1995
DOI: 10.1177/0002716295542001011
|View full text |Cite
|
Sign up to set email alerts
|

Constraints on Third Party Flexibility

Abstract: The article uses two very different examples of third party mediation to illustrate the argument that intermediary flexibility has two aspects: freedom from constraint and capacity to undertake an influential interventive role by carrying out a variety of important functions. It concludes that both aspects are important for the success of mediation initiatives—although each confers very different advantages on particular mediator types and circumstances—and that the constituencies of other types of mediators n… Show more

Help me understand this report

Search citation statements

Order By: Relevance

Paper Sections

Select...
1

Citation Types

0
1
0

Year Published

2003
2003
2021
2021

Publication Types

Select...
4
2

Relationship

0
6

Authors

Journals

citations
Cited by 8 publications
(1 citation statement)
references
References 4 publications
0
1
0
Order By: Relevance
“…On the other hand, mediation requires independence not only to facilitate early intervention by the mediator but also to allow him or her to respond quickly to rapidly changing events. To take advantage of what may be a suddenly emerging set of opportunities because the balance of forces has changed on the ground, mediators have to act quickly and to demonstrate flexibility (Mitchell and Botes 1995). If mediators and their backup teams are hamstrung by superiors and work in an organizational environment or institutional setting that stifles initiative and creativity, their efforts will be suboptimal and parties will either turn to others who have a proven track record, or, in the worst case scenario will turn away from even considering political solutions.…”
Section: Operational Readinessmentioning
confidence: 99%
“…On the other hand, mediation requires independence not only to facilitate early intervention by the mediator but also to allow him or her to respond quickly to rapidly changing events. To take advantage of what may be a suddenly emerging set of opportunities because the balance of forces has changed on the ground, mediators have to act quickly and to demonstrate flexibility (Mitchell and Botes 1995). If mediators and their backup teams are hamstrung by superiors and work in an organizational environment or institutional setting that stifles initiative and creativity, their efforts will be suboptimal and parties will either turn to others who have a proven track record, or, in the worst case scenario will turn away from even considering political solutions.…”
Section: Operational Readinessmentioning
confidence: 99%