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I have been becoming increasingly interested in mindfulness recently. This comes from a number of sources. Firstly, it is difficult to pick up a newspaper or read any HR press without there being some reference to it’s positive impact on employees and the number of books and papers on the subject have exploded. What I have read suggests that there is a growing body of evidence to support it’s beneficial impact on such things as stress, well-being, absence and leadership. Secondly, it links to developments in neuroscience and to some of the concepts I was exposed to during a recent course I completed on neuroscience for coaches. Thirdly, as a newbie to yoga I have personally experienced the “feel good factor” following the meditation bit at the end of the yoga class. So I have been thinking about how mindfulness might be helpful in the context of mediation practice.
A definition of mindfulness that I came across really resonated with me; “mindfulness is the awareness that comes from paying attention on purpose in the present moment, non-judgementally to things as they are.” If I can sustain that during a mediation session then I will be doing my job as a mediator very well. If the individuals concerned can do likewise then this would help enormously in achieving understanding and resolution.
To me this definition relates to a number of the key principles of mediation.
So this got me thinking that perhaps mindfulness will further enhance my ability to pay full attention, remain non-judgemental and to create the right environment for the parties. As a result I have decided to do my own bit of unscientific research; I have decided to embark on an eight week mindfulness programme and then review how this may impact on my mediation skills and practice. Part II of this blog will follow on completion of my eight week programme.
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The report was very professional, it dealt with all the issues raised and was particularly thorough. It clearly took the time to fully understand all of the issues and background. It was complex but the report really helped to break it down and I’m hoping we can progress in a positive manner following the recommendations.
Group HR Manager, Energy Sector |
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It is not uncommon for conflict to arise between different teams. This can have considerable impact on both individuals and performance. A number of approaches can be used in this sort of scenario, including neutral assessment, team facilitation and group mediation.
Agreement could not be reached to enter into mediation in this situation and therefore coaching was an alternative support provided to one of the parties. The relationship between a majority shareholder and a shareholder/director was causing conflict. The relationship would be ok at times but disagreements would flare up from time to time and this was beginning to impact on the business.