KNOWLEDGE FOR ALL

1. KNOWLEDGE FOR ALL

2. PURPOSE The purpose of this lecture is to make the skills of the mediator more accessible to every person who wants to deal more effectively and creatively with the conflict of his or her life.

3. CONFLICT

4. LEADING

5. THE WORLD TODAY As our world grows smaller, opportunities for conflict multiply. Ethnic, religious, political, and personal differences drive people apart--with potentially disastrous consequences--and it's the task of perceptive leaders to bring them together again World-renowned mediation expert Mark Gerzon argues that leaders have failed to rise to this challenge.

6. LEADING THROUGH CONFLICT By, Mark Grezon

7. Mark Gerzon Expert in Civil Discourse-New York Times Has immense international experience, exposure and expertise and has developed a Mediator model of Leading Through Conflict which can be achieved through eight tools, all soft skills, a combination of which can lead to innovative, transformational resolution of the conflict. Sanjay Sahay

8. NEED FOR LEADING THROUGH CONFLICT New kind of leadership needed to face the challenges of increasingly global economics and politics. Silent revolution taking place around the world, the negotiation revolution. Most decisions are not being made horizontally now.

9. Negotiation is a must in the globalised world, not a luxury. Non-hierarchic decision making. New model of leadership needed which put conflict in the center. NEED FOR LEADING THROUGH CONFLICT

10. Organizations and societies flatten from pyramids to networks. Ordinary leadership tends to be one sided. Whole is the critical issue. Level 5 leadership in business required and elsewhere too. NEED FOR LEADING THROUGH CONFLICT

11. It is not needed in on the larger stage but in our work organization. Also in our families and personal life. NEED FOR LEADING THROUGH CONFLICT

12. STUCTURE OF THE PRESENTATION INTRODUCTION THREE FACE OF LEADERSHIP THE DEMAGOUGE THE MANAGER THE MEDIATOR EIGHT TOOLS FOR THE LEADER AS MEDIATOR INTEGRAL VISION

13. STUCTURE OF THE PRESENTATION SYSTEMS THINKING PRESENCE INQUIRY CONCIOUS CONVERSATION DIALOUGE BRIDGING INNOVATION

14. STUCTURE OF THE PRESENTATION LEARNING FOR TRANSFORMATIONAL CHANGE WHEN CONFLICTS ERRUPTS- GUIDELINES FOR IN TIMES OF CRISIS CONLUSION

15. Every one of us leads a life of conflict – Organizations – Homes - Countries. Hot and Cold conflicts. We are intermingling to the point that someplace is now infused with everyplace, someone connected to everyone. 63,000 transnational companies, 8,00,000 subsidiaries. 25% of world GNP. INTRODUCTION

16. 40 years back, 60% of the top global companies were American, today it is only 1/3. The borders are coming down – tariff borders, political borders or ethic borders. Senior executives of the private sector has to be responsible to all stalk holders. Leading as if the world stops at the edge on one's tribe, religion, nation or corporation has become impractical and often impossible. INTRODUCTION

17. Diversity and change have become universal. Technology is morphing continuously. Decision making is becoming far more complex. Get over us VS then mentality to collaboration and innovation. INTRODUCTION

18. The New Approach To Leadership STORY............

19. The Hammer Story ~Instead of ordinary Toolbox, I have filled it up with hammers of various shapes and sizes. ~Only hammers and nothing else ~AS I begin pulling out one hammer and then the next, then another, the members of the audience begin to laugh nervously.

20. The Hammer story ~ How would you feel.”if a handyman came to your house with a tool box of only hammers.” ~ “Our house would be a wreck”, someone answers. ~ “He'd never finish the job,” responds another.

21. The Hammer story ~ ”I will lose confidence in him right away,” says a third. ~ “Unless he promised to invest in new tools and learned how to use them,” I would fire him.” “The yearning for new leadership tools is apparent in many organizations today and communities large and small.”

22. New Model Of Leadership “We urgently need a new model of leadership,one that takes dealing with conflict and difference as the central goal”

23. New Model Of Leadership Improve workplaces – Unprecedented external pressure – Competition. Internal pressure – engage and empower diverse workforce. Revitalize communities – neighborhoods become more diverse and fragmented. Strengthen schools by restoring health and vitality of the educational process.

24. New Model Of Leadership Foster relationships between political parties leading to better government policies. Help foster a more positive, productive and curious (not suspicious) attitude towards difference in groups and constituencies.

25. Leadership "The ultimate measure of a man is not where he stands in moments of comfort, but where he stands at times of challenge and controversy." Martin Luther King Jr.

26. Three Faces of leadership LEADERSHIP The Demagogue The Manager The Mediator

27. THE DEMAGOGUE

28. THE DEMAGOGUE “Bad leadership is not solely the fault of few bad leaders. We are all, everyone of us, in this together.” Barbara Kellerman, Center for Public Leadership, Havard University. “Time and again, decent men and women have chosen to look away. We have all been bystanders to genocide. The crucial question is why.” Samantha Power, Pulitzer Prize winning journalist

29. THE DEMAGOGUE Leads with fear, threats and intimidation. Turns opponents into scapegoats. Uses lies and propaganda to dehumanize the other. Resorts to violence to dominate or destroy the other leader.

30. THE MANAGER

31. THE MANAGER Every few hundred years in western history there occurs a sharp transformation. Within a few short decades, society – its worldview, its basic values, its social and political structures,its art, its key institutions – rearranges itself. We are currently living through such a time. Peter F .Ducker, management guru Education is the ability to perceive the hidden connections between phenomena. Vaclav Havel, former president. Czech Republic

32. THE MANAGER Operates based on an exclusive, limited definition of “Us”. Define purpose in terms of the self-interest of his or her own group. Cannot or will not deal with issues decisions or conflicts the cross boundaries Is productive and effective only on home turf.

33. THE MEDIATOR

34. THE MEDIATOR The conventional use of the term mediator refers to a person who serves as an intermediary to reconcile differences, particularly in political and military conflicts. Today the meaning of the term has exploded beyond its original use. If we reach past the headlines, we will encounter another, much wider dimension of mediation.

35. THE MEDIATOR " My hunger for the freedom of my own people became a hunger for the freedom of all people. . .I knew as well as I knew anything that the oppressor must be liberated just as surely as the oppressed. A man who takes away(another) man's freedom is a prisoner of hatred and locked behind the bars of his prejudice. . . Both are robbed of their humanity. When I walked out of prison, that was my mission: to liberate the oppressed and the oppressor both" --Nelson Mandela

36. THE MEDIATOR Strives to act on behalf of the whole, not just a part Thinks systemically and is committed to ongoing learning Builds trust by building bridges across the dividing lines Seeks innovation and opportunity in order to transform conflict

37. EIGHT TOOLS OF THE MEDIATOR AS A MANAGER

38. INTEGRAL VISION SYSTEMS THINKING PRESENCE INQUIRY EIGHT TOOLS

39. CONCIOUS CONVERSATION DIALOUGE BRIDIGING INNOVATION EIGHT TOOLS

40. INTEGRAL VISION Definition “Committing ourselves to holding all side of the conflict, in all their complexity, in our minds and hearts”

41. INTEGRAL VISION Background Nadal al- Nashif, Arab woman, UNDP Country Director. Posted at Baghdad. On Aug 19,2003,a bomb exploded just outside UN offices. Injured. Surgery in Us Army Hospital, then evacuated to Amman, Jordan for more surgery.

42. INTEGRAL VISION Background Finally, after months of convalescence, returned to a desk at UN headquarters in New York. Commendable level dedication determination and hope. She was dedicated to bring peace and prosperity to the Arab world.

43. INTEGRAL VISION Background Despite her loss of innocence, she continued to hold fast to her vision. Nada was “torn by competing impulses” because she was, to the best of extraordinary skills holding the whole. UN strategy committed herself to identifying with all the constituencies.

44. INTEGRAL VISION Background INTEGRAL VISION IS WHERE IT ALL BEGINS The challenge is to recognize that while each of us reside in a “part”, we can nevertheless seek to identify with the whole.

45. INTEGRAL VISION “In this transformational age, we learn to adjust our vision in order to see the whole the way our predecessors in the previous eras saw the part”

46. INTEGRAL VISION Background Community leaders can come to see the whole community. Corporate leaders can come to see the whole social and ecological context. National leaders can come to see their whole nation. Global leaders can see the whole world. “It means including and transcending different viewpoints”.

47. INTEGRAL VISION Application: Wrestling with the Big Picture Power of an Integral Vision beautifully articulated, has following principles. Faced with silence and secrecy: do everything publicly. Faced with fear: be sincere and dialogue. Faced with violence: talk and negotiate and everyone. Faced with exclusion: find support in others

48. INTEGRAL VISION Tips Check your vision Don't replace one border with another Watch your language Go to balcony Develop maturity of mind Learn to see through wall.