Mediation

Von Dr Samantha Hardy and Dr Judith Rafferty Hinweis: Dieser Beitrag wurde von Judith Herrmann-Rafferty aus dem englischen Original übersetzt und leicht angepasst, damit er speziell auf HR und Führungskräfte zugeschnitten ist. Den ursprünglichen Artikel in englischer Sprache, der den Blick stärker auf die Arbeit von Mediator*innen richtet, gibt es hier. Entschuldigungen können enorm kraftvoll sein.

By Dr Samantha Hardy and Dr Judith Rafferty Apologies can be transformative. A brief “I’m sorry” has the potential to mend trust, restore dignity, and signal a willingness to move forward. Yet in practice, many mediators have sat through sessions where one party waits, sometimes desperately, for an apology that never arrives. The other party’s

The Conflict Management Academy has been running “The Mediator’s Dilemma Series” events this year, in which mediators explore a challenging hypothetical and discuss how they would deal with the dilemmas at various stages of the process. These events have been well attended and the discussions enlightening (and sometimes heated!) but what struck me after having

Insights from a Classroom Conversation on Defining Mediation A definition can be a doorway or a dead end. When we ask students training to become mediators to choose the definition of mediation they most align with, we’re not just testing their understanding of theory. We’re inviting them to reflect on the values, roles, and responsibilities