bride by name if not present. For a marriage to be valid it must be witnessed by at least two males or one male and two females. The document also discusses the pre-Islamic context of Arabian society and women's varied status between tribes.
Brief Introduction of Constitutional Law- By Ritu GautamRitu Gautam
The document provides an overview of the history and development of the Constitution of India from ancient times to the present. It discusses:
1) The earliest principles established by Emperor Ashoka in the 3rd century BC.
2) The role of the British East India Company and British rule between the 16th-20th centuries in shaping constitutional reforms.
3) Key acts and agreements that gradually increased self-governance for Indians, such as the Government of India Acts of 1919 and 1935.
4) The drafting and adoption of the formal Constitution of India on November 26, 1949 that came into effect on January 26, 1950, establishing independent India as a sovereign democratic republic.
The document discusses the legal remedy of "restitution of conjugal rights" under Section 9 of the Hindu Marriage Act in India. It was introduced by the British for social reforms and allows the aggrieved spouse to petition a district court if the other spouse withdraws from the marriage without reasonable excuse. The key points covered include: the historical background of this remedy; the essential conditions for filing a petition; what constitutes reasonable withdrawal; valid defenses; the burden of proof; and consequences if the spouses do not cohabit after a decree is granted.
This document discusses Indian juvenile justice laws and principles. It defines a "child in conflict with law" as any person under 18 who has allegedly or actually committed an offense. Those between 16-18 who commit serious ("heinous") offenses may be tried as adults. The document examines how age of the offense and age at apprehension are treated under the law. It also discusses principles like presumption of innocence, dignity, and best interests of the child that guide the juvenile justice system. Statistics are presented showing trends in juveniles apprehended from 2013-2014 with more older juveniles (16-18) apprehended.
This document discusses Indian juvenile justice laws and principles. It defines a "child in conflict with law" as any person under 18 who has allegedly or actually committed an offense. Those between 16-18 who commit serious ("heinous") offenses may be tried as adults. The document outlines how different acts define a child's age and discusses scenarios where a child commits a crime before 18 but is apprehended later. It also discusses philosophies like "parens patriae" and tests for criminal responsibility. Statistics on juvenile apprehensions in India from 2013-2014 are provided. Finally, the document lists principles of the juvenile justice system like the presumption of innocence and prioritizing the child's best interests and rehabilitation.
The document discusses online dispute resolution (ODR) as an effective tool for resolving consumer grievances in India. It notes that ODR provides a quicker, less costly, and more flexible alternative to traditional consumer courts. ODR uses technology to facilitate arbitration, mediation, negotiation or a combination to resolve cross-border disputes online within 90 days. The document recommends promoting ODR awareness, establishing uniform ODR standards and rules, and providing government and institutional support to effectively address consumer protection challenges in e-commerce.
This document summarizes many important laws and rights for women in India. It outlines legislation related to dowry, domestic violence, sexual harassment, and more. It also describes legal rights for women regarding filing police reports, healthcare access, and protections for rape victims. Additionally, it covers rights in live-in relationships, harassment, stalking, cruelty, and maintenance and benefits related to marriage, children, and maternity leave.
Lifting the Corporate Veil. Power Point Presentationseri bangash
"Lifting the Corporate Veil" is a legal concept that refers to the judicial act of disregarding the separate legal personality of a corporation or limited liability company (LLC). Normally, a corporation is considered a legal entity separate from its shareholders or members, meaning that the personal assets of shareholders or members are protected from the liabilities of the corporation. However, there are certain situations where courts may decide to "pierce" or "lift" the corporate veil, holding shareholders or members personally liable for the debts or actions of the corporation.
Here are some common scenarios in which courts might lift the corporate veil:
Fraud or Illegality: If shareholders or members use the corporate structure to perpetrate fraud, evade legal obligations, or engage in illegal activities, courts may disregard the corporate entity and hold those individuals personally liable.
Undercapitalization: If a corporation is formed with insufficient capital to conduct its intended business and meet its foreseeable liabilities, and this lack of capitalization results in harm to creditors or other parties, courts may lift the corporate veil to hold shareholders or members liable.
Failure to Observe Corporate Formalities: Corporations and LLCs are required to observe certain formalities, such as holding regular meetings, maintaining separate financial records, and avoiding commingling of personal and corporate assets. If these formalities are not observed and the corporate structure is used as a mere façade, courts may disregard the corporate entity.
Alter Ego: If there is such a unity of interest and ownership between the corporation and its shareholders or members that the separate personalities of the corporation and the individuals no longer exist, courts may treat the corporation as the alter ego of its owners and hold them personally liable.
Group Enterprises: In some cases, where multiple corporations are closely related or form part of a single economic unit, courts may pierce the corporate veil to achieve equity, particularly if one corporation's actions harm creditors or other stakeholders and the corporate structure is being used to shield culpable parties from liability.
Defending Weapons Offence Charges: Role of Mississauga Criminal Defence LawyersHarpreetSaini48
Discover how Mississauga criminal defence lawyers defend clients facing weapon offence charges with expert legal guidance and courtroom representation.
To know more visit: https://www.saini-law.com/
Synopsis On Annual General Meeting/Extra Ordinary General Meeting With Ordinary And Special Businesses And Ordinary And Special Resolutions with Companies (Postal Ballot) Regulations, 2018
सुप्रीम कोर्ट ने यह भी माना था कि मजिस्ट्रेट का यह कर्तव्य है कि वह सुनिश्चित करे कि अधिकारी पीएमएलए के तहत निर्धारित प्रक्रिया के साथ-साथ संवैधानिक सुरक्षा उपायों का भी उचित रूप से पालन करें।
This document briefly explains the June compliance calendar 2024 with income tax returns, PF, ESI, and important due dates, forms to be filled out, periods, and who should file them?.
Genocide in International Criminal Law.pptxMasoudZamani13
Excited to share insights from my recent presentation on genocide! 💡 In light of ongoing debates, it's crucial to delve into the nuances of this grave crime.
Sangyun Lee, 'Why Korea's Merger Control Occasionally Fails: A Public Choice ...Sangyun Lee
Presentation slides for a session held on June 4, 2024, at Kyoto University. This presentation is based on the presenter’s recent paper, coauthored with Hwang Lee, Professor, Korea University, with the same title, published in the Journal of Business Administration & Law, Volume 34, No. 2 (April 2024). The paper, written in Korean, is available at <https://shorturl.at/GCWcI>.
What are the common challenges faced by women lawyers working in the legal pr...lawyersonia
The legal profession, which has historically been male-dominated, has experienced a significant increase in the number of women entering the field over the past few decades. Despite this progress, women lawyers continue to encounter various challenges as they strive for top positions.
3. TOPICS TO BE
COVERED
Training of Mediators
Communication in Mediation
Negotiation and Bargaining in Mediation
Role of Referral Judges
Role of Lawyers in Mediation
Role of Parties in Mediation
Hands on Training
4. UNDERSTANDING CONFLICT
WHAT IS CONFLICT?
ACCORDING TO DAVID L. AUSTIN, “IT CAN BE DEFINED AS A DISAGREEMENT BETWEEN
TWO OR MORE INDIVIDUALS OR GROUPS, WITH EACH INDIVIDUAL OR GROUP TRYING TO
GAIN ACCEPTANCE OF ITS VIEW OR OBJECTIVES OVER OTHERS.”
WHAT CAUSES CONFLICT?
• INTERNAL CONFLICT/ INTRAPERSONAL CONFLICT
• EXTERNAL CONFLICT/ INTERGROUP CONFLICT
5. TYPE OF CONFLICT
• ECONOMIC CONFLICT IS BROUGHT ABOUT BY A LIMITED AMOUNT OF RESOURCES. THE GROUPS OR INDIVIDUALS
INVOLVED THEN COMES INTO CONFLICT TO ATTAIN THE MOST OF THESE RESOURCES, THUS BRINGING FORTH
HOSTILE BEHAVIORS AMONG THOSE INVOLVED.
• VALUE CONFLICT IS CONCERNED WITH THE VARIED PREFERENCES AND IDEOLOGIES THAT PEOPLE HAVE AS THEIR
PRINCIPLES. CONFLICTS DRIVEN BY THIS FACTOR ARE DEMONSTRATED IN WARS WHEREIN SEPARATE PARTIES
HAVE SETS OF BELIEFS THAT THEY ASSERT (IN AN AGGRESSIVE MANNER AT THAT).
• POWER CONFLICT OCCURS WHEN THE PARTIES INVOLVED INTENDS TO MAXIMIZE WHAT INFLUENCE IT HAS IN
THE SOCIAL SETTING. SUCH A SITUATION CAN HAPPEN AMONG INDIVIDUALS, GROUPS OR EVEN NATIONS.
6. FIVE BELIEFS THAT PUSH GROUPS TOWARD
CONFLICT
• SUPERIORITY
• INJUSTICE
• VULNERABILITY
• DISTRUST
• HELPLESSNESS
7. A CONFLICT HAS FIVE PHASES
• PREFACE/INTRODUCTORY TO CONFLICT
• TRIGGERING EVENT
• INITIATION PHASE
• DIFFERENTIATION PHASE
• RESOLUTION PHASE
8.
9. WHAT IS MEDIATION?
THE TERM "MEDIATION" BROADLY REFERS TO ANY INSTANCE IN WHICH A THIRD PARTY HELPS OTHERS REACH AN
AGREEMENT.
MEDIATION IS A DYNAMIC, STRUCTURED, INTERACTIVE PROCESS WHERE AN IMPARTIAL THIRD PARTY ASSISTS
DISPUTING PARTIES IN RESOLVING CONFLICT THROUGH THE USE OF SPECIALIZED COMMUNICATION AND
NEGOTIATION TECHNIQUES AND REACH TO AN AMICABLE SOLUTION.
MEDIATION IS A “CIN THAT IT IS FOCUSED PRIMARILY UPON THE NEEDS, RIGHTS, AND INTERESTS OF THE PARTIES.
THE MEDIATOR USES A WIDE VARIETY OF TECHNIQUES TO GUIDE THE PROCESS IN A CONSTRUCTIVE DIRECTION AND
TO HELP THE PARTIES FIND THEIR OPTIMAL SOLUTION. A MEDIATOR IS FACILITATIVE IN THAT SHE/HE MANAGES THE
INTERACTION BETWEEN PARTIES AND FACILITATES OPEN COMMUNICATION.
10. KEY CHARACTERISTICS OF MEDIATION
• MUTUAL PROCESS/ NON-BINDING PROCESS
• PARTY-CENTERED PROCESS
• DYNAMIC, STRUCTURED, INTERACTIVE PROCESS
• IMPARTIAL/ NEUTRAL THIRD PARTY
• PROBLEM SOLVING APPROACH
• SPECIALIZED COMMUNICATION
• NEGOTIATION TECHNIQUES
• REACH TO AN AMICABLE SOLUTION
11. FAMILY DISPUTES RESOLUTION CLINIC
( A COLLABARATION WITH SHARDA UNIVERSITY & GAUTAM BUDDH NAGAR POLICE )
12. COMPARISON BETWEEN JUDICIAL PROCESS AND VARIOUS
ALTERNATIVE DISPUTE RESOLUTION PROCESSES & PROCESS OF
MEDIATION
• SECTION 89 OF THE CODE OF CIVIL PROCEDURE, WHICH GIVES THE COURT THE POWER TO
REFER THE DISPUTE FOR SETTLEMENT OR CONCILIATION WAS INTRODUCED WITH A PURPOSE
OF AMICABLE, PEACEFUL AND MUTUAL SETTLEMENT BETWEEN PARTIES WITHOUT
INTERVENTION OF THE COURT. THE CONSTITUTIONAL VALIDITY OF THIS SECTION WAS UPHELD
BY THE HON'BLE APEX COURT IN THE CASE OF AFCONS INFRASTRUCTURE LTD. & ANR V.
CHERIAN VARKEY CONSTRUCTION CO. (P) LTD. & ORS, REPORTED IN (2010) 8 SCC 24
13. TEN GOLDEN RULES OF MEDIATION
• RULE 1 -- THE DECISION MAKERS MUST PARTICIPATE.
• RULE 2 -- THE IMPORTANT DOCUMENTS MUST BE PHYSICALLY PRESENT.
• RULE 3 -- BE RIGHT, BUT ONLY TO A POINT.
• RULE 4 -- BUILD A DEAL.
• RULE 5 -- TREAT THE OTHER PARTY WITH RESPECT
• RULE 6 -- BE PERSUASIVE.
14. CONTD..
• RULE 7 -- FOCUS ON INTERESTS.
• RULE 8 -- BE A PROBLEM SOLVER FOR INTERESTS.
• RULE 9 -- WORK PAST THE ANGER.
• RULE 10 -- BE PATIENT
20. Empathic listening
Reframing
Asking questions
Managing flow
Control the Agenda
• Show the mirror
Design an Offer-Concession
Strategy
• Employ “Fair” Objective Criteria
Code of Conduct
• Impartiality
• Notification of Challenge
• Conflict of Interest
• Confidentiality
21. • Rule 3, 3A and 3B. Order XXVII (Rule 5B), Order XXXIIA (Rule 3)
• Commercial Courts Act 2015
• The Commercial Courts ( Pre-Institution Mediation and
Settlement) Rules 2018 (the PIMS Rules)
• The Consumer Protection Act 2019 and Relevant Regulations
• Arbitration and Conciliation Act 1996 (Section 61-81)
• Arbitration – Relevant provision (Section 30-37)
• Section 89, CPC 1908
Legal Provision
22. “Peace cannot be kept by force; it can only be
achieved by understanding”
Albert Einstein
23. In the words of Guatam Budhha,
"Better than a thousand hollow
words is one word that gives
peace",
“Santosham Paramam Sukham”.
Mediation is one of the modes for
attainment of 'Peace'