• Corpus ID: 146356774

Tips and traps in workplace mediation

@article{Brandon2004TipsAT,
  title={Tips and traps in workplace mediation},
  author={Mieke Brandon},
  journal={The ADR Bulletin},
  year={2004},
  volume={7},
  pages={1}
}

References

SHOWING 1-10 OF 19 REFERENCES

ADR and Workplace Justice: Just Settlement?

Alternative Dispute Resolution has been deployed by an increasing number of workplaces since the late 1980s in Australia. Dispute resolution processes not only aim to settle disputes but, presumably,

The role of the neutral in intra‐orgamzational mediation: In support of active neutrality

This article explores the issue of mediator neutrality in the context of a business organization's dispute resolution system. The potential power of discourse in intra-organization mediation to

Employment dispute resolution systems: Experience grows but some questions persist

Brown & Root, a large private construction firm, has designed and implemented a dispute resolution system (DRS) that emphasizes early, informal handling of disputes. This article traces the

Re)designing mediation to address the nuances of power imbalance

This paper addresses the complex relationship between negotiating power and mediation. It begins with the premise that to say in absolute terms that mediation is or is not an effective way of dealing

Understanding mediation's role in preventive diplomacy

The ever-increasing number of international conflicts, their complexity, intractability, and their costs, demands that the world focus more attention on preventive diplomacy. Mediation is a key

Neutrality: A Guide for the Organizational Ombudsperson

Like dispute resolution practitioners in other arenas, organizational ombudspeople face profound challenges in dealing with the issue of neutrality. For ombuds, it is useful to view neutrality as

Theory building for conflict management system design

Since 1986, several practitioners have developed models for conflict management systems in organizations. None of these has been thoroughly researched to validate the premises of the design. The

Employee perceptions of the availability and use of interest‐based, right‐based, and power‐based conflict management strategies

Descriptive research on workplace conflict management suggests that interest-based approaches such as mediation are underused (Sheppard, 1984). This study examines managerial and nonmanagerial

Emotions in Negotiation: How to Manage Fear and Anger

When emotions run amok, negotiators lose perspective and make serious mistakes or perform poorly. The authors describe emotions, explore their origins, detail their physiology, demonstrate their key

New models of negotiation, dispute resolution, and joint problem solving

The revolutionary changes sweeping the workplace, union-management relationships, and the world economy have contributed to a sharply redefined role for the Federal Mediation and Conciliation Service