2. SYSTEMS THINKINGSYSTEMS THINKING
DefinitionDefinition
“IdentifyingIdentifying all (or as many as possible of theall (or as many as possible of the
conflict and understanding theconflict and understanding the relationshiprelationship
between them.”between them.”

3. SYSTEMS THINKINGSYSTEMS THINKING
Background: Drawing Better BoundariesBackground: Drawing Better Boundaries
Where do you define the boundaries of the system ofWhere do you define the boundaries of the system of
which you are a part? This is one of the mostwhich you are a part? This is one of the most
critical questions of leadership todaycritical questions of leadership today
-Ronald Heifetz,JFK School Of Goverment,-Ronald Heifetz,JFK School Of Goverment,
Havard UniversityHavard University
I think our very survival depends on our being betterI think our very survival depends on our being better
systems thinker”systems thinker”
-Margaret Wheatly, Leadership and the New Science-Margaret Wheatly, Leadership and the New Science

4. SYSTEMS THINKINGSYSTEMS THINKING
Background: Drawing better boundariesBackground: Drawing better boundaries
“Current Leadership is Leading different sectorsCurrent Leadership is Leading different sectors
apart from each other”apart from each other”
- Daisy Ncube-Gwanda- Daisy Ncube-Gwanda
Politics has political leaders. The economy orPolitics has political leaders. The economy or
the business sector has its own leaders.the business sector has its own leaders.
Commercial farmers have leaders. Academics,Commercial farmers have leaders. Academics,
researchers, NGOs, etc. have their own leaders.researchers, NGOs, etc. have their own leaders.

5. SYSTEMS THINKINGSYSTEMS THINKING
Background: Drawing better boundariesBackground: Drawing better boundaries
Each of the sectors has different goals. Others -Each of the sectors has different goals. Others -
the politicians - wants voters and followers.the politicians - wants voters and followers.
Business people want to make profit and they wantBusiness people want to make profit and they want
us as their market and workers. Commercialus as their market and workers. Commercial
farmers want us as farm workers and at theirfarmers want us as farm workers and at their
market. The churches and NGOs want us in theirmarket. The churches and NGOs want us in their
membership and as project holders.membership and as project holders.

6. SYSTEMS THINKINGSYSTEMS THINKING
Background- Drawing Better BoundariesBackground- Drawing Better Boundaries
All these leaders want us to follow them. As aAll these leaders want us to follow them. As a
result of this fragmented leadership the world isresult of this fragmented leadership the world is
growing apart behind them as leaders. Jealousiesgrowing apart behind them as leaders. Jealousies
and tensions grow, and then conflicts and fightsand tensions grow, and then conflicts and fights
over resources and territories.over resources and territories.
We are tired of being led apartWe are tired of being led apart
Selecting "better boundaries" means learning toSelecting "better boundaries" means learning to
think - and to lead- systemically- that is, notthink - and to lead- systemically- that is, not
limited to boundaries, borders or cultural andlimited to boundaries, borders or cultural and
personal "blind spots."personal "blind spots."

7. SYSTEMS THINKINGSYSTEMS THINKING
Applications: We are “all connected now”Applications: We are “all connected now”
The properties of the parts can be understoodThe properties of the parts can be understood
only from the dynamics of the wholeonly from the dynamics of the whole
Ultimately there are no parts at allUltimately there are no parts at all
What we call a part is merely a pattern in anWhat we call a part is merely a pattern in an
inseparable web of relationshipsinseparable web of relationships

8. SYSTEMS THINKINGSYSTEMS THINKING
TipsTips
Keep it simpleKeep it simple
Think systematically about your roleThink systematically about your role
View yourself and your organization from “outsideView yourself and your organization from “outside
the box”the box”
Practice asking,” And then what?”Practice asking,” And then what?”
Think twice before you call someone as “enemyThink twice before you call someone as “enemy

9. PRESENCEPRESENCE
DefinitionDefinition
“ApplyingApplying all our mental, emotional andall our mental, emotional and
spiritual resource tospiritual resource to witnessingwitnessing ourselves andourselves and
the conflict to which we are now a part.”the conflict to which we are now a part.”

10. PRESENCEPRESENCE
Background: Becoming AwakeBackground: Becoming Awake
Most of us are stuck, to varying degrees in less-Most of us are stuck, to varying degrees in less-
than present behaviors.than present behaviors.
Being "awake is an excellent, down to earth way ofBeing "awake is an excellent, down to earth way of
describing the quality of presence that we need whendescribing the quality of presence that we need when
dealing with a conflict.dealing with a conflict.

11. PRESENCEPRESENCE
Background: Becoming AwakeBackground: Becoming Awake
It is less about what the Mediators know orIt is less about what the Mediators know or
can do than about who they are.can do than about who they are.
Describing the experience of presence is likeDescribing the experience of presence is like
commenting on the taste of wine: words arecommenting on the taste of wine: words are
inadequate; you still need to taste it.inadequate; you still need to taste it.

12. PRESENCEPRESENCE
Applications: Are You Present Right Now?Applications: Are You Present Right Now?
““The more faithfully you listen to the voice withinThe more faithfully you listen to the voice within
you, the better you will hear what is soundingyou, the better you will hear what is sounding
outside.”outside.”
--Dag Hammarskjold, former UN secretary-generaDag Hammarskjold, former UN secretary-generall
Being present in both time and space.Being present in both time and space.

13. PRESENCEPRESENCE
TipsTips
Find your own pathFind your own path
Practice a reliable witnessPractice a reliable witness
Be present even in the face of fearBe present even in the face of fear
Pay attention to energyPay attention to energy

14. PRESENCEPRESENCE
TipsTips
Clarify your motivationClarify your motivation
Promote presence in meetingsPromote presence in meetings
Cultivate quite patienceCultivate quite patience

15. INQUIRYINQUIRY
DefinitionDefinition
“Asking questionsAsking questions that unlock essential andthat unlock essential and
spiritual resources to witnessing ourselvesspiritual resources to witnessing ourselves
and the conflict to whichand the conflict to which we are now awe are now a
part.”part.”

16. INQUIRYINQUIRY
Background: The Power of QuestionsBackground: The Power of Questions
What else can we learn about this situation?What else can we learn about this situation?
Is there some useful, perhaps vital, information thatIs there some useful, perhaps vital, information that
I lack?I lack?
Do I truly understand the way others see theDo I truly understand the way others see the
situation?situation?

17. INQUIRYINQUIRY
Background: The Power of QuestionsBackground: The Power of Questions
Should I consult with others before IShould I consult with others before I
intervene?intervene?
Inquiry deficit.Inquiry deficit.

18. INQUIRYINQUIRY
Applications: Building an "InfrastructureApplications: Building an "Infrastructure
for Learning"for Learning"
Mohd Yunus - the story of Bangladesh'sMohd Yunus - the story of Bangladesh's
Grameen BankGrameen Bank

19. INQUIRYINQUIRY
TipsTips
Make your question countMake your question count
Remember the interrogation in not inquiryRemember the interrogation in not inquiry
Lean your question towards the lightLean your question towards the light
Instead of blaming, try listening more deeplyInstead of blaming, try listening more deeply

20. INQUIRYINQUIRY
TipsTips
Practice inquiry especially with those you hate -Practice inquiry especially with those you hate -
and love.and love.
Take a simple listening test.Take a simple listening test.
Learn from the master mediators.Learn from the master mediators.
Listen particularly to those who have no voice.Listen particularly to those who have no voice.

21. CONCIOUS CONVERSATIONCONCIOUS CONVERSATION
DefinitionDefinition
““DevelopingDeveloping our awareness of the fullour awareness of the full
range of choicesrange of choices about how weabout how we speakspeak andand
listenlisten ““

22. CONCIOUS CONVERSATIONCONCIOUS CONVERSATION
Background:Choosing How we Talk and ListenBackground:Choosing How we Talk and Listen
We have a choice between how we speak and listen.We have a choice between how we speak and listen.
Most of the time, conversation turns ratherMost of the time, conversation turns rather
arbitrarily and unconsciously.arbitrarily and unconsciously.
What distinguishes conscious conversation from mereWhat distinguishes conscious conversation from mere
communication is that we are mindful of how, at thatcommunication is that we are mindful of how, at that
moment, we are choosing to speak and listen.moment, we are choosing to speak and listen.

23. CONCIOUS CONVERSATIONCONCIOUS CONVERSATION
Application: The Freedom of ConversationApplication: The Freedom of Conversation
If we want to change the world, we have to changeIf we want to change the world, we have to change
ourselves- including how we talk and listenourselves- including how we talk and listen
Ground rules with the objective to create a safeGround rules with the objective to create a safe
environment for open conversation are Respect,environment for open conversation are Respect,
Fairness, Listening, Openness, Privacy andFairness, Listening, Openness, Privacy and
CommitmentCommitment
Range of discourse of the Mediator is starting withRange of discourse of the Mediator is starting with
Debate, Presentation/Q&A, Discussion, Negotiation-Debate, Presentation/Q&A, Discussion, Negotiation-
Interest-based and Position-based, Council,Interest-based and Position-based, Council,
Dialogue- Transformational/ Inquiry-oriented andDialogue- Transformational/ Inquiry-oriented and
Reflective silence.Reflective silence.

24. CONCIOUS CONVERSATIONCONCIOUS CONVERSATION
TipsTips
Go beyond Robert's RulesGo beyond Robert's Rules
Set ground rules before you need themSet ground rules before you need them
Make rules that everyone ownsMake rules that everyone owns
Let go of winning argumentsLet go of winning arguments
Replace abstractions with relationshipsReplace abstractions with relationships
Get out of your comfort zoneGet out of your comfort zone

25. DIALOUGEDIALOUGE
DefinitionDefinition
“Communicating in order toCommunicating in order to catalyzecatalyze thethe
human capacity forhuman capacity for bridgingbridging andand
innovationinnovation.”.”

26. DIALOUGEDIALOUGE
Background: Moving Beyond Either – OrBackground: Moving Beyond Either – Or
Yearning is for deep, honest, inclusive andYearning is for deep, honest, inclusive and
respectful dialogue.respectful dialogue.
Dialogue is designed for situations in which peopleDialogue is designed for situations in which people
have fundamentally different frames of reference.have fundamentally different frames of reference.
Different frames of reference – World views,Different frames of reference – World views,
belief systems, mind-sets or "mental models."belief systems, mind-sets or "mental models."

27. DIALOUGEDIALOUGE
Background: Moving Beyond Either – OrBackground: Moving Beyond Either – Or
Dialogue is a way of conversing thatDialogue is a way of conversing that
Enables wide range of feelings to be expressed thanEnables wide range of feelings to be expressed than
in debate.in debate.
Inspires more honesty and forthrightness than otherInspires more honesty and forthrightness than other
methods.methods.

28. DIALOUGEDIALOUGE
Background: Moving Beyond Either – OrBackground: Moving Beyond Either – Or
Avoids superficial forced compromisesAvoids superficial forced compromises
Generates learning, new options and innovations.Generates learning, new options and innovations.
Seeker deeper truth in each perspective.Seeker deeper truth in each perspective.

29. DIALOUGEDIALOUGE
Applications: Crossing the Threshold ofApplications: Crossing the Threshold of
HopeHope
The level of mistrust prevents gettingThe level of mistrust prevents getting
necessary work done.necessary work done.
Fundamentally different frameworks areFundamentally different frameworks are
causing chronic misunderstanding.causing chronic misunderstanding.
Changes need to be made throughoutChanges need to be made throughout
the organization or a community.the organization or a community.

30. DIALOUGEDIALOUGE
Applications: Crossing the Threshold ofApplications: Crossing the Threshold of
HopeHope
A new strategy or project requires buildingA new strategy or project requires building
shared ownership and commitment.shared ownership and commitment.
You and your colleagues are recovering from aYou and your colleagues are recovering from a
crisis.crisis.

31. DIALOUGEDIALOUGE
Applications: Crossing the Threshold ofApplications: Crossing the Threshold of
HopeHope
"Dialogue is not about the physical act of talking"Dialogue is not about the physical act of talking
at all, it is about minds unfolding."at all, it is about minds unfolding."

32. DIALOGUEDIALOGUE
TipsTips
Seek the ripple effectSeek the ripple effect
Uncover assumptionsUncover assumptions
Make hidden agendas visibleMake hidden agendas visible
Equalize power relationshipsEqualize power relationships

33. DIALOGUEDIALOGUE
TipsTips
When necessary, combine dialogue with actionWhen necessary, combine dialogue with action
When trust is low, rebuilt itWhen trust is low, rebuilt it
Challenge arrogance with dialogueChallenge arrogance with dialogue
Use respect to dissolve stereotypes.Use respect to dissolve stereotypes.

34. BRIDGINGBRIDGING
DefinitionDefinition
“BuildingBuilding actual partnershipsactual partnerships andand alliancesalliances thatthat
cross the borders that divide and or across the borders that divide and or a
community.”community.”

35. BRIDGINGBRIDGING
Background: From "Them" and "Us" to "We"Background: From "Them" and "Us" to "We"
Generating new information that re frames theGenerating new information that re frames the
conflict more constructively.conflict more constructively.
Forging a new integration that creatively synthesizesForging a new integration that creatively synthesizes
two or more positions.two or more positions.

36. BRIDGINGBRIDGING
Background: From "Them" and "Us" to "We"Background: From "Them" and "Us" to "We"
Launching a joint inquiry that finds a previouslyLaunching a joint inquiry that finds a previously
uncharted path through conflictuncharted path through conflict
In the bridging process, the critical word is we.In the bridging process, the critical word is we.
Some aspect of the 'them" and "us" in the conflictSome aspect of the 'them" and "us" in the conflict
must be transformed into a credible and durable "we"must be transformed into a credible and durable "we"

37. BRIDGINGBRIDGING
Applications: The CEO of the Future Is aApplications: The CEO of the Future Is a
TeamTeam
Leaders who are Mediators will outperform those whoLeaders who are Mediators will outperform those who
aren't because they know how to build thearen't because they know how to build the
partnerships and alliances that are key to enduringpartnerships and alliances that are key to enduring
success.success.
Three characteristics--- equity, transparency andThree characteristics--- equity, transparency and
mutual benefit-- tremendously increase the chancemutual benefit-- tremendously increase the chance
that bridging relationships that would lead tothat bridging relationships that would lead to
innovation.innovation.

38. BRIDGINGBRIDGING
TipsTips
Build bridges one step at a time.Build bridges one step at a time.
Bridge idealism and practicality.Bridge idealism and practicality.
Build from the middle not only on top.Build from the middle not only on top.
Think like a minority.Think like a minority.

39. BRIDGINGBRIDGING
TipsTips
Raise the level of the gameRaise the level of the game
Learn bridging by doing itLearn bridging by doing it
Think in terms of webs, not wallThink in terms of webs, not wall

40. INNOVATIONINNOVATION
DefinitionDefinition
““CatalyzingCatalyzing social or entrepreneurial breakthroughssocial or entrepreneurial breakthroughs
thatthat foster new optionsfoster new options for moving throughfor moving through
conflicts”conflicts”

41. INNOVATIONINNOVATION
Background: From "Good Idea" to Real ChangeBackground: From "Good Idea" to Real Change
Innovation is more than a toolInnovation is more than a tool
Innovation, a potential breakthrough, emerges fromInnovation, a potential breakthrough, emerges from
carefully and creative applying all the seven precedingcarefully and creative applying all the seven preceding
tools.tools.
Innovators are bridging between otherwise separate,Innovators are bridging between otherwise separate,
insulated worlds in order to create breakthroughinsulated worlds in order to create breakthrough
innovations.innovations.

42. INNOVATIONINNOVATION
Background: From "Good Idea" to RealBackground: From "Good Idea" to Real
ChangeChange
To become innovation, something must changeTo become innovation, something must change
the way people in a conflict situation think andthe way people in a conflict situation think and
act.act.
It must make a difference in their lives.It must make a difference in their lives.
Innovative idea,plan or process must beInnovative idea,plan or process must be
adopted by those who are driving the conflict.adopted by those who are driving the conflict.

43. INNOVATIONINNOVATION
Applications: Inspiring the System toApplications: Inspiring the System to
ChangeChange
Develop New, More Reliable InformationDevelop New, More Reliable Information
Coordinate a Joint InquiryCoordinate a Joint Inquiry
Integrate Compete ApproachesIntegrate Compete Approaches
Create Bridging OrganizationsCreate Bridging Organizations

44. INNOVATIONINNOVATION
Applications: Inspiring the System toApplications: Inspiring the System to
ChangeChange
Launch Collaborative ProjectsLaunch Collaborative Projects
Design Better Contracts, Agreements andDesign Better Contracts, Agreements and
LegislationLegislation
Renew Atrophying InstitutionsRenew Atrophying Institutions
Change the GameChange the Game

45. INNOVATIONINNOVATION
TipsTips
Don't seek the limelight.Don't seek the limelight.
Practice collaboration as well as preach it.Practice collaboration as well as preach it.
Emphasize co-leaders and teams rather thanEmphasize co-leaders and teams rather than
individuals.individuals.
Fix the process, not just the problem.Fix the process, not just the problem.
Ensure that rules are fair.Ensure that rules are fair.
Learn to dance.Learn to dance.

46. Learnings for Transformational ChangeLearnings for Transformational Change
Raising a Conflict- Literate Generation.Raising a Conflict- Literate Generation.
Learning How to Turn Conflict into an AssetLearning How to Turn Conflict into an Asset
Teaching About Other WorldviewsTeaching About Other Worldviews
Designing Public Spaces for DialogueDesigning Public Spaces for Dialogue
Expanding the News Media's RepertoireExpanding the News Media's Repertoire

47. Learnings for Transformational ChangeLearnings for Transformational Change
Using Mediator's Tools in Public ForumsUsing Mediator's Tools in Public Forums
Running Healthier Political CampaignsRunning Healthier Political Campaigns
Creating a Legislative Office for FacilitationCreating a Legislative Office for Facilitation
Forming Mediation Teams for ConflictsForming Mediation Teams for Conflicts
Creating a UN Inquiry CouncilCreating a UN Inquiry Council
Working Together for a Sustainable, EquitableWorking Together for a Sustainable, Equitable
FutureFuture

48. When Conflict Erupts- Guidelines in TimesWhen Conflict Erupts- Guidelines in Times
of Crisisof Crisis
Make time for allyMake time for ally
Breathe- and protect yourselfBreathe- and protect yourself
Determine your goal and focus on itDetermine your goal and focus on it
Speak who is presentSpeak who is present
Avoid name calling and blamingAvoid name calling and blaming

49. When Conflict Erupts- Guidelines inWhen Conflict Erupts- Guidelines in
Times of CrisisTimes of Crisis
Beware of self-righteousnessBeware of self-righteousness
Keep you shadow in front of youKeep you shadow in front of you
Listen to everything, but respond selectivelyListen to everything, but respond selectively
First inquire, then fireFirst inquire, then fire
Consider calling a third sideConsider calling a third side

50. When Conflict Erupts- Guidelines inWhen Conflict Erupts- Guidelines in
Times of CrisisTimes of Crisis
Take stock before you take sidesTake stock before you take sides
Listen more, speak lessListen more, speak less
Learn your adversary's "language"Learn your adversary's "language"
Let you adversary know youLet you adversary know you
Observe the sacred rulesObserve the sacred rules

51. CONCLUSIONCONCLUSION
To transform these conflicts into opportunities,To transform these conflicts into opportunities,
all that is needed is people like you and me, whoall that is needed is people like you and me, who
are willing to become Mediators.are willing to become Mediators.
Nothing that we do matters more than leadingNothing that we do matters more than leading
through the conflicts of our time towards athrough the conflicts of our time towards a
human future that truly honors the magnificenthuman future that truly honors the magnificent
creation to which we all belong.creation to which we all belong.

52. THANK YOU!!!THANK YOU!!!