FACILITATION PHILOSOPHY
Susan derives her facilitative approach to resolving disputes from negotiating through life experiences with multi-generational family, friends and a broad set of networks. Having lived overseas on several occasions, she also understands the issues faced as a result of isolation and as a newcomer.
Susan has studied a wide range of professional leaders and philosophies, seeing herself as an internationalist in approach, influenced by Kant, and is a disciple of the positive approach of negotiation espoused by Fisher and Ury in “Getting to Yes”. She works to see the changes people make in their lives as the outcome of successful dialogue. She is aware of the restorative benefits of dealing with crisis and is equally aware of the physical and emotional costs of unresolved conflict.
Susan encourages people to reflect with honesty on their own role in a conflict situation. She is not afraid to acknowledge when she has erred, and encourages others to do so too, when appropriate.
Warmth, openness, honesty and self-reflection have their place in Susan’s toolkit. She helps others to recognise and revitalise their own personal tools, drawing on what feels right for their individual personalities.
Addressing diversity of backgrounds, approach, and thinking are key to reaching
agreement with one another. This is what makes us distinct individuals and gives us personal energy. We can also acknowledge areas where we share values and have agreement, reducing the areas of conflict and consequently our energy. Both elements are important in our busy demanding daily lives.
Mediation is a means of achieving a structured dialogue within which agreement and discord can be aired constructively. It is one dispute resolution framework, where the solution comes from the parties themselves.
Other options include adjudication and arbitration where decision-making is provided by a third party, having heard all the issues surrounding a conflict.
Negotiation is a means of reaching agreement by each party listening carefully to the reasons why they do not agree. Understanding one another’s viewpoint is central to reaching agreement.
FOR FURTHER THINKING AND READING:
www.aminz.org.nz
www.fairwayresolution.com
www.reframe.org.nz
www.pon.harvard.edu/category/daily/conflict-resolution
www.williamury.com/books/getting-to- yes
www.kencloke.com
