Article: Race, Gender, and Class: How Much Of A Role Do They Play In Mediation?
by Elizabeth Moreno
Source: www.mediate.com
In a Nutshell
Elizabeth Moreno, a mediator and arbitrator in the Los Angeles area, explains what recent studies show about the different roles of race, gender, and class in mediation.
Article: Marital Mediation: An Emerging Area Of Practice
by Susan K. Boardman, John Fiske, Laurie Israel, Ken Neumann
Source: www.mediate.com
In a Nutshell
In this article, four renowned mediators — Susan K. Boardman, John Fiske, Laurie Israel, Ken Neumann — explain:
Article: The Elder Mediation Process
by Law Office of Donald D. Vanarelli
In a Nutshell
This article explains how the elder mediation process works, and who, besides family members, should participate in it.
Article: How to Become a Mediator
by New Jersey Association of Professional Mediators
In a Nutshell
Written by the New Jersey Association of Professional Mediators (NJAPM), this article explains clearly and concisely what it takes to become mediator in that state.
For further information, call NJAPM at (800) 981-4800
Article: Introduction to Restorative Justice
Source: www.restorativejustice.org
In a Nutshell
Restorative justice is a theory of justice that emphasizes repairing the harm caused or revealed by criminal behaviour. It is best accomplished through cooperative processes that include all stakeholders.
Article: What It Means To Be Sorry: The Power Of Apology In Mediation
by Carl D. Schneider, Ph.D.
Source: www.mediate.com
In a Nutshell
Mr. Schneider is a professional mediator and director of Mediation Matters. Convinced that apology offers a powerful (and difficult) opportunity to repair damaged relations, he explains what mediators can do to seize that opportunity.
How to Mediate Power Imbalance in the Workplace
by Giuseppe Leone
Power imbalance breeds anger and resentment. When an employee feels strongly that there is a power imbalance with his or her supervisor, it does not matter whether that power imbalance is real or perceived. What matters is knowing what to do to resolve the situation and to prevent it from turning into an all-out personal war.
As a workplace mediator, I often get called in to mediate these situations. A good way to start is by understanding the employee’s feelings. However, after she or he feels heard and understood, it is crucial to shift her/his mind from the past to the future. Why? Because, even though the problem is in the past, any resolution can only be found in the future. Besides, talking about the future is safe. There is no need to feel angry and resentful for something that hasn’t happened yet.
In mediation an employee might be asked: Imagine that this problem between you and your supervisor has been resolved. How would things be different tomorrow morning? In other words, what would you like your supervisor to do for you differently than yesterday? And what are you willing to do differently for him in exchange?
Such future-oriented approach allows (actually forces) the employee’s mind to stop dwelling on negative feelings and to start thinking in terms of behavioral changes. The employee also starts looking at the relationship with the supervisor in terms of common responsibility and mutual benefit, rather than as a power struggle.
Getting clear answers to the question “What are you willing to do differently?” always takes considerably more time and effort than the previous question, “What would you like the supervisor to do differently for you?” Expressions like “Perhaps I can try to…” or “I’ll do my best to…” may sound promising, but in actuality they don’t yield any practical results. Unless the employee is willing and committed to take specific actions on her/his own — almost disregarding what the supervisor will do differently — nothing much is going to happen.
Catch-22 situations, where the employee and the supervisor are each — suspiciously — simply waiting for the other to change first, don’t resolve their conflict. As a matter of fact, they make it worse.
To overcome this problem, mediators typically use some challenging but quite effective role-playing techniques with both employee and supervisor, in separate and joint sessions. This way, it is possible to assess how committed they truly are in resolving their conflict by each changing something in their habitual behavior.
Article: Advancing the Plot: Narrative Therapy and Artful Mediation
by Roberta Morris, Dove Pressnall
Source: www.mediate.com
In a Nutshell
Roberta Morris and Dove Pressall explain why a narrative therapist working in tandem with the mediator can be immensely useful in ‘advancing the plot’ toward resolution of family conflicts.
Article: Styles of Mediation: Facilitative, Evaluative and Transformative Mediation
by Zena D. Zumeta
Source: www.learn2mediate.com
In a Nutshell
You’d think that mediation means the same thing to every mediator, right? Not really. In this article, Zena D. Zumeta, a seasoned mediator based in Michigan, explains the significant differences between Facilitative, Evaluative and Transformative Mediation.
Article: The Narrative Approach to Mediation
by Toran Hansen
Source: www.mediate.com
In a Nutshell
Narrative Mediation is a new approach to mediation that was spurned by Narrative Family Therapy, developed in the mid-1980s by Michael White and David Epston, in Australia.
Toran Hansen’s article explains what narrative mediation means and how it works.
I'm Giuseppe Leone. I've been teaching and practicing mediation since 1997. Whether you want to become a full-time mediator or you are just interested to learn more about mediation, this blog is for you. Here is why [...]
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