Management

03.8.5 Conflict and mediation – the mediator

03.8.5  Conflict and mediation – the mediator

At the heart of any mediation is, obviously, the mediator.

This diagram provides you with insights to the mediator’s role and some of the techniques involved in an effective mediation.

linked with:
3.8.1 Conflict and mediation – conflict causes and elements;
3.8.2 Conflict and mediation – levels of conflict;
3.8.3 Conflict and mediation – strategies;
3.8.4 Conflict and mediation – mediation;
3.8.6 Conflict and mediation – running a mediation

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03.8.6 Conflict and mediation – running a mediation

03.8.6  Conflict and mediation – running a mediation

We are now at the point where as a mediator all your experiences and skills are put to the ‘test’ – the mediation itself.

As the diagram states right at the beginning, the suggested approach is just one approach of many that exist; the key point is to be flexible.

Planning your mediation is crucial, as is keeping focused – this diagram will help you do both.

linked with:
3.8.1 Conflict and mediation – conflict causes and elements;
3.8.2 Conflict and mediation – levels of conflict;
3.8.3 Conflict and mediation – strategies;
3.8.4 Conflict and mediation – mediation;
3.8.5 Conflict and mediation – the mediator;

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03.9.1 Scenario planning – overview

03.9.1  Scenario planning – overview

The first of three diagrams relating to this interesting and very important subject.

As the quote from Drucker states: the greatest danger in times of turbulence is not the turbulence; it is to act with yesterday’s logic.

Scenario planning is a key element in an organisation’s survival plan.

The problem is that many senior managers consider themselves ‘too busy’ to look at scenario planning. this is a mistake – turbulent times require planning that addresses the different scenarios you might be facing.

This diagram introduces you to the basics of scenario planning and the processes involved. It also suggests what you need to keep in mind, avoid and do.

linked with 3.9.2 Scenario planning – process; 3.9.3 Scenario planning – developing strategy

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03.9.2 Scenario planning – process

03.9.2  Scenario planning – process

The second of three diagrams relating to this interesting and very important subject.

As Drucker states: the greatest danger in times of turbulence is not the turbulence; it is to act with yesterday’s logic.

This diagram introduces you to the first four (of five) processes used in scenario planning.

You are also provided with information on the three methods commonly found in scenario planning i.e. cone of plausibility; branch analysis; two axis; each method brings its own benefits and can be used depending on the environment in which the scenario planning is taking place.

linked with 3.9.1 Scenario planning – overview; 3.9.3 Scenario planning – developing strategy

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03.9.3 Scenario planning – developing strategy

03.9.3  Scenario planning – developing strategy

The third of three diagrams relating to this interesting and very important subject for organisations.

There are many examples of scenario planning being undertaken but when it comes to invoking what has been learned, the process stalls and nothing is done. For those who experience this the result is cynicism and disbelief in the commitment of senior management – an outcome that makes difficult any further involvement in scenario planning activity.

You are provided with three ways to use scenarios and the processes to evaluate and invoke them.

The process is now complete, remember to continue scanning the environment in which your organisation exists.

linked with 3.9.1 Scenario planning – overview; 3.9.2 Scenario planning – process

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3.10.1 Strategic thinking and planning – 1 of 2

3.10.1  Strategic thinking and planning – 1 of 2

The first of two diagrams, this diagram introduces you to the basics of strategic planning.

You are provided with three key elements of strategic planning to help you begin to understand this potentially complex area.

These comprise: the early issues faced by strategic planners; the basics of strategic thinking; and, finally, the processes involved in effective strategic planning.

links with 3.10.2 (Strategic thinking and planning – 2 of 2)

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