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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Mediation and Arbitration have evolved as effective and/or efficient dispute resolution mechanisms in
commercial disputes but has the use of experts within these processes evolved along the way? Many
commercial disputes will benefit from expert analysis or opinion to move beyond various technical,
financial, legal or other information impasses. This session will cover the Expert’s, Counsel’s and the
Mediator/Arbitrator’s perspectives on the traditional approach to using experts as well as exploring new
and innovative ideas.
Sample Slides for Jim Cathcart "Relationship Intelligence®"Jim Cathcart
I select an appropriate number of slides for each speech and this is a representative sample. I'll work with you to create a title slide and to incorporate the key points you need for me to cover at your event. Please let me know if there are specific ones you'd like for me to be sure to use.
This is the third webinar in a series featuring Amanda Murphy of The William D. Ruckelshaus Center regarding Tools and Techniques for managing and Resolving Conflict
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The Human Potential of Choice Colby Stuart 10:2011Colby Stuart
Title: The Human Potential of Choices: how values frame our choices and how choices shape the future
presentation to the TransformationFest, a private invitation-only conference 13 October 2011 in Haarlem, The Netherlands
Leaders need to help people challenge the sacred, challenge the typical ways of thinking. This is a slide show from a talk I gave at Tamarack's Poverty Reduction Summit in May 2015 in Ottawa.
Mediation and Arbitration have evolved as effective and/or efficient dispute resolution mechanisms in
commercial disputes but has the use of experts within these processes evolved along the way? Many
commercial disputes will benefit from expert analysis or opinion to move beyond various technical,
financial, legal or other information impasses. This session will cover the Expert’s, Counsel’s and the
Mediator/Arbitrator’s perspectives on the traditional approach to using experts as well as exploring new
and innovative ideas.
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Discovery: The Discovery phase is a diligent and extensive search to understand the "best of what is" and "the best of what has been."
Dream: The Dream phase is an energizing exploration of "what might be:"
Design: The Design phase involves making choices about "what should be" within an organization or system.
Destiny: The Destiny phase initiates a series of inspired actions that support ongoing learning and innovation - or "what will be."
School leaders and teachers are searching for a purpose and a sense of identity. We want more than just pay; we want a ‘sense of mission’. When you believe in a professional way of doing your job you have to be able to transmit this to all the people involved in teaching/learning process.
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How (Un)Ethical Are YouMost of us believe that we are ethiLizbethQuinonez813
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Most of us believe that we are ethical and unbiased. We believe that we:
Make good decisions
Are objective, and
Reach fair and rational conclusions
Research shows that in reality most fall short of our inflated self-perception, where we
have the illusion of objectivity
These unconscious or implicit biases can be contrary to our consciously held, explicit beliefs
As leaders we need to let go of the notion that our conscious attitudes always represent what we think
The prevalence of these biases suggests that the most well being person unwittingly allows conscious thoughts and feeling to influence our objective decisions
This article explores four related sources of unintentional unethical decision-making:
Implicit forms of prejudice
Bias that favours one’s own group
A tendency to over-claim credit
Conflict of interest
1. Implicit Prejudice: Bias that emerges from unconscious beliefs
Research shows that people judge according:
to unconscious stereotypes
attitudes, or implicit prejudice
We learn to associate things that commonly go together and expect them to inevitably co-exist
Example:
Thunder and rain, grey hair and old age. We automatically make such associations to help us organize our thoughts. We grow to trust these stereo-types, however, they are binding and typically not accurate
Because implicit prejudice come from the ordinary and unconscious tendency to make associations, it is distinct from conscious forms of prejudice
This explains why people who are free of conscious prejudice still demonstrate biases
Example:
People who had strong implicit biases were less likely to select women for positions who exhibited “masculine” personalities qualities, such as ambition or independence
The biased perception was that these women possessed less social skills than men.
2. In-Group Favouritism: Bias the Favours Your Group
Have you ever helped someone get a position by asking a favour. Few people set out to exclude anyone through such acts of kindness
In-group favouritism amounts to giving extra credit to someone within your group
Yet while discriminating against those who are not part of the group is considered unethical, helping people seemingly close to us is often viewed favourably
Research shows that where people are equally qualified and similar in all respects, the person who is considered “part of the group” will unconsciously be seen to be more qualified
There is no hatred or hostility….this behaviour is the root of discriminatory favouritism
An example of this is where minorities, who are sometimes more qualified, are unconsciously discriminated against
3. Overclaiming Credit: Bias that Favours You
People generally hold positive views about themselves
Studies show that the majority of people consider themselves above average. The more we think of our own contributions, the less fairly we judge others
Research also shows that the more people think o ...
This workshop will engage participants in exploring what it takes to build partnerships, cross-cultural sensitivity and sustainable capacity for a culture of peace, drawing from case studies and Mediators Beyond Boders’ experience in countries around the world. Participants will learn how to bridge from being mediators to peacebuilders through elicitive practice, using trauma informed principles, appreciative inquiry and mediation techniques to transform local capacities for peace in a range of contexts, including in government institutions and universities, among tribal leaders and citizens, and in the practice of civil society organizations.
The partnership between the Neighborhood Justice Center and the Civil Law Self-Help Center has resulted in an improvement and streamlining of landlord/tenant disputes being conciliated with a minimum addition intervention necessary from the court. The cases often result in a cessation in legal action from the beginning. This new normal, of having options available for landlords and tenant in a location easily accessible and with the necessary staffing, has reduced the time commitments of the court.
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Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
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unwillingness to rectify this violation through action requires accountability.
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A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
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1. MAXIMIZING
CREATIVITY IN
MEDATION
MOVING BEYOND TRADITIONAL
BRAINSTORMING MODELS
OCTOBER 10, 2014
ACR ANNUAL CONFERENCE
CINCINNATI, OHIO
Trainer:
Nina Meierding, MS, JD
Negotiation and Mediation Training Services
Bainbridge Island, Washington
nmeierding@gmail.com
www. mediate.com/ninameierding
No part of this manual may be reproduced without the permission of Nina Meierding,
COPYRIGHT: NINA MEIERDING, NEOGIATION AND MEDIATION TRAINING
SERVICES, ALL RIGHTS RESERVED, 2014.
2. Copyright: Nina Meierding, Negotiation and Mediation Training Services, 2014.
2
Nina Meierding, MS, JD
Negotiation and Mediation Training
Beginning in 1985, Nina Meierding transitioned from a civil litigation practice to
mediation and has been a full-time mediator and trainer since 1987, mediating over 4,000
cases and training thousands of individuals. She also mediated for the California State
Department of Education in disputes involving special education services for students.
She has been an instructor at the National Judicial College in Reno, Nevada, as
well as the California Judicial College. Ms Meierding has been an Adjunct Professor at
Pepperdine University School of Law for over twenty years, at SMU (Southern
Methodist University) in Dallas for over fifteen years, as well as Lipscomb University for
over five years. She has taught mediation courses at the University of New Mexico
School of Law, University of Idaho School of Law and Jones School of Law in
Montgomery, Alabama.
She has provided customized training throughout the United States and abroad to
corporations, judicial districts, school districts, and government entities. In 1996 and
1997 she made three trips to India in conjunction with the Asia Development Bank,
Pepperdine University and the Ministry of India to provide training programs for
mediators. She has provided advanced training in England and Scotland for mediators
from 12 European countries, as well as in Ireland, New Zealand, Canada and the
Netherlands. She has presented workshops, and institutes at many conferences including
ACR, AFM, AFCC, SPIDR, IAM, CPA-Law Forum, EEAC, CEB, the Rutter Group, the
State Bar of California, and the Department of Consumer Affairs.
Nina is the mediation partner/technical advisor for the Wisconsin Special
Education Mediation System (WSEMS), which is one of four recognized exemplar
special education mediation programs in the United States.
She is the founding member and former President of the Board of Directors of the
Ventura Center for Dispute Settlement - the first non-profit community based mediation
center in Ventura County, California. She has served on the Board of Directors of the
Ventura County Bar Association, the Southern California Mediation Association
(SCMA), California Dispute Resolution Institute (CDRI)) and is a life member of the
Association of Family and Conciliation Courts. She is a past president of the Academy of
Family Mediators and has served on the Board of Directors for the Association for
Conflict Resolution. She was awarded the Peacemaker award by the Southern California
Mediation Association in 1992 for her work in advancing the field of conflict resolution.
In 2005 she received the John Haynes Distinguished Mediator Award from the
Association for Conflict Resolution, an annual international award given to the
outstanding mediator of the year.
3. Copyright: Nina Meierding, Negotiation and Mediation Training Services, 2014.
3
Creativity Quotes
William James
”The creative process is a seething cauldron of ideas, where everything is fizzling
and bobbing about in a state of bewildering activity.”
Steve Jobs
“Creativity is just connecting things. When you ask creative people how they did
something, they feel a little guilty because they didn't really do it, they just saw
something. It seemed obvious to them after a while. That's because they were able
to connect experiences they've had and synthesize new things.”
Gail Sheehy
“Creativity can be described as letting go of certainties.”
4. Copyright: Nina Meierding, Negotiation and Mediation Training Services, 2014.
4
Pablo Picasso
“The chief enemy of creativity is ‘good’ sense.”
Eleanor Roosevelt
“Never allow a person to tell you ‘no’ who does not have the power to tell you
‘yes’.”
Dr. Seuss – “The Cat in the Hat”
“Think left and think right and think low and think high. Oh, the thinks you can
think of, if you will only try!”
5. Copyright: Nina Meierding, Negotiation and Mediation Training Services, 2014.
5
In order to have a greater possibility of durability, be creative in
all three areas of satisfaction.
Copyright: Pepperdine University School of Law, Straus Institute for Dispute Resolution, 2013.
6. Copyright: Nina Meierding, Negotiation and Mediation Training Services, 2014.
6
Creativity and the Brain
• Imagination is not separate from other kinds of cognition. It is not in one part of
the brain. It is a combination of thought processes.
o The right hemisphere - remote association
Spontaneous
Unexpected
Unfocused - expands the search
o The prefrontal cortex detects connections between related ideas.
Focusing and distilling
Connecting
Analyzing
• The pre-frontal cortex, though a process called “cognitive disinhibition” or
“verbal overshadowing” screens out “unnecessary” information that it deems
irrelevant.
• The more focused your thinking and the more deliberate you are, the more
extraneous stimuli are screened. Less subtle, more creative ideas are lost.
• Productive daydreaming (relaxed thinking and free association) enhances
creativity.
• Fragmented thinking, which reassembles thoughts the “wrong way,” occurs
during sleep. These are called “binding errors.” Creativity is enhanced.
“A problem difficult at night is resolved in the morning after the
committee of sleep has worked on it.”
John Steinbeck
7. Copyright: Nina Meierding, Negotiation and Mediation Training Services, 2014.
7
• An “a ha” moment is a spike in the gamma-wave rhythm - the highest electrical
frequency in the brain. It often happens when one might think the brain is at “rest”
– i.e., not focusing.
• Creativity is not linear - it is an overlapping of unrelated thoughts. It is a process
of convergent (focusing and connecting in one’s working memory) and divergent
(disengaging) thinking.
• Creativity is often preceded by frustration. But frustration should occur without
fear and not be due to personal attack.
• Creativity is difficult to produce “on demand.”
Notes:
8. Copyright: Nina Meierding, Negotiation and Mediation Training Services, 2014.
8
What Can Limit Creativity
Fear of change
• Unique ideas feel riskier and if the action affords little or no benefit, the risk feels
bigger.
• A greater possibility of failure, worry about social rejection, loss of face,
uncertainty of completion, and criticism by others occurs.
• Unspoken negative associations with creativity exist even when there is a stated
preference for creativity.
• žIf someone is feeling fear, they are in a higher state of arousal. Their amygdalae
are “hijacked,” and it is, therefore, difficult to think creatively.
ž
9. Copyright: Nina Meierding, Negotiation and Mediation Training Services, 2014.
9
• So, don’t:
o Tell people that they shouldn’t be so worried.
o Tell people they are exaggerating the problem and the risk.
o Tell people that as long as they are happy it doesn’t matter what other
people think.
• Instead try…
o Finding out the source of their fear of change
o Discussing their perspective of the cost/benefit ratio – not your
perspective.
o Acknowledging and validating their feelings.
o Reframe failure
Notes:
10. Copyright: Nina Meierding, Negotiation and Mediation Training Services, 2014.
10
Status Quo Bias
The tendency to prefer the status quo and not to accept change, even when
past practice/beliefs become counterproductive
Ex: opt in vs. opt out choices
So, try…
• Neutral framing (all options are equal) vs. status quo framing (one choice
framed as status quo, the others as alternatives)
For example:
“Here are some ideas.” vs. “You may have done it that way
in the past, but are you open to new ideas?”
High and Low Uncertainty Avoidance
Uncertainty is a subjective feeling. Risk can be analyzed; uncertainty is felt.
High Uncertainty Avoidance
o Low tolerance for ambiguity, new ideas and risk.
o Desire to minimize uncertainty in most aspects of life.
o Wants detail; needs to discuss contingencies.
o Fearful of the unknown.
o High uncertainty avoidance is not related to trust.
Low Uncertainty Avoidance
o Higher tolerance for uncertainty
o More flexibility
o Openness for change
o Interested in experimenting with different ideas.
11. Copyright: Nina Meierding, Negotiation and Mediation Training Services, 2014.
11
Situational Distrust
Situational distrust is situation specific and/or person specific. It often creates
reactive devaluation that causes a reluctance to embrace or support the other’s ideas.
Creativity flounders due to lack of trust.
So, try….
• Asking questions to determine whether the issue is HUA or situational
distrust.
For example:
“Do you normally like a lot of detail in your agreements?”
“Is there anything about the dynamics of this negotiation
that are different from your usual negotiations?”
• If situational distrust, working with trust issues
Is there anything that the other person can do that would
regain your trust?
• If HUA, normalizing the need to the other party (depersonalizing the need
for more structure/order/detail etc.)
Cognitive Overload
The amount of information is too great. The processing demands go beyond the
processing limits of the listener producing stress.
The listener is unable to integrate new information with what they already know.
Without connection or meaning, the information does not go into the short term
“working memory” and definitely not into long-term memory.
12. Copyright: Nina Meierding, Negotiation and Mediation Training Services, 2014.
12
So try….
• Remembering “jars of jam”
• Individualizing the number of options/alternatives discussed based on an
individual’s cognitive capacity.
• Checking in and make sure you are not losing someone to “zoning out,”
“brain freeze,” overstimulation, or cognitive overload.
ž
13. Copyright: Nina Meierding, Negotiation and Mediation Training Services, 2014.
13
Traditional Brainstorming
Developed by Alex F. Osborn in 1953 for use in his ad campaign company
ž
He set forth his brainstorming guidelines in the book, Applied Imagination
ž
Osborn’s Primary Guidelines:
o Create diverse groups – optimum size of 12.
o Focus on quantity of ideas
o No criticism or development of ideas.
o Keep going – no quitting
ž
But, does our newer knowledge in communication and neuroscience support
Osborn’s guidelines?
o Brainstorm together?
o More ideas and better quality if solitary thinking occurs. (18 of 22
studies)
ž
o More ideas are better?
o Too many ideas can be overwhelming and create cognitive
overload
ž
o No criticism?
o Constructive criticism, timed correctly, helps creativity.
o No quitting?
o Incubation helps creativity; without rest, decision fatigue can
occur.
ž
14. Copyright: Nina Meierding, Negotiation and Mediation Training Services, 2014.
14
In addition, there are other problems with the brainstorming model.
o Free riders
o Not involved in the process - disengaged
ž
o Social matching
o Need for reciprocity or same level of production
ž
o Evaluation Apprehension
o Concerned about others’ opinions
ž
o Production Blocking
o One person takes over the process
ž
o Illusion of Group Productivity
o Primed to believe “group think” is better; self-evaluation
results higher
o Different learning and processing styles
o Monochronic and polychronic – linear vs. multi-processing
o Absorbers and reflectors
o Sequential vs. cross talking
Notes:
15. Copyright: Nina Meierding, Negotiation and Mediation Training Services, 2014.
15
A New Model of Brainstorming and Creativity
• Be clear about the problem to be solved.
• Allow time for preparation.
• Realize creativity is a combination of convergent and divergent thinking.
• Don’t force one style of thinking over the other.
• Be cognizant of “absorbers” and “reflectors” in the room – give time for
incubation of ideas.
• Be sensitive to the amount of information/ideas that can result in “zoning
out” or “brain flooding.”
• Acknowledge that frustration can be a good thing.
• Do not set artificial time constraints.
• Slow the process down.
• Notice different levels of uncertainty avoidance and status quo bias. Do
not assume reluctance is lack of trust.
• Be aware of existing relationships and the potential for reactive
devaluation.
• Have a respectful discussion.
• Focus on quality.
16. Copyright: Nina Meierding, Negotiation and Mediation Training Services, 2014.
16
• Don’t just brainstorm within your “sphere” (work, your friends, etc.) Be
diverse.
• Encourage different processing styles (auditory, visual, kinesthetic).
• Encourage debate and constructive criticism.
Notes:
ž
17. Copyright: Nina Meierding, Negotiation and Mediation Training Services, 2014.
17
References
Benjamin, Robert The Joy of Impasse: The Neuroscience of ‘Insight’ and Creative
Problem Solving, mediate.com, 2/2009.
žBrogan, Jan Why Being Distracted is a Good Thing, Boston Globe Health and
Wellness, 2/27/2012.
žCarson, Shelley Your Creative Brain: Seven Steps to Maximize Imagination,
Productivity, and Innovation in Your Life, Jossey Bass, 2010.
žHall, Edward The Dance of Life – The Other Dimension of Time, Anchor Books, 1984.
žHofstede, G. Cultures and Organizations – Software of the Mind, McGraw Hill, 1997.
žMueller, Melwani and Goncalo, The Bias Against Creativity: Why People Desire But
Reject Creative Ideas, Cornell University ILR School.
žRoland, Jon Questorming, www.pythan.com/vrl/questior.htm
žStroebe, W., Diehl, M. & Abakoumkin, G. "The illusion of group effectivity".
Personality and Social Psychology Bulletin 18 (5): 643–650, 1992.
ž
ž
.