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Camilo Azcarate Manager, Office of Mediation Services World Bank

This presentation by Camilo Azcarate, Manager at the World Bank, delves into the cultural models and expectations associated with mediation services at the institution. Explore the use of mediation within different cultural dimensions, findings on usage trends, behaviors, and the World Bank Internal Justice System. Discover how the Mediation Services unit collaborates with staff to bridge differences during formal processes using internal and external mediators.

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Camilo Azcarate Manager, Office of Mediation Services World Bank

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  1. Cultural Expectations in Mediation Camilo Azcarate Manager, Office of Mediation Services World Bank

  2. Presentation Objectives WBG Mediation Cultural models Questions services · use of mediation cultural dimensions· findings usage· expectations · behaviors

  3. WBG Internal Justice System CRS Ombuds Office (OMB + RWA) Mediation Services (MEF) Peer Review Services (PRS) Ethics (EBC) + Tribunal (WBAT) INT/internal investigation

  4. CRS Mediation Services (MEF) works with two or more staff members to help them understand each other and bridge differences during a formal mediation process and using internal and external mediators Independent Impartial Informal No decision-making Internal & External mediators

  5. Mediation/ Facilitation 85% HQ 15% CO 70-120 Cases/ year Intake Week 1 Mediation Week 2-5 MOU 85% No MOU 15% Referral Evaluation 95% “useful” Implementation

  6. New Initiatives • Conflict Competencies • Outreach and Training • Expand Access to Country Offices

  7. Culture: “Set of values, attitudes, beliefs, worldview and underlying assumptions shared by a group” • Assumptions • There are more similarities than differences across cultures • Cultures change all the time • Cultures have ranges of behaviors and approaches available to individuals • Individual belong to several cultures simultaneously • Individual behaviors are not necessarily determined by culture • However…there is evidence that individuals from different cultures seems to prefer different strategies to handle conflict

  8. Hofstede’s Dimensions Individualism (IDV) Power Distance (PD) Masculinity (MAS) Uncertainty Avoidance (UA)

  9. Individualism (IDV) • Degree in which individuals are integrated into groups High- assertiveness is valued, strong individual opinions, advocacy and pursuit of self-interest is expected. Conflict is unfortunate but “normal” result. Lowsacrifice of self-interest to preserve social harmony is expected; direct confrontation, individual advocacy not expected. Conflict is not “normal”. USA 91 Australia 85 France 65 India 42 Philippines 30 Chile 19 China 17 West Africa 15

  10. Power Distance (PDI) • Degree in which less powerful members of the group expect unequal distribution of power Large- centralizations of decision making valued. Dissent and feedback from subordinates not expected, welcomed. Conflict across hierarchical lines less “acceptable” Small-Centralization of decision-making not valued. Dissent and feedback from subordinates tolerated, sometimes requested. Conflict across hierarchical lines more “acceptable” Philippines 90 China 75 West Africa 72 India 72 France 62 Chile 60 USA 35 Australia 31

  11. Findings • [i.e. Wu, Yuen, Zhu, 2001] Low IDV /High PDI More likely to avoid Less likely to contend, integrate High IDV /Low PDI More likely to contend, integrate Less likely to avoid

  12. Expansion to Low IDV cultures Expectations- Ideas? Low Usage: Avoidance = no mediation Evaluative style: mediator seen as authority figure Engagement :indirect communication, saving face, avoiding direct discussion of issues

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