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Article

Access_open Evaluative Mediation (Part I), an Analysis

Evaluative Mediation, Working Method or Not?

Journal Corporate Mediation Journal, Issue 1 2021
Keywords core values, evaluative mediation, method
Authors Martin Brink
AbstractAuthor's information

    The phenomenon of evaluative mediation has invited much debate among both scholars and mediators. At the heart of that debate is the question of a definition of mediation. Considering all prevailing schools of mediation, the conclusion was that doctrine will not be able to prevent that mediation will continue to occur in all kinds of shapes and forms.


Martin Brink
Martin Brink (Van Benthem & Keulen BV, advocaten en notariaat at Utrecht, the Netherlands), is Editor-in-Chief of this journal.
Article

When No One Wants to Mediate, Call the Mediator!

A Pre-COVID-19 Case Study Takes on New Significance in a Post-pandemic World

Journal Corporate Mediation Journal, Issue 1 2021
Keywords reflective practice, pre-COVID-19, conflict navigator, enhanced collective perspective, board members
Authors Anna Doyle
AbstractAuthor's information


Anna Doyle
Anna (Walsh) Doyle is an International Mediator & CMJ Editorial Board member. She is also an external Mediator on the Global Mediation Panel at the Office of the Ombudsman for UN Funds and Programmes (independent contractor serving on an on-call basis).

Martin Brink
Martin Brink (Van Benthem & Keulen BV, advocaten en notariaat at Utrecht, The Netherlands), is Editor in Chief of this Journal.
Article

The Mediation Disruption

A Path to Better Conflict Resolution through Interdisciplinarity and Cognitive Diversity

Journal Corporate Mediation Journal, Issue 2 2020
Keywords interdisciplinarity, social psychology, diversity and inclusivity, disruption
Authors Mark T. Kawakami
AbstractAuthor's information

    As the COVID-19 pandemic continues to expose obsolete business practices and force companies into uncharted territories, a disruption worth (re)considering for companies is to replace their over-reliance on litigation with mediation. In order for mediators to make this transition more appetising for businesses, we must train mediators to: 1) think more holistically through interdisciplinary training; and 2) foster cognitive diversity amongst our pool.


Mark T. Kawakami
Mark T. Kawakami is Assistant Professor of Private Law at the Faculty of Law, Maastricht University.

Martin Brink
Article

A Reflection on the Evolution of Corporate Culture and Conflict Resolution (Part II)

The Resonance of Individual Conflict Resolution on the Collective Organisational Psyche

Journal Corporate Mediation Journal, Issue 2 2020
Keywords mediation, evolution system, corporate culture, conflict resolution, power struggle
Authors Hilde Kroon and Marcel Baatsen
AbstractAuthor's information

    In this article, a roadmap is proposed for both individual growth and eventual maturation of an organisation as regards how conflict is dealt with. Much can be achieved within organisations when the individuals who work there succeed in discovering and deploying their potential in order to deal with conflict in a mature manner.
    An organisation is a compilation of individuals and the overall culture of the organisation is, ultimately, determined by the collective wisdom of the people that form it, when it comes to dealing with conflict and related difficulties. The authors of this article propose a shared view to unearth the potential of an individual working in an organisation to creatively and proactively manage conflict, thereby opening a corporate portal that empowers the adoption of beneficial solutions in response to disarming and preventing difficult organisational situations.
    In Part II, the authors will show how managers can develop themselves in management styles embedded in the Evolution System to support individuals and the organisation in their development to maturation.


Hilde Kroon
Mr. Hilde Kroon is an independent mediator and trainer.

Marcel Baatsen
Marcel Baatsen is a former engineer and a freelance trainer.
Article

A Reflection on the Evolution of Corporate Culture and Conflict Resolution (Part I)

The Resonance of Individual Conflict Resolution on the Collective Organisational Psyche

Journal Corporate Mediation Journal, Issue 2 2020
Keywords mediation, evolution system, corporate culture, conflict resolution, power struggle
Authors Hilde Kroon and Marcel Baatsen
AbstractAuthor's information

    In this article, a roadmap is proposed for both individual growth and eventual maturation of an organisation as regards how conflict is dealt with. Much can be achieved within organisations when the individuals who work there succeed in discovering and deploying their potential in order to deal with conflict in a mature manner.
    An organisation is a compilation of individuals and the overall culture of the organisation is, ultimately, determined by the collective wisdom of the people that form it, when it comes to dealing with conflict and related difficulties. The authors of this article propose a shared view to unearth the potential of an individual working in an organisation to creatively and proactively manage conflict, thereby opening a corporate portal that empowers the adoption of beneficial solutions in response to disarming and preventing difficult organisational situations.
    In Part I, the authors will discuss the transformation of the fear-based ego to clear a pathway for development to maturation of individuals and the overall culture of an organisation, following a multidimensional three-step Evolution System.


Hilde Kroon
Mr. Hilde Kroon is an independent mediator and trainer.

Marcel Baatsen
Marcel Baatsen is a former engineer and a freelance trainer.
Article

Access_open How to Successfully Manage Entrenched Conflict in Mediation

Journal Corporate Mediation Journal, Issue 2 2020
Keywords entrenched conflict, preparation, conflict identification, mediation model
Authors Sheila Gooderham
AbstractAuthor's information

    In entrenched conflict cases, mediation participants display a contradictory approach. They fail to take responsibility for their part in mediation and do not engage constructively in negotiations, whilst asserting a justificatory narrative for their behaviour. Usually they blame the other disputant, make excuses based on extraneous factors or even assert that the mediator is to blame for the lack of progress in mediation. In many entrenched conflict cases, there is no genuine commitment to negotiation at all on the part of the entrenched disputant. They are simply keen to present their case with an expectation that everyone else will fall into line with their demands. When entrenched conflict manifests, mediation is often being used as a forum for psychological game playing. Entrenched disputants tend to have a ‘win at all costs’ perspective. In some entrenched cases, mediation is simply being used as a tactic, with a view to fighting the case in court. In such circumstances, the entrenched disputant may simply see mediation as a means of eliciting further information about their opponent’s case, so as to benefit the entrenched disputant in subsequent court proceedings.


Sheila Gooderham
Sheila Gooderham is a writer, lawyer-mediator and director of The Mediation Specialists.

Claire Mulder LL.M
LL.M, business mediator, location Geneva, Switzerland.
Editorial

From the Editor

Journal Corporate Mediation Journal, Issue 2 2018
Authors Martin Brink

Martin Brink
Editorial

From the Editor

Journal Corporate Mediation Journal, Issue 1 2018
Authors Martin Brink

Martin Brink
Article

Access_open On the Concept of Corporate Culture

Journal Corporate Mediation Journal, Issue 1 2018
Keywords administrative instruments, business administration, corporate culture, corporate governance, long-term value creation
Authors Prof. Dr. Hans Strikwerda
AbstractAuthor's information

    The Dutch Corporate Governance Code-2016 stipulates that the executive board is responsible for creating a culture serving long-term value creation. Because the DCGC is law for public firms with this stipulation, the concept of culture is moved from the realm of informal administrative instruments to that of formal instruments, subject to dispute in case the duty of care is questioned. This article explains the provenance of the concept of culture, its multiplicity of attributed meanings and roles, and its changing nature in the digital era. Also, the article explains that for long-term value creation, more and different measures are needed than culture, values, vision, strategy or codes of conducts. This raises the question of whether an executive board having publicly committed the firm to long-term value creation demonstrates a credible commitment by complying with the DCGC, respectively culture as a means only, and can exculpate itself doing so. The answer is: no.


Prof. Dr. Hans Strikwerda
Prof. Dr J. Strikwerda, University of Amsterdam.
Article

Intel Corporation’s Story

Transforming Unproductive Conflict into Collaborative Solutions

Journal Corporate Mediation Journal, Issue 2 2017
Keywords workplace mediation programme, workplace conflicts, co-mediation, mediation benefits
Authors Pat Lau and Jodi Maslowski
AbstractAuthor's information

    This article reviews the authors’ experience in implementing an in-house workplace mediation programme at Intel Corporation. The authors describe the business value proposition and how workplace mediation connects into the broader corporate conflict management systems. The text focusses on key implementation design elements, such as how the programme is positioned vis-à-vis the formal HR processes; the critical role played by the triage process; and important benefits of utilizing co-mediation. This article will inform readers about the business and employee benefits of workplace mediation.


Pat Lau
Pat Lau, Legal Investigator, Mediator Corporate Legal Group, Intel Corporation.

Jodi Maslowski
Jodi Maslowski, Factory HR Manager, Mediator Human Resources, Intel Corporation.

Martin Brink
Article

The Corporate Mediator – Supporting People, Fights, Flights and Flows

Journal Corporate Mediation Journal, Issue 1 2017
Keywords conflict resolution, ethics, EUROCONTROL, international public service, social dialogue
Authors Anna Doyle
AbstractAuthor's information

    Responding to Martin Brinks’ inaugural CMJ article (that asked if corporate mediation was a prospect for the legal department and for organisations as a whole) Anna Doyle responded with a resounding affirmative. A professional career that has spanned over four decades took her on a route through national and international public services, working in areas as diverse as promoting legislation for social justice to supporting the safety of air navigation. Her first-hand experience of the challenge of responding to the ups and downs of daily working life in a multi-cultural setting has opened up new frontiers in awareness of the value of conflict resolution. Her work at EUROCONTROL has pioneered the role of corporate mediator and has embedded mediation and ethics in organisational life in a way that aims to bring added value and promote shared insight.


Anna Doyle
Anna Doyle is Mediator & Ethics Officer at EUROCONTROL, the European Organisation for the Safety of Air Navigation based in Brussels. She specialises in mediation, ethics, conflict resolution, human resources management, social dialogue and negotiation. She is a Practitioner Member of the Mediators’ Institute of Ireland and a Certified Mediator with the International Mediation Institute.

    What is there to learn about managing conflict or negotiation that you do not already know? How can mediation techniques make a difference in achieving your personal goals and advance the objectives of your organisation even when there is no conflict? How can new skills benefit all management levels and change the role of the legal department?
    This issue of the Corporate Mediation Journal will address these and other questions. Is corporate mediation a prospect for the legal department and organisations as a whole?


Martin Brink
Martin Brink, PhD, is attorney at law, arbitrator and deputy judge at the The Hague Court of Appeals and an internationally certified mediator (MfN, IMI, CEDR Global Panel).
Editorial

Access_open Editorial

Journal Corporate Mediation Journal, Issue 1 2016
Authors Martin Brink

Martin Brink
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