Recruiting and Training Dispute Resolvers (From Mediation in the Justice System - Conference Proceedings, P 121-137, 1983, Marie R Volpe et al, ed. - See NCJ-92471)

• NCJ Number: 92479
• Author(s): J Stulberg; A Thomas
• Date Published: 1983
• Length: 17 pages
• Sale Source: American Bar Association
• Language: English
• Country: United States of America

Annotation

To be an effective mediator, a person should be articulate, nonjudgmental, nondefensive, flexible, patient, and intelligent.

Abstract

A mediator must also be able to listen effectively and to empathize. Typical sources of mediators are social service agencies, school districts, and persons whose job activities require the use of the skills of mediation. No particular academic background is necessary. Applicants should be screened both via written applications and via a series of interviews. The training program for mediators should make them knowledgeable about referral and intake procedures, the distinctions between mediation and other forms of dispute resolution, and the specific skills involved in opening a session, gathering facts, using a caucus, and producing a written agreement. Most organizations conduct training sessions lasting from 25 to 60 hours and involving from 15 to 30 participants at a time. Most trainers agree on the importance of using role plays during training. Training programs for programs which handle disputes between persons with different levels of power need to teach mediators how to balance the power at the mediation table. Although knowledge of the law is generally not needed by mediators, programs which combine mediation and arbitration need to make their mediators aware of the State's statute on arbitration. Differences between cases involving juveniles and those involving adults, the professional obligations of mediators, and the handling of ineffective mediators are also discussed.