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Mediation Solutions:
Framing Dialogues

"Evaluation helps investors build a bridge between intuitive knowing and decision making. 'Blind spots' can be pointed out to highlight biases in investment decision making. Structured investigation of the symptoms and causes of executive performance incre ases the investor's scope of control."

Duncan Chapple

Organisations by definition are made up internally of competing perspectives, interests and goals. Operational, strategic and financial issues are constantly negotiated - so much so, that often employees find negotiations with external partners and clients easier than negotiations between internal departments. The more established the organisation, the more often patterns and habits form, based on internal politics, personalities and dynamics.


Left to themselves, these negotiations often lead to escalating conflicts, which put at risk the success of the organisation. With constantly evolving business imperatives and pressure from competiton, time and energy lost in internal conflict and negotiations can have serious consequences.


But to what extent are employees equipped and trained to handle such situations? What is the best process for bringing the concerned parties to the table, and how should the dialogue be framed?


Independent and experienced mediation experts from Human-Equity answer these questions, for consitently successful outcomes.


Benefits of Human-Equity’s Mediation Service:
Internal Negotiations in Context: Non-Linear and Complex Environments

Human-Equity’s organisational diagnostic framework is based on 8 years of case study research, and a recognition that organisations are defined by a continuous negotiation between competing layers of archetypes. Critical to building mediation solutions, is putting each person's perspective into context. Below is an ‘developmental’ overview of behavioural and operational archetypes, which provide an appreciation of the dialectic of perspectives. These dialectical perspectives are essential for the operation of organisations, despite the tensions that are created. The danger is attempting to homogenise perspectives, and render the organisation ineffective.

Stage* Individual Lifecycle Type Sector Department Ownership
Strategist Tolerance of ambiguities, knowledge of assumptions Adaptation,
rebuilding,
amending
Flexible Agents, Lattice of Business Units Consulting Agents,
Autonomous
Teams
Hybrid
Achiever Informational, sharing, caring Maturation, consolidation of success Consensus Care/health, Education HR Co-operative
Expert Rational, tasks, expert, efficiency. Scales of Economy, Expansion. Task, Market, Matrix Finance, industrial, multi-national Accounts Public-quoted, external investors
Diplomat Conforming, tradition, protocol, political Formalisation of Identity, incorporation Hierarchy, Power, Bureaucracy, Military Architects, Legal, Politics
Production Partnership
Opportunist Power, action, position, egocentric Start-up Adhocracy,
Atomistic
Franchises
Sales Team
Executor Experimenting, impulse, emotion Entrepreneur,
Formation
Clan, Role Family Business Customer Support Dept. Independent
Player Instinct, pre-egoic,
sensation
Individual Conceptual Performance Arts Creative Sole Owner
* Developmental psychology stages from Loevinger, Cook-Greuter (Havard), Torbert (Boston College) and Spiral Dynamics. Based on over 8000 research cases. Applied to collectives by Human-Equity Ltd.