The Professional Mediators’ Association has extended the deadline for nominations for this year’s. National Mediation Awards. Mediators are encouraged to nominate themselves or a colleague for any of the many award categories available.
To self nominate simply click on any of the categories here and complete the online form
To nominate a colleague simply fill this 3rd party nomination form
Award nominees gain exclusive opportunities to market their services via the PMA and finalists also get an electronic ‘seal of excellence’ as well as free entry to the annual ceremony to held in London on 24th September. Click on this link to find out more about the awards NMA BROCHURE 1.3
Herbert Smith Freehills recently published a helpful guide on the implications for businesses following the upcoming European ADR Directive and the Online Dispute Resolution(Regulation). The new directives will require UK traders to implement certain changes in relation to complaints handling procedures from October 2015.
Both directives will orchestrate fundamental changes to the way consumer disputes are resolved. Businesses with online market places,will have make changes like providing a link to the EU Commission’s ODR platform on their website for example.
Read more on the requirements here http://sites.herbertsmithfreehills.vuturevx.com/31/9735/landing-pages/adr-regulations-june-2015.pdf
A recent article from the training journal highlights a rise in work-related stress, approximately 15.2 million working days were lost in 2013 due to mental health problems like stress and anxiety.
Earlier this year at a Professional Mediators’ Association(PMA) development day we asked delegates about their willingness to mediate cases involving cases involving parties with mental health conditions. The consensus was that unless mediators specialize in this sector, they are not too confident in mediating cases in this sector. We have summarized the advice the training journal offers to leaders to make it more relevant to mediators or anyone interested in this area below.
It is better to tackle mental health concerns head on:
Get the parties talking about their concerns about the mediation process and the impact it may have on them. This is where your mediator skills in active listening should be especially utilized. Ask openly, Probe deeply, Summarize tentatively.
Be open to change: Sometimes if a party has a condition that might affect their mediation readiness the mediator does have some leeway to adapt the process to a certain amount
Empower parties to make the decision themselves: A mediators’ job is not to wave a magic wand that resolves a pre-existing mental health condition. Give the party a realistic overview of mediation and your role-manage expectations right from the beginning of the process.
These are just a couple of steps you can take to get the party talking prior to mediation. For similar tips on how managers can train leaders in managing mental health read the original training journal article https://www.trainingjournal.com/blog/training-leaders-manage-mental-health.
In a short article for TES PJ Kirby observes the mechanisms used by peer mediators and the similarities between this and commercial mediation principles. It is evident that mediator skills are valuable and transferable in most conflict settings. Proof of this is in the manner in which the peer mediators were able to communicate effectively with peers, as well as manage the process responsibly. This is a sound indication that mediator skills can be effectively nurtured in any professional setting.
Managers have more in common with workplace mediators than they realise. Technically, once the mediation is over the mediator is no longer involved in the situation. However managers deal with difficult relations between employees on a more frequent basis. We came across some information about how managers can draw on mediator skills in everyday situations:
- Address workplace conflict sooner rather than later, workplace relationships are crucial to mental well-being and productivity. Failing to address early signs of conflict can lead to a toxic work environment.
- A formal investigation is not always the answer try getting parties to understand each other if they have varying interpretations of the same event.
- People are often blind as to how their actions impact others,make no assumptions that people are aware of negative effects of their behaviour. Change can only occur through acceptance.
- Dismissals are not your only alternative when dealing with difficult behaviour, coaching can be a great catalyst for behavioural change.
- Do not always resort to what seems ‘reasonable’ people need to emotionally identify with decisions.In trying to motivate individuals finding an emotional link to a decision can have a better impact than rationality
This blog post is based on points raised in this earlier article http://www.theglobeandmail.com/report-on-business/careers/leadership-lab/what-managers-can-learn-from-mediators/article24456316/
Global Research Firm-Great Place to Work, recently published a special report on the best organisations to work for. It also declared that what sets organisations apart is their ability to create and maintain a culture of trust and engagement among employees.Capital One was at the top of the list, others among the top five include Salesforce and Admiral Group.
Some of the findings from the report was that impact of company size on employee satisfaction is close to minimal.The report found that small sized organisations(with up to 49 employees) tend be better than larger organisations in relation to rewarding employees and providing opportunities for learning and development.Read the full report here
The International Mediation Institute(IMI) recently revealed plans to hold a series of events which will aim “to shape the future of dispute resolution and access to justice in the 21st Century”.
The 1976 Pound Conference inspired event, will be co-ordinated by a central organising committee who will execute the series by engaging global stakeholders in dispute resolution. The conference will not be purely focused on the use of mediation, it aims to unite thought leaders in dispute resolution through a series of large scale data-sharing conferences.
More details and opportunities to participate can be found here
In this LinkedIn post,Advisor Abbate explores how mediators can provide support to companies in multinational transactions. He highlights how an experienced mediator can help clients overcome cultural barriers in commercial transactions. According to Abbate, dialogue and mutual understanding can solidify business relationships however these transactions require the support of a mediator who has a deep knowledge of relevant markets and the industry. Read the full post here
According to this article, the main types of business situations which can be mediated include:
-Marital disputes involving couples with business interests
What are your thoughts? What types of business situations have you mediated?
This week CIPD draws insights from a recent survey to demonstrate the experiences of employees who observe conflict in the workplace. The survey carried out by the Institute of Work and Psychology at Sheffield University Management School (The Impact of Witnessing Co- Worker Unacceptable Behaviour on Employee Psychological Well-Being: A Two-Wave Study)
Although these employees may not be directly involved in the conflict, they tend to experience anxiety and stress as a result of witnessing aggressive behavior. Based on the findings from the survey-which was conducted on over 127 employees who had witness workplace aggression-providing managerial support to those who observe conflict at work can reduce emotional exhaustion and limit burnout
Read more in the article here