1. Beyond the Presenting Problems:
Converting a Mediation or Training Request into an Organizational Consulting Process

2. Background Work with Mennonite Conciliation Service (1986-1988)
Monthly mediation cases at the Lancaster (PA) Mediation Center
First consulting case in 1987 (with a congregation)
My greatest education in conflict awareness has come from….

3. Benefits and Limits of Mediation
Mediation is effective when the issues can be clearly identified and primarily interpersonal relationships are impacted.
Experience of receiving three mediation referrals from a local college that all involved supervisor/supervisee conflict.

4. The Training Conundrum
“Teambuilding Training”
“Information Transfer”

5. Finding an Organizational Ally…
The shift from the individual or group level to the systemic level requires an internal ally. Most likely sources:
HR Director
Department Supervisor
CEO/Exec. Director

6. Questions or Comments?
Your experiences of “getting in the door” of organizations, and getting beyond the presenting problems?

7. Stages of the Consulting Process
Initial Contact
Contracting
Information-Gathering
Assessment
Recommendations
Implementation
Evaluation

8. Importance of Listening
Five Methods of Information-Gathering:
Individual Interviews
Individual Surveys
Focus Groups
Participant Observation
Content Analysis

9. Importance of Assessment
People/Parties
Problems/Issues (Presenting and Underlying)
Strengths/Assets
Conflict Intensity (Leas Scale)
Process Recommendations

10. Forming a Reference Group
Negotiated in the contracting stage
6 to 8 members, representing diversity of the organization/department
Reference team members assist with the information-gathering, assessment, and recommendation-making stages
Primary value is greater ownership of the process and recommendations
Facilitation and mediation skills are essential for the consultant