Conflict Coaching

Mediating Underwater: Rethinking Mediation to Make It Inclusive for Neurodivergent Clients.

This blog post is based on a presentation I gave at the Australian Dispute Centre conference in Sydney in May this year. Navigating a Sea of Conflict Put your hand up if: You can swim. You’ve ever been caught in a rip. You’ve ever been scuba diving. You can navigate underwater. You’ve ever been night […]

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Reflecting with Purpose: How Conflict Practitioners Can Build a Sustainable Reflective Practice

We often talk about the importance of reflective practice in conflict work—but sometimes we are not clear about why it is so beneficial, what it actually looks like in action, and why is it sometimes so hard to do? In recent Conflict Leadership Program sessions, a range of experienced and emerging practitioners gathered to share

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Are Mediators Ever Liable? Rethinking Accountability in Our Practice

By Dr Samantha Hardy Inspired by Jennifer L. Schulz (2023). Mediator Liability 23 Years Later: The “Three C’s” of Case Law, Codes, & Custom. Ottawa Law Review / Revue de droit d’Ottawa, 55(1):151–186. Available at: https://doi.org/10.7202/1112508ar A Quiet Assumption For many of us working in the mediation field, there’s a quiet assumption we rarely question:

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Why Good Conflict Management Is Essential for Psychosocial Safety

Imagine walking into a workplace where people feel anxious, silenced, or wary of one another. Collaboration slows. Creativity wanes. Absenteeism creeps up. Resignations start to pile in. What you’re witnessing isn’t just poor culture—it’s a breach of psychosocial safety. For leaders navigating an increasingly complex and people-focused workplace, this concept has never been more important.

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Navigating Ethical Dilemmas in Mediation: Insights from Practitioners

In the world of mediation, professionals frequently encounter complex ethical dilemmas that require careful consideration and judgment. Recently, a discussion among mediators explored such challenges in depth, providing valuable insights into the ethical intricacies of the profession. This blog post delves into the key themes discussed, focusing on the delicate balance mediators must maintain between

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REAL WORLD INSIGHTS: How we adapt our interpersonal conflict strategies

Coleman argues that there are three different criteria for how we might adapt our interpersonal conflict strategies:  relational importance, goal type, power differences. These different criteria lead to seven basic types of interpersonal situations. These include: where the conflict is of low importance (independence), compassionate responsibility (high power, cooperative goals), partnership (equal power, cooperative), cooperative

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REAL WORLD INSIGHTS: Peter Coleman’s “Adaptive Mediation”

Peter Coleman’s research has identified the four most challenging conditions or “derailers” of mediation as: High intensity conflict: higher levels of destructiveness, emotionality, and intransigence; High degrees of constraints or limitations on the mediation: including legal and time constraints and constituent pressure; Highly competitive relationships between the disputants; and The covert nature of the issues

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The challenges in marketing conflict-related services

For many practitioners who complete their mediation or conflict coach training, the challenges have only just begun.  This can be a difficult field in which to establish yourself, market your business, and get clients.  Great mediation and coaching skills are essential, but not sufficient to build and sustain a business. There are some particular attributes

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