Originally from Journal of American Arbitration (JAA)

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I. INTRODUCTION 

II. THE MEDIATOR DOES WHAT SHE CAN:  SKILLS 

A. Manage the Startup 

B. Gather and Comprehend Facts 

C. Understand Underlying Positions and Interests 

D. Express Empathy Verbally 

E. Empress Empathy Nonverbally

F. Convey Impartiality 

G. Manage the Personalities 

H. Assist the Parties in Generating Options

I. Generate Options 

J. Assist the Parties in Generating Agreements 

K. Generate Agreements 

L. Move the Parties toward an Improved Relationship 

M. Manage the Interaction and Conclusion 

III. THE MEDIATOR DOES WHAT SHE WANTS:  INTENT 

IV. THE MEDIATOR DOES WHAT SHE MUST:  BIAS 

A. Personal Bias 

B. Situational Bias 

C. Structural Bias 

1. While Joint Gains Are Likely, the Weaker Party Gains  Disproportionately 

2. The Diverse Factions Constituting Each Party Are Not All  Treated Equally 

3. In Conflicts of Interest between a Negotiator and His    Principals, Mediation Gives the Negotiator an Advantage 

4. The First Possible Agreement Is Not Always the Best Possible  Agreement 

5. Mediation Can Actually Abet Bad-Faith Bargaining 

V. CONCLUSION