Third Party Interventions Across Cultures: No “One Best Choice”

Conlon, Donald E.; Meyer, Christopher J.; Lytle, Anne L.; Willaby, Harold W.

doi:10.1016/s0742-7301(07)26007-4

Cited by 4 publications

(2 citation statements)

References 61 publications

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“…For instance, it has been proposed that in very hierarchical cultures, mediators may be expected to make the final decisions, whereas in more egalitarian cultures, the disputants are expected to make the final decision jointly (Conlon et al. ). The MMCS is primarily reflective of a North American perspective on managerial mediation and might need to be adapted should it be used in different cultural contexts.…”

Section: Discussionmentioning

confidence: 99%

Managerial Mediation Competency: A Mixed‐Method Study

Poitras¹,

Hill²,

Hamel³

et al. 2015

Negotiation Journal

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Section: Discussionmentioning

confidence: 99%

Managerial Mediation Competency: A Mixed‐Method Study

Poitras¹,

Hill²,

Hamel³

et al. 2015

Negotiation Journal

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“…Research that relies on cross contexts and cross cultural components is also essential if we want to develop a better understanding about the contingent mediation model effectiveness and generalization. Like Conlon, Meyer, Lytle, and Willaby (2007) have demonstrated recently, there is not «one best choice» for third party procedures universal to the myriad cultural contexts on our planet. So, further research that relies on cross contexts and cross cultural components is also essential if we want to develop a better understanding about the contingent mediation model effectiveness and generalization in other contexts.…”

Section: Discussionmentioning

confidence: 99%

Ombudsing in Higher Education: A Contingent Model for Mediation in University Dispute Resolution Processes

Hera

2009

Span. j. psychol.

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University and academia are, due to its nature, its structure and its inside relationships, a perfect breeding ground for the conflicts, disputes, problems, and grievances. In these settings, mediation is one of the dispute resolution mechanisms most used by University Ombudsperson. However, the special characteristics of university contexts make it necessary to consider and evaluate elements that may have a bearing on the effectiveness of the process and outcomes of the mediation. In this paper a model of contingent intervention in mediation processes articulated in three dimensions is put forward: a) level of balance or symmetry of power between the parties involved; b) the foreseeable temporal perspective of the relationship between them; and c) level of formalization of the mediation process. Based on the interaction between the three dimensions, a series of proposals will be formulated in order to design different strategies of intervention for mediation processes in university settings. Practical implications of this contingent model and future research on this topic are discussed.

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Negotiating with a So-called ‘Non-Partner’: Lessons from Palestinian-Israel Negotiation Practices (2000–2020)

Benziman

2021

Int. Negot.

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There are conflicts in which the opposing sides perceive and define their adversary as a “non-partner” with whom they are unable or unwilling to negotiate. However, notwithstanding this reciprocal mistrust, negotiate they do. This research fills a theoretical gap in the study of negotiations by mapping five distinct practices of negotiations with a so-called non-partner: firstly, negotiate while claiming that no negotiations are taking place; secondly, use third parties as mediators or what I term “mediators+”; thirdly, negotiate agreements “over the head” of the so-called non-partner; fourthly, act unilaterally; and fifthly, negotiate relatively minor issues. Two alternative negotiation practices are also discussed: one is to negotiate agreements in non-related conflicts that may eventually influence the conflict actually on the table, and the other is to negotiate within the ingroup on the nature of negotiations should they take place. This study uses the Israeli-Palestinian conflict as a test case.

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Third Party Interventions Across Cultures: No “One Best Choice”

Cited by 4 publications

References 61 publications

Managerial Mediation Competency: A Mixed‐Method Study

Managerial Mediation Competency: A Mixed‐Method Study

Ombudsing in Higher Education: A Contingent Model for Mediation in University Dispute Resolution Processes

Negotiating with a So-called ‘Non-Partner’: Lessons from Palestinian-Israel Negotiation Practices (2000–2020)

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