| Title | Party-Directed Mediation: Helping Others Resolve Differences - (2nd Ed, 2009) – Appendix II |
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| File Information | With notable exceptions, caucusing has received a somewhat uneven and often shallow treatment in the literature. Little is said explicitly about pre-caucusing. Certain value assumptions about mediation further complicate some of the controversy surrounding the topic. One of the most important of these values involves mediator choice between a transformative and a more traditional directive mediation. The directive approach tends to focus on finding an acceptable agreement—one that may involve settling or compromising—between the contending parties. It is sometimes called directive because of the large amount of power and responsibility placed on the mediator. Some mediators may come close to acting as arbitrators, imposing a solution on the participants. Of course, mediators do not normally start out thinking that they will impose a solution. As situations become more difficult and emotional, however, it is increasingly likely that directive tactics will be utilized. Transformative mediation (1) allows parties to retain maximum control over the process; (2) creates an atmosphere in which disputants can begin to connect interpersonally (i.e., provide mutual recognition or support); (3) helps contenders become better negotiators and reduce dependence on neutrals; and (4) seeks solutions that are based on a careful understanding of the problem, rather than rushing into agreements that may be short-lived. As we shall see, most criticisms associated with caucusing are really attacks on directive mediation, rather than on caucusing itself. When caucusing is instead used to increase party control through transformative mediation, most of these objections melt away. |
| Author |
Billikopf, Gregorio
Area Farm Advisor emeritus
Labor management in agriculture: employee productivity (employee selection and testing, piece-rate pay design, incentive pay, internal wage structure and quality control); interpersonal mediation (co-worker mediation, supervisor-subordinate mediation, communication, interpersonal negotiation skills, effective listening); and supervisor training (employee discipline, praise, performance appraisal). |
| Publication Date | Jan 2, 2009 |
| Date Added | May 1, 2009 |
| Description | Journal Article: Contributions of Caucusing and Pre-Caucusing to Mediation. Most criticisms associated with caucusing are really attacks on directive mediation, rather than on caucusing itself. |
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