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| Question | Answer |
| MEDIATING SKILLS self-awareness | as a mediator, it is important to be self aware – cultivating an ongoing awareness and inquiry of how you normally respond to conflict - being aware of your triggers and your automated responses to conflict and noticing when they are present in mediation situations - being aware of their own approach to negotiations and the style in which they approach mediations (what they expect their role to be) |
| Mediators refine the skill of emotional intelligence. it includes 4 key components: | - self awareness - self management (knowing your natural reactions and controlling them appropriately) - social awareness (being aware of other peoples emotions, reading body language), - relationship management (Managing the emotions of other people to improve relationships) |
| retrospective reflection | Following mediation a mediator should reflect on what worked and what did not in order to stay aware and improve skills |
| Convergent thinking | - an analytical thinking skill that lets you assess what is actually going on – it is rational and logical thinking – questioning skills are an example |
| Divergent thinking | - the ability to think outside the box to come up with a wide range of solutions – it is a creative process |
| Brainstorming | - freely speaking ideas that come to mind (even if they aren’t practical) - without fear of criticism - with a goal of gathering as many ideas as possible and - building upon each other's ideas |
| Thought patterns or thinking processes | - Logical thinking – fact based without emotion - Intuitive thinking – following a gut feeling - Critical thinking – evaluation of ideas - Positive thinking – encouragement - Creative thinking – the ability to brainstorm - Process thinking – the ability to see the big picture and control the process |
| Logical thinking - white hat | – fact based without emotion - can help curb excessive emotions - useful before the brainstorming when sharing the information - it is used when parties have too much negative emotions |
| Intuitive thinking - red hat | – following a gut feeling/ emotions - used after the brainstorming can help determine how acceptable the elements of the agreement may be |
| Critical thinking - black hat | - evaluation of ideas - looks at flaws in a problem - looks for weaknesses in a suggestion or idea - should not enter the brainstorming phase -should be used in a post-brainstorming phase - helps to make the elmenets of the agreement tougher and resilient |
| Positive thinking - yellow hat | – encouragement - optimism - used in early stages of the mediation - works in tandem with a black hat when deciding on final agreement |
| Creative thinking - green hat | - the ability to brainstorm - process manager - controls a process |
| Process thinking - blue hat | – the ability to see the big picture - control the process |
| expanding the pie | creating new benefits for parties in a negotiation |
| 2 basic steps of generating options | - inventing options - deciding on them |
| practical guidelines to help parties brainstorm 4pts | 1. seat the participants side by side 2. clarify the ground rules (including "no-criticism") 3. brainstorm 4, record the ideas in full view of parties |
| understanding personal conflict style | - it is important because it will influence what you encourage your client to do - what focus of your session is |
| understanding your negotiation style | will help you recognize your strengths and make the most of your negotiating sessions |
| Rahim's 5 negotiation styles | - avoiding - accomodationg - compromising - competing - collaborating |
| emotional intelligence | - the ability to understand your own emotions and the emotions of others |
| social awareness | - the ability to pick up on others' emotions - to recognize emotional cues, verbal, non-verbal |
| relationship management | - to manages others' emotions in such a way as to improve the relationships |
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