‍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

‍

Published by LexisNexis (https://www.lexismiddleeast.com/eJournal/2025-02-10_13/)

‍