Empowering Mediators in the MENA Region
More than a network of mediators, we are catalysts for grassroot change. Our mission is to foster a culture of mediation in the UAE and the broader MENA region to unlock the full potential of mediation, making it a cornerstone of justice and harmony in our region.
Latest News
Presenting the most recent news, developments, and updates in the field of mediation from the MENA region.

The Ruler of Dubai, His Highness Sheikh Mohammed bin Rashid Al Maktoum, has issued Law No. 2 of 2025 concerningthe Dubai International Financial Centre (DIFC) Courts, which aims toregulate the judicial and administrative aspects of the DIFC Courts.
A key highlight of this new law is theintroduction of the Mediation Centre (Article 13), which marks a significant milestone in the evolution of DIFC Courts’ Alternative Dispute Resolution (ADR) framework.
The Mediation Centre will provide parties with structured mediation services, through registered mediators, to facilitate dispute resolution efficiently and ultimately reducing litigation time and costs.
The President of the DIFC will determine the Centre’s operational framework, jurisdiction, and procedural guidelines.
This progressive move reflects Dubai’scommitment to enhancing access to justice through innovative and efficientdispute resolution mechanisms.
As a non-profit organization incorporated within DIFC, The Mediation Hub MENA remains committed and dedicated to advancing its mission of raising awareness and empowering key stakeholders in the mediation ecosystem including the mediation community, legal professionals, and business community - to fully leverage these new developments.
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WIPO and ESIC Launch International Games and Esports Tribunal
The World Intellectual Property Organization Arbitration and Mediation Center (WIPO AMC) and the Esports Integrity Commission (ESIC) have launched the International Games and Esports Tribunal (IGET), a non-profit dispute resolution body designed to provide alternative dispute resolution (ADR) including mediation services for the fast-growing video games and esports industries.
As legal disputes in these sectors become increasingly complex, IGET aims to offer mediation as a faster, cost-effective, and industry-specific alternative to litigation.
The collaboration between WIPO AMC, a global leader in intellectual property dispute resolution, and ESIC, the guardian of the integrity of esports, ensures that IGET’s mediation services are handled by professionals who understand the unique dynamics of the gaming world.
For more details, visit: https://www.wipo.int/amc/en/center/specific-sectors/videogames/iget.html

Setting Global Standards in Mediation Advocacy
The Government of Dubai Legal Affairs Department (LAD) has taken a historic step by making mediation advocacy training mandatory for all practicing lawyers as part of the Continuing Legal Professional Development (CLPD) program. This bold initiative is in collaboration with the ADR Center and it highlights Dubai’s leadership in advancing alternative dispute resolution and reflects a growing global shift toward more collaborative and cost-effective ways of resolving disputes.
For our mediation awareness community, this initiative is monumental. It reinforces the value of mediation in the legal system and ensures that lawyers are well-equipped to guide clients through the mediation process. By requiring this training, Dubai is fostering a legal culture that prioritizes dialogue, understanding, and mutually beneficial solutions over lengthy court battles.
Why This Matters:
Promotes Efficient Dispute Resolution: Lawyers will gain essential skills to represent clients in mediation, offering faster, more affordable solutions than traditional litigation.
Strengthens Mediation Practices: With legal professionals trained in mediation advocacy, more individuals and businesses will turn to mediation as a first choice for resolving conflicts.
Global Leadership: Dubai is setting an example for other jurisdictions by integrating mediation into the core of legal practice.
For more information visit the CLDP portal:
https://training.legal.dubai.gov.ae/mediation-advocacy-elevating-legal-practice-in-mediation/?lang=en

New Guidelines Released for Using Artificial Intelligence in Mediation
The Mediation Committee of the International Bar Association (IBA) has released draft guidelines outlining the use of generative artificial intelligence (AI) in mediation. As AI continues to transform various sectors, these guidelines aim to integrate AI into mediation practices while ensuring that core values like neutrality, confidentiality, and party autonomy remain intact.
Expanding AI’s Role in Mediation
The guidelines highlight various ways AI can enhance the mediation process. AI tools can assist mediators and parties in administrative tasks, such as scheduling meetings, summarizing complex documents, and drafting correspondence. They also offer support in analyzing large volumes of information, identifying patterns, and conducting research. Additionally, AI can improve communication by adapting its outputs to match the communication styles of participants, thus helping build trust and understanding during mediation.
AI's potential goes beyond administrative functions. The guidelines suggest that AI can be used to generate creative solutions during dispute resolution, assist in drafting settlement agreements, and provide real-time insights during mediation sessions. These applications promise to make mediation more efficient, cost-effective, and accessible, opening up new avenues for parties to resolve disputes amicably.
Safeguards for Using AI in Mediation
Recognizing the importance of maintaining the integrity of the mediation process, the guidelines include several safeguards for the use of AI tools. These aim to prevent potential risks such as bias, data breaches, and misuse of AI-generated content. Key safeguards include:
· Consent and Self-Determination Mediators and parties should ensure that the use of AI tools is consensual and does not undermine the voluntary nature of mediation. AI outputs should be treated as recommendations, not authoritative decisions, with human participants retaining control over the final outcomes.
· Confidentiality: Given the sensitive nature of mediation, protecting the confidentiality of information processed by AI is crucial. The guidelines advise using anonymized data where possible and restricting the information shared with AI tools to minimize the risk of unauthorized disclosure.
· Neutrality and Impartiality: The guidelines stress the importance of ensuring that AI use does not compromise the neutrality of mediators. To mitigate this, users are encouraged to frame prompts to AI in a neutral manner and verify outputs for potential biases.
· Balanced Process: Mediators are encouraged to inform participants about the use of AI and to ensure that all parties have an equal opportunity to raise concerns if they believe the AI might be influencing the fairness of the process.
Promoting Transparency with a Sample AI Usage Statement
To facilitate transparency, the guidelines include a sample statement that mediation participants can use to disclose their use of AI tools. The statement outlines which AI tools are being used, their purposes, and the steps taken to comply with data protection laws. This is intended to foster trust among participants and provide clarity about the role of AI in the mediation process.
An Adaptive Framework for Technological Advancements
The guidelines are intended to be a “living document,” open to updates as AI technology progresses and its role in mediation expands. The IBA's Mediation Committee aims to establish a flexible framework that can adapt to emerging challenges while maintaining the fundamental values of mediation.
Anticipating the Future
The release of these draft guidelines comes at a pivotal moment when the legal sector is increasingly adopting AI to improve efficiency and enhance access to justice. By integrating AI into mediation with appropriate safeguards, the IBA seeks to create a pathway for mediators and parties to leverage technological advancements while preserving the essential values that make mediation are liable method for resolving disputes.
The guidelines project a future where mediation is not only more streamlined but also more accessible, allowing for faster and more amicable resolutions. In this framework, AI serves as a valuable support tool rather than a decision-maker. This initiative aims to establish a global standard for the responsible and effective application of AI in mediation, reinforcing the IBA's commitment to innovation and excellence in the legal profession.
To read the full draft guidelines visit:
MC DRAFT AI in Mediation Guidelines.pdf (wsimg.com)

Dubai Courts and Dubai Chambers Sign MOU to Boost Commercial Dispute Resolution
Dubai Courts has signed a Memorandum of Understanding (MoU) with Dubai Chambers to enhance Dubai's position as a global hub for commercial dispute resolution. The agreement focuses on improving mediation and conciliation services, making the dispute resolution process more efficient and legally enforceable.
Under the MoU, Dubai Chambers can electronically register settlement agreements through Dubai Courts' system, ensuring these agreements are binding and enforceable. This integration supports the emirate’s digital transformation goals, aligning with Dubai’s broader vision for economic growth.
Dr. Saif Ghanem Al Suwaidi, Director of Dubai Courts, described the partnership as a significant step toward making Dubai a global leader in commercial dispute resolution, supporting its evolving business needs. Mohammed Ali Rashid Lootah, Director General of Dubai Chambers, highlighted the MoU's role in enhancing the competitiveness of Dubai’s dispute resolution services and aligning with the city's digital strategy.
The partnership supports Dubai's D33 economic agenda, which aims to double the city’s economy over the next decade. By providing efficient and amicable dispute resolution methods, the MoU is expected to attract global businesses and strengthen Dubai's reputation as a top-tier business destination.
To read the full article visit:
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Analysis:
Mediation has taken on greater importance as an alternative dispute resolution method (ADR), well established in Europe and North-America. However, what is the appetite in the Gulf region for this resolution mechanism, particularly where we have situations in which parties have strong emotions, resist the idea of a solution, or wish to hold on to their stand often to their own detriment. This is where the role of the mediator comes in. All situations are not equal, and while mediators have their own style, there are techniques & strategies that can guide them to effectively address specific challenges and navigate the mediation process successfully. This article aims therefore to guide mediators to in addressing these challenges and guiding the mediation process effectively.
1. Absence of decision maker in the mediation process
It is essential that the parties to the mediation have the necessary authority to agree to any proposed outcome and be bound by the terms of the mediation. To prevent this from hindering the mediation, the mediator can:
- Request a delegation of powers: Prior to the commencement of the process, the Mediator may request the attending parties to provide a delegation of authority, ensuring the representative can make or negotiate decisions during the mediation. In the absence of this, and depending on the circumstances, the Mediator may suggest postponing the mediation until the delegation of authority is obtained or the decision maker can attend or be available throughout the process. This would help in setting the stage for a productive process and help lead to enforceable agreements.
-Propose real time communication with the decision maker throughout the session/process: the Mediator may propose setting up communication channels between the representative and the decision maker to facilitate immediate consultations and decisions during the process, enhancing efficiency and facilitating the settlement agreement’s signing.
2. Lack of genuine participation by one or both parties
There are certain situations, where parties are brought to mediation because of a legal obligation to do so, even if it is voluntary through contractual agreement, the reality is that when it comes to the actual process, the parties may not be fully implicated or believe that the process will help resolve their dispute. Therefore, If the Mediator perceives a lack of genuine participation from one party, they should emphasize the advantages of active engagement, highlighting the potential for a more satisfactory and sustainable resolution. The Mediator could highlight the cost savings, time efficiency, confidentiality, flexibility, and party autonomy that mediation offers compared to other methods. The Mediator should emphasize the parties’s control over the outcome of the process and the potential to preserve their relationship. The Mediator should respectfully explore the parties’ reasons for their disengagement and address any underlying issues hindering their willingness to participate genuinely. The Mediator can help them explore creative and mutually beneficial solutions unavailable in court or arbitration.
3. Resistance by one or both of the attorneys in pursuing the process or having an alternate agenda such as going through the court system
This is a difficult one, since those who are meant to advise their clients as to the benefits of resolving their dispute in the most cost effective and efficient manner, may be actually the ones stalling or vouching for its failure. In order to counteract this, the mediator should:
-Communicate with the parties separately: if the Mediator believes that the lawyer of one of the parties is just going through the motions, they should consider meeting with the parties individually, without their lawyers and vice versa. This allows the mediator to assess each party’s commitment and readiness for mediation and address any concerns and remove any barriers to engagement. It also provides an opportunity to build rapport and trust, while educating both parties and their lawyers about the mediation process and their roles.
-Managing the lawyers’ involvement: the Mediator can highlight the crucial role lawyers play in reaching a resolution and encourage them to be active and constructive participants. This might involve asking the lawyers and their clients to list their interests and priorities, and brainstorm possible solutions that could satisfy both sides. The Mediator could also invite the lawyers to share their legal insights with all the parties,helping clients to evaluate the risks and benefits of different proposals. Acknowledging and appreciating the lawyers’ contributions can reinforce their professional relationship with clients, and underscore the value of their work.
4. Power Imbalance between the parties
In mediation, power imbalances between parties can significantly impact the process and outcome. Mediators should strive to create a balanced environment by providing the weaker party with resources and guidance to articulate their interests, needs, and goals effectively. This preparation enhances their confidence and competence without favoring one side. Mediators can also use private meetings to explore motivations and address power-related issues, ensuring both parties participate effectively. It's crucial for mediators to maintain neutrality while managing these dynamics. Here are some techniques which will allow the mediator to address this balance of power:
-The extent of the Mediator’s involvement: the Mediator should provide the weaker party with resources and guidance to help them articulate their interests, needs, and goals, enhancing their confidence and competence. This support should aim to balance the negotiation without favoring one side. Private meetings can be used to explore motivations and address power-related issues, allowing the mediator to subtly balance power dynamics and facilitate dialogue. Maintaining neutrality and impartiality is essential.
-Granting equal opportunities to speak: the Mediator should ensure that both parties have equal opportunity to speak and contribute. Techniques like active listening and paraphrasing and open-ended questions can demonstrate understanding and validate perspectives encouraging mutual listening.
By focusing on common grounds and possible solutions, the mediator can ensure fairness and effectiveness, building trust in the process while remaining non-judgmental.
5. Party’s make premature concession or committing to an unachievable/unrealistic position
In mediation, parties may sometimes make premature concessions or commit to unrealistic positions, which can hinder the negotiation process. Mediators can employ specific strategies to address these challenges and guide parties towards more achievable and mutually beneficial outcomes.
- Calling for caucus or private meeting: Mediators can use private meetings to discuss the implications of premature concessions or unrealistic positions, allowing parties to express their feelings without fear of weakening their stance. These sessions can help uncover underlying interests and identify non-monetary issues influencing decisions. Mediators can also facilitate the generation of alternative, more realistic options and test the parties' willingness to implement them.
- Conducting a reality testing for the party’s position: by exploring the practicality and implication of the positions or concessions. Open-ended and hypothetical questions can challenge assumptions and encourage parties to evaluate the risks and benefits of their offers. Using objective criteria, such as legal standards or market values, provides a neutral basis for assessing positions and encourages movement towards a fairer range. Some example questions the mediator can ask are:
"How do you think the other party might react if they find your opening offer too extreme, disrespectful or humiliating?”
“What might be the consequences if your initial offer is perceived as unreasonable by the other party?”,
“What if the other party does not agree with your proposal?”; or
“What if the court decides differently?”
The Mediator can also use objective criteria, such as legal standards, market values, expert opinions, or industry norms, to provide a neutral and credible basis for assessing the reasonableness of the party's position or concession, and to encourage them to move towards a more realistic or fair range.
-Normalizing the dance: Mediators should explain the negotiation process, emphasizing that it involves give and take. Thus, encouraging them to adopt a more reasonable stance. By helping parties save face while making concessions, mediators ensure that dignity is maintained and that offers lead to beneficial compromises. The Mediator can frame such offer in a way that the decisions being made lead to a beneficial compromise, thus facilitating a more informed decision-making process and reasonable stances.
6. Internally or externally imposed deadlines
In mediation, deadlines—whether internally or externally imposed—can significantly influence the negotiation process. Mediators must navigate these time constraints carefully to ensure they do not disrupt the balance of power or compromise the integrity of the mediation. By strategically managing deadlines, mediators can help parties remain focused and motivated to reach a resolution. Here are some recommended strategies for mediators when dealing with deadlines:
- Reminding the parties of relevant deadlines: the Mediator should keep the parties informed about existing deadlines and the potential consequences of not meeting them, ensuring that all parties are aware of time constraints.
-Avoiding the disclosure of hidden or unilateral deadlines: while the Mediator is encouraged to use deadlines as time constraint to urge the parties to settle, the Mediator should be careful not to disclose/reveal a unilateral or hidden deadline that one party confidentially disclosed to the Mediator.
-Managing power imbalance resulting from unilateral deadlines: when a deadline is relevant to one of the parties and not both, the Mediator should be careful that deadlines do not create power imbalance in the relationship between the parties. Thus, the Mediator’s role in such a scenario is to skillfully manage the power dynamics.
-Encouraging the parties to set deadlines: in the absence of deadlines, it is advisable for the Mediator to encourage the parties to establish them unilaterally or jointly to enhance the negotiation outcomes. The Mediator is advised to do this in a caucus or a private meeting while being careful that such move does not jeopardize the Mediator’s neutrality. Jointly set deadlines promote a sense of shared purpose and commitment. Breaking a hard position under a strict deadline: if a party maintains a rigid stance under a strict deadline which may result in serious consequences to costs, some of the strategies that the Mediator should use: (i) notice the pattern and name the tactic in private or in joint session. This would require the Mediator to identify and address the negotiation tactics being used and make the party aware of its behavior and its effects on the negotiation process; (ii) reality testing for the tactic in private. This would involve the Mediator discussing the possible outcomes and realistic expectations with the party showing a hard position or resisting concession; and (iii) help the parties save face while making concessions.
7. Intense emotions involved
In mediation, intense emotions can significantly influence the dynamics and outcomes of the process. To effectively manage these emotions, mediators should employ the following strategies helping create a safe and constructive environment, enabling parties to express their emotions productively and work towards collaborative solutions:
- Acknowledgment of emotions: the Mediator should recognize, understand and respect the parties’ emotions without sympathizing, judging or minimizing them. This approach helps parties feel heard and reduces defensiveness and hostility. Additionally, the Mediator should monitor their own emotions and reactions, and avoid being influenced or triggered by the parties' emotions. This can help the Mediator maintain neutrality and professionalism, preventing conflict escalation or loss of credibility.
-Creating rapport with the parties: establish a safe environment for parties to express their emotions by building rapport during the communication and exploration phases, typically in joint sessions, by using key communication techniques such as body language, reflective listening, active listening, and breaking communication barriers. Furthermore, the Mediator should establish and consistently enforce ground rules like, such as confidentiality, respect, and civility, and enforce them consistently and fairly. This can help the parties feel safe and comfortable to share their emotions and perspectives, and prevent disruptive or abusive behaviors. The Mediator should also employ humor, empathy, and positive feedback to create a more relaxed and cooperative atmosphere, and to reinforce the parties' efforts and achievements. This creates a relaxed, cooperative atmosphere, reinforcing parties' efforts and achievements, and building trust and rapport.
-Separating people from the problem: the Mediator may help the parties direct their emotions towards productive problem solving by depersonalizing issues, while preserving dignity. The Mediator should separate people from the problem and try to understand their underlying interests and needs, such as why things are important, what are the key concerns, and why a party wants what it is asking for. Moreover, the Mediator should assist the parties in reframing their emotions from positions or demands to interests or needs, and to identify and address the underlying sources of their emotions. This approach encourages a shift from a competitive mindset to a collaborative one.
8. Situations where beliefs, values and morals are relevant
In mediation, situations where beliefs, values, and morals are relevant can present unique challenges and opportunities. Mediators can employ specific strategies to navigate these complexities effectively. These strategies help mediators facilitate constructive dialogue and reach agreements that honor the parties' core values.
-Appealing to beliefs: the Mediator can facilitate agreement by appealing to the parties’ beliefs, values or morals. Identifying and emphasizing shared beliefs, values or morals of the parties can serve as a foundation for reaching an agreement.
-Turning the beliefs into interests and needs: the Mediators can help transform beliefs, values or morals into concrete interests and needs. By uncovering the underlying interests that drive the parties’ positions, mediators can assist parties in seeing beyond their own perspectives, especially when strong beliefs are involved.
-Changing the parties’ relationship: Instead of attempting to change beliefs or values, mediators should focus on improving the relationship between the parties. This involves encouraging discussions that promote mutual respect and understanding. Mediators can work towards not only finding a mutually acceptable solution but also transforming the parties' relationship by enhancing their communication and interaction.
-Mediating across generations or different nationalities or cultures: an effective Mediator should be sensitive to the diverse perspectives brought by participants from different generations, nationalities or cultures. Avoiding stereotypes and demonstrating cultural competence are crucial. Mediators should understand how cultural differences impact communication styles, approaches and perceptions, while respecting and valuing the unique insights and viewpoints that each party contributes to the mediation.
9. Mediator accused of being biased
In mediation, accusations of bias can undermine the process and the mediator's credibility. To address such concerns, mediators should employ strategies that invite open dialogue and reaffirm their commitment to neutrality, by doing the following:
-Inviting the parties to share their perspective and expectations: when accused of bias, the Mediator should invite the concerned party to express their perspective and expectations regarding the mediation process and the Mediator's role. Active and respectful listening is crucial to acknowledge the party's concerns and feelings. The Mediator should also encourage the other party to share their views and experiences, clarifying any misunderstandings about the mediator’s role. This approach aims to foster a dialogue that promotes mutual understanding and trust between the parties.
-Affirming his/her neutrality: after understanding the party’s perspective and clarifying any role-related misunderstanding, the Mediator should reaffirm their neutrality. Addressing specific concerns about bias or fairness involves openly discussing the mediator's commitment to impartiality. The Mediator should explain their adherence to ethical standards that guide professional mediators, using these principles to justify their approach to the mediation process.
In summary, the strategies outlined in this article serve as a valuable resource for mediators navigating the intricate dynamics of conflict resolution. Each strategy is designed to address specific challenges, ensuring that mediators can effectively facilitate communication and promote understanding between parties. Recognizing that every mediator brings a unique style to their practice, these strategies can be adapted to suit various situations and the diverse needs of the parties involved. By embracing this flexibility, mediators can enhance their ability to guide parties toward mutually beneficial outcomes.
Written by Christine Maksoud, Founder of the Mediation Hub and Senior Counsel at Al Tamimi & Company and Zouhdi Yakan, Advisory Council Member of The Mediation Hub and Partner at Shaikha Almehrzi Advocates & Legal Consultants- LAW HOUSE

Is Mediator Neutrality Holding Us Back in Conflict Resolution?
Neutrality is often held up as the cornerstone of mediation, a beacon of fairness ensuring balanced outcomes. Yet, this hallowed principle might not be as straightforward or as beneficial as it seems. When we peel back the layers, neutrality reveals itself as a nebulous ideal—challenging to define, difficult to achieve, and questionable in its desirability. In the context of mediation, especially, it is time we reconsider what neutrality truly means and whether we need it at all.
The Trouble with Defining Neutrality
Neutrality in mediation demands a mediator’s absence of bias or partiality requiring vigilance against both explicit bias towards a specific party as well as unconscious bias. It encompasses treating parties equally, having no personal stake in the outcome, and avoiding any influence from financial interests or external pressures like the government. Yet, as scholars like Astor and Mayer point out, these definitions are neither comprehensive nor universally accepted. For instance, Mayer dissects neutrality into structural, behavioural, emotional, perceptual, and aspirational dimensions, each with its own complexities.
The confusion further extends to neutrality’s overlap with impartiality. Some argue neutrality means the absence of pre-existing relationships, while impartiality refers to being unbiased in the mediator’s conduct. Others use the terms interchangeably, further muddying the waters. This lack of clarity makes neutrality a challenging concept to pin down and apply consistently in practice.
Moreover, the very idea of being entirely neutral is contradictory, and in reality, challenging, owing to the very nature of the concept, which is evident from its definition as discussed, thus leaving it more as a theoretical aspiration. If neutrality requires mediators to have no personal perspective or influence, can such a role ever truly be fulfilled? Astor notes that mediators often bring their experiences, perspectives, and values into the process, consciously or unconsciously. Thus, even if one were to strive for perfect neutrality, human nature itself might render this impossible.
Can Neutrality Truly Be Achieved?
If defining neutrality is hard, attaining it is even harder. Mediators are human, shaped by their own experiences, cultural contexts, and subconscious biases. Becker’s critique emphasises that even seemingly innocuous actions—a slight nod, a word choice—can betray a mediator’s influence. Empirical studies show that mediators often guide conversations, steer outcomes, or unwittingly favour one party over the other, even when striving for neutrality.
Power imbalances further, exacerbate this issue. In cases where one party holds more sway—economically, socially, or otherwise—strict neutrality might in fact, perpetuate injustices rather than resolve them. Feminist and critical legal scholars highlight how an insistence on neutrality often disadvantages marginalised groups, unintentionally aligning mediators with the more powerful party. In such scenarios, neutrality becomes a paradox: treating parties equally can entrench inequalities, while addressing these disparities violates the principle of neutrality. It is of course debatable whether rectifying any systemic power imbalances is in the first place within or outside the mediator’s purview. Nonetheless these considerations further question the attainability of neutrality.
Neutrality also falters in high-conflict or emotionally charged disputes. Mediators tasked with keeping the peace might naturally favour approaches that calm tensions, inadvertently sidelining parties who are more confrontational but equally valid in their grievances. This inclination further reveals how neutrality may skew the mediation process without the mediator’s conscious awareness.
Despite these challenges, some argue for the possibility of “external neutrality,” where mediators consciously separate their biases from their actions. This approach however relies on self-awareness and self-regulation—skills that are often easier said than done. Ultimately, as Boulle succinctly puts it, neutrality remains “the most pervasive and misleading myth about mediation.”
Is Neutrality Even Desirable?
The discussions above, forces one to question that even if one could both define and attain neutrality in certain circumstances, is it actually desirable? Scholars like Mayer argue otherwise, suggesting that disputants often seek more than a neutral facilitator. Parties in mediation frequently need guidance, advocacy, and support—roles that a strictly neutral mediator cannot fulfil. By clinging to the neutrality ideal, mediators might miss opportunities to build trust, foster open dialogue, and address power imbalances effectively.
Research supports this shift. Studies reveal a positive correlation between mediator assertiveness and successful settlements. Active involvement, rather than detached neutrality, often leads to more equitable outcomes. Furthermore, aspirational neutrality can constrain mediators, forcing them to navigate between opposing demands: detachment and proactive intervention. This tension hampers their ability to address the real needs of the parties involved.
In some situations, neutrality might even harm the mediation process. For instance, in cases involving domestic abuse or extreme power imbalances, a neutral stance risks legitimising the status quo, leaving the disadvantaged party without meaningful recourse. There is of course, the ethical dilemma regarding whether such extreme cases should be mediated at all, but then at least mediators who adopt a more active role can challenge these dynamics and create space for equitable solutions.
Alternatives to Neutrality
So, if neutrality falls short, what should replace it? Scholars like Mulcahy and Astor propose more practical, nuanced approaches.
Transparency and Bias Acknowledgment
Mulcahy advocates for transparency. Rather than feigning impartiality, mediators should openly acknowledge their biases and values. This approach shifts the focus from the mediator to the parties, empowering them to make informed decisions about the process and its outcomes. Transparency fosters trust and encourages an honest, collaborative environment.
Transparency also promotes accountability. When mediators openly disclose their potential biases, they invite scrutiny and dialogue, creating a more balanced power dynamic. For example, a mediator handling a corporate dispute might reveal a prior background in corporate law. This disclosure allows parties to weigh the mediator’s perspective and adjust their expectations accordingly.
Reflexivity and Inclusivity
Astor emphasizes the importance of self-awareness in mediation, urging mediators to recognize how their cultural, political, and personal experiences shape their perspectives. Rothman extends this idea with a reflexive approach, arguing that true neutrality is unattainable. Instead of striving for detachment, mediators should engage in disciplined self-reflection—becoming aware of their biases and assessing how these influence their interactions with parties. Reflexivity allows mediators to consciously navigate their own perspectives while ensuring they do not unconsciously reinforce power imbalances.
Inclusivity is a natural extension of this reflexive practice. By acknowledging their own positionality, mediators can better engage with underrepresented voices and marginalized perspectives, ensuring that all parties feel heard. This does not mean imposing an external sense of fairness but rather fostering an environment where diverse viewpoints shape the mediation process. In doing so, mediators enhance not only the perceived fairness of the process but also the durability of its outcomes.
At its core, reflexivity does not undermine party autonomy but strengthens it. By being attuned to their own influence on the process, mediators can more effectively empower parties to take ownership of their disputes and solutions. This shift from an illusion of neutrality to an engaged, self-aware practice ultimately leads to a more inclusive and equitable mediation experience.
Advocacy and Empowerment
Mayer and others suggest moving beyond neutrality toward advocacy. Mediators can play an active role in levelling the playing field, ensuring that disadvantaged parties have a voice. This doesn’t mean taking sides but rather facilitating a process where fairness prevails over rigid adherence to neutrality. In doing so, mediators must however ensure that their efforts to promote fairness are truly shaped by the parties’ circumstances and the mediation process itself rather than their own sense of justice.
Further, advocacy doesn’t necessarily compromise the mediator’s role. Instead, it redefines it. By advocating for equitable participation and ensuring that power imbalances are addressed, mediators can enhance the integrity of the process., This is, however, only attainable if done with restraint. A mediator must intervene enough to prevent exploitation or coercion while avoiding actions that could be perceived as favouring one side. The challenge lies in distinguishing between necessary intervention and undue influence. In cases where one party lacks resources or knowledge, a mediator’s guidance can bridge these gaps without undermining the overall fairness of the proceedings. Having said that, the line between guidance and advocacy is thin, and crossing it risks shifting from facilitation to partiality. Mediators must always consider that their role does not involve championing an outcome but creating conditions where parties can negotiate on more equal footing without distorting the process in favour of one side.
A New Vision for Mediation
In conclusion, one may argue that the time to reassess the significance of the pursuit of ‘neutrality’ in mediation is now upon us. Instead of neutrality, embracing approaches that prioritise fairness, transparency, and empowerment can help mediation evolve into a more effective, inclusive, and just method of dispute resolution.
Further, while neutrality might be overrated, the potential of mediation is not. Let’s reimagine the mediator’s role—not as a passive observer but as an active facilitator of equitable outcomes. The result? A mediation process that truly serves its purpose: resolving conflicts in a way that is fair, balanced, and transformative.
By replacing neutrality with more practical principles, mediators can help parties navigate disputes with greater clarity and purpose. Transparency fosters trust, self-awareness, reflexivity, and inclusivity enhance fairness, and advocacy empowers the vulnerable. Together, these elements form the foundation of a new mediation paradigm—one that aligns with the realities of human interaction and the complexities of conflict.
Ultimately, this shift isn’t just about redefining mediation; it’s about improving it. When mediators move beyond neutrality, they unlock the full potential of their role, enabling outcomes that are not only just but also transformative for all involved.

متى، لماذا و اين يستخدم كل منهما؟: التحكيم و الوساطة في النزاعات الرياضية
Exploring Dispute Resolution in Sports
As sports continue to grow into a global industry, disputes are inevitable. In his latest study, Dr. Chady Saad delves into the role of arbitration and mediation in resolving sports disputes, analyzing when each method is the optimal choice and why.
Drawing on both practical and academic expertise in sports law, this analytical study provides valuable insights for legal professionals, sports organizations, and dispute resolution specialists.
To read the full article: (2) Post | Feed | LinkedIn

Mediation in Islamic Finance: A Harmonious Blend of Tradition and Modern Conflict Resolution.
Disputes are common in the highly complex and evolving financial landscape, and the Islamic finance sector is no exception. Operating under distinct Sharia principles, Islamic finance introduces specific challenges when conflicts arise, as ethical considerations and the requirement for fairness guide financial dealings. Mediation, as an efficient and cooperative conflict resolution tool, provides disputants with a non-adversarial method to find common ground and manage their conflicts. In Islamic finance, mediation allows parties to resolve their disputes in a transformative way that is consistent with the Islamic principles while aligning with Islamic values of justice, fairness, and mutual understanding.
Mediation is not only compatible with Islamic finance but is deeply aligned with the ethical teachings of Islam. As a matter of fact, the transformative process of mediation aligns well with Sharia law's emphasis on justice and harmony. Moreover, the five pillars of Islam provide a framework that fosters cooperation, justice, and community welfare—values that are also at the core of conflict resolution through mediation. For example, the principles of patience, fairness, and responsibility within these five pillars, resonate strongly with mediation’s focus on mutual respect, peaceful resolution, and reconciliation. Therefore, resorting to mediation in Islamic finance disputes, can offer a way to settle these disputes while adhering to the fundamental Islamic values.
Through this article, we shall explore how mediation can provide a sharia-compliant method for resolving disputes once applied across key Islamic finance products such as Murabaha, Mudaraba, Ijara, Istisna and Sukuk, to delve afterwards into the important necessity of incorporating mediation clauses in the contractual framework of Islamic finance agreements.
In the context of a Murabaha contract, one of the most used Islamic finance instruments, transparency is essential, as the bank discloses the profit margin to the buyer when selling an asset. Conflicts in Murabaha contracts often arise when there is a disagreement over the terms of the sales or when the assets’ quality are questioned. Mediation ensures that any dispute over the transaction’s transparency is resolved fairly, with both parties agreeing on a solution that is just and in line with Sharia's emphasis on fairness.
For example, if a client purchases machinery through a Murabaha contract and afterwards discovers that it is faulty, mediation provides a way for the parties to discuss compensation or replacement options, avoiding the need for costly litigation and preserving the trust essential to Islamic finance relationships.
Mudaraba contracts, where one party provides capital and the other manages the business, are built on shared risks and profits. Disputes can arise over how profits are distributed, particularly when expectations differ from the actual returns. Mediation offers collaborative environment to address such disputes, helping parties reconsider the terms of their agreement and consequently ensuring that the resolution respects both parties' contributions.
For instance, if the entrepreneur believes their efforts justify a larger share of the profits, mediation allows for a constructive dialogue that leads to an equitable solution and resolution while adhering to the ethical principles of Islamic finance.
In Ijara (leasing) and Istisna (manufacturing) contracts, fairness in transactions is paramount, as Islamic law prohibits exploitation or uncertainty in agreements. Disputes often arise when there is dissatisfaction with the condition of the leased or manufactured goods. Mediation helps both parties find a resolution that respects their rights and obligations while maintaining the ethical standards of Sharia.
For example, if a lessee inan Ijara contract discovers that the leased equipment are faulty, mediation can facilitate a solution that may involve repairs or adjusted terms, ensuring a swift and cooperative outcome that benefits both parties and avoids adversarial legal proceedings.
Sukuk, often referred to as Islamic bonds, are a major financial instrument in Islamic finance. These bonds are asset-backed and structured to be Sharia-compliant, meaning they do not involve interest payments but rather represent ownership in a tangible asset or business. Conflicts in Sukuk often arise over the evaluation of the underlying assets, the management of those assets, or over the profit distributions. In this context, mediation offers a solution by helping bondholders and issuers address their concerns without resorting to court.
For instance, if a dispute arises over the revenue generated by the asset underlying a Sukuk issuance, mediation allows flexible and open dialogue. Both parties can agree on a revised distribution plan or even adjustments to the structure of the Sukuk, ensuring compliance with Islamic ethics and maintaining market stability.
We delved into practical examples of how mediation adds value to some of the major Islamic finance products, and it became clear that mediation offers an ethical and efficient approach to resolving disputes; However, to fully capitalize on these benefits, it is essential to incorporate mediation directly into the contractual framework of Islamic finance agreements.
Embedding mediation clauses into Islamic finance contracts is an essential step toward fostering a cooperative and Sharia-compliant approach to conflict resolution. Mediation clauses serve as a safeguard ensuring that disputes are handled efficiently, avoiding the delays, costs, and adversarial nature of litigation. By incorporating mediation in contracts from the outset, parties commit to resolving potential conflicts in a manner that reflects the ethical values of Islamic standards of fairness, transparency, and cooperation that underpin Islamic finance.
Islamic finance contracts, such as Murabaha, Mudaraba, Ijara, and Sukuk, often involve complex financial arrangements, where disputes can easily arise due to differences in interpretation of terms, unforeseen changes in the market, or disagreements over profit-sharing and asset quality. Including mediation clauses in these contracts guarantees that any conflicts shall be addressed through dialogue and mutual understanding, in line with the Islamic principles of fairness, justice, and cooperation. Furthermore, mediation provides flexibility in resolving conflicts, allowing creative solutions that litigation may not offer.
For instance, mediation can facilitate modifications to contracts or renegotiations of terms, ensuring that both parties find a mutually acceptable solution that not only resolves the dispute but also preserves their long-term business relationship. This is particularly important in Islamic finance, where maintaining trust and ethical standards is paramount.
Mediation clauses serve as well as a risk management tool, ensuring that financial agreements remain stable and that disputes do not escalate into prolonged legal battles that could harm the reputations of both parties involved. By committing to mediation, Islamic financial institutions and their clients demonstrate theirdedication to resolving conflicts in a manner that is both efficient and inharmony with Islamic values.
Mediation offers a Sharia-compliant, ethical way to resolve disputes in the Islamic finance sector. Its emphasis on fairness, cooperation, and reconciliation makes it an ideal conflict resolution tool, particularly for Islamic finance contracts. Through mediation, disputes involving Murabaha, Mudaraba, Ijara, Istisna, and Sukuk contracts can be resolved efficiently while maintaining the trust and integrity that are core to Islamic finance.

How Community Mediation Saved the Olive Tree.
In many Arab communities, when disputes arise, itis common for the parties involved to seek the guidance of a respected elder, community leader, or religious figure to help mediate and resolve the conflict. This tradition of early mediation is deeply rooted in the Arabian culture, where preserving harmony and maintaining relationships are paramount. The modern aspect of mediation involves a neutral third party who facilitates discussions between the disputing parties, helping them to reach a mutually acceptable resolution. In this context, mediation is not just a conflict resolution tool, but it is a means of upholding social cohesion and fostering mutual respect. While the concept of mediation is ancient, modern practices have evolved to include professional community mediators who bring a structured approach to the process. These mediators work alongside traditional figures in the community, providing expertise while respecting cultural norms.
Imagine a close-knit neighborhood in an ancient Arab town, where two families find themselves in conflict over a centuries-old olive tree that stands between their homes. One family is concerned that the tree’s roots are damaging their water pipes, while the other family views the tree as a sacred symbol of their heritage, deeply intertwined with their identity and history. The families initially consider seeking the advice of a community elder, but recognizing the complexities involved, they decide to engage a professional community mediator. Through this mediation, facilitated by someone who understands both the cultural significance of the issue and the technical aspects of the dispute, the families reach an accord. They agree to reinforce the pipes without uprooting the tree, preserving both the integrity of the property and the cultural significance of the olive tree. The mediation not only resolves the issue but also strengthens the bond between the families, leading to a shared commitment to preserving their neighborhood’s rich cultural heritage.
This olive tree scenario reflects the delicate balance between tradition and modernity that is often encountered in communities across the region. Disputes like these - whether they involve neighbors, family members, local communities or businesses - can challenge the harmony that is highly valued in society.
Community mediation addresses a wide range of disputes that can arise in daily life, offering a culturally sensitive approach to resolving conflicts, fostering dialogue and mutual respect while preserving the social fabric and saving the “Olive tree”.
Neighborhood conflicts, such as disagreements over property boundaries, noise, or the use of shared spaces, can quickly escalate if left unaddressed. Big family disputes, particularly those involving land ownership or exploitation, inheritance, marriage require careful handling to maintain family unity and honor. Schools and educational institutions also benefit from mediation, where conflicts between students, parents, and teachers can be resolved in a manner that upholds the dignity of all parties involved. Additionally, small businesses, often family-run, can use mediation to settle disputes that might otherwise damage relationships or reputations.
The advantages of community mediation are particularly significant in this context. It provides a cost-effective alternative to the often expensive and prolonged legal process. The confidentiality of mediation is crucial in a culture where maintaining one’s reputation and social standing is of utmost importance. Since the process is voluntary, it encourages cooperation and ensures that all parties are invested in the outcome. This collaborative approach aligns with the communal values that are deeply rooted in society and therefore protects the sacred “Olive tree”.
One of the most important aspects of community mediation is its ability to preserve relationships. Unlike court battles, which often result in winners and losers, mediation seeks to find common ground, which is essential in maintaining social harmony. This approach not only resolves the immediate conflict but also strengthens the bonds between individuals and families, contributing to the overall stability of the community and preserving the roots of the “Olive tree”.
Returning to our example, the resolution of the olive tree dispute through mediation illustrates the tangible value of this approach. The local communities and families not only found a practical solution but also deepened their respect for each other's cultural values. This outcome demonstrates how mediation can transform potential conflicts into opportunities for greater understanding and cooperation, fostering a sense of unity within the community.
Community mediation is a powerful tool for building stronger, more harmonious communities across the regions. By addressing conflicts with empathy, respect, and an appreciation for cultural values, mediation helps communities overcome challenges and emerge stronger. Amid ongoing disputes over resources, property, and access to services, mediation offers a peaceful alternative to escalation, providing communities with the chance to resolve issues without further deepening divisions. The tangible benefits of community mediation, from avoiding battles to preserving relationships in the midst of strife, are invaluable.
As our societies continue to navigate the complexities of modern life, the role of mediation in fostering peace and understanding will only become more important. In a region marked by the scars of conflict, fostering peace through mediation becomes an essential step towards rebuilding trust, unity and peace. In Lebanon for instance, where the effects of conflict and war conditions continue to devastate the social fabric, the role of mediation is not just important—it is urgent.
When disputes arise consider community mediation-not just as a solution but as an opportunity to heal the wounds that continue to affect our region, an opportunity to build a more connected and cohesive society around the “Olive Tree”.
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