New to the Third Edition: Expanded content on the role of evaluative mediation reflects the latest changes to the alternative dispute resolution field, helping students to distinguish between various approaches to mediation. Additional discussions around careers in conflict management familiarize students with employment opportunities for mediators, standards of professional conduct, and professional mediator competencies. New activities and case studies throughout each chapter assist students in developing their mediation competency. KEY FEATURES: The Balanced Mediation Model is used throughout as the philosophical approach and integrating model. Examples and case studies in every chapter illustrate key concepts and practices. The benefits of mediation training in everyday life, as well as career opportunities for mediators, are covered in Chapter 11. Chapter-ending discussion questions provide readers with opportunities to explore the intricacies of the theoretical discussions and to draw insights about the mediation process. Full role-play practice cases are provided in an Appendix.
- Contacting Disputants 57
- Goals to Accomplish During Intake 57
- Setting the Stage 68
- Summary 70
- Chapter Resources 71
- Portfolio Assignment 4.1: The Referral Sourcebook 72
- Portfolio Assignment 4.2: Intake and Agreement to Mediate Forms 72
The work of mediation begins before the disputants meet face-to-face. Contact with disputants prior to the session is called mediation casework or intake. In this chapter, intake coordinator and caseworker are synonymous names for the individual who conducts the premediation activities.
In larger organizations, different people may fulfill the roles of intake coordinator and mediator. However, the mediator may conduct the intake personally. Having an intake coordinator who is not the mediator can be beneficial in four ways. First, if someone else manages the initial meeting, ...