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From YouTube: Third Graviton Training Module 2: Gravity Deep Dive
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A
And
thanks
everyone
for
joining.
Today,
we
are
in
the
fifth
session
of
this
third
graviton
training.
I
hope
you
liked
the
progress
we
have
done
so
far
and
also
for
today,
I
am
going
to
make
a
quick
check-in
and
that
we
can
answer
in
the
chat
and
it's
in
one
word.
A
A
Okay,
hello,
lean,
hello,
Dunya,
hello,
Nicola,
hello,
Bianca,
hello,
everyone
I
am
going
to
wait,
two
more
minutes
and
start
my
presentation
today.
We're
gonna
have
two
moments
of
this
in
in
this
call,
the
first
of
the
moment
is
going
to
be
me
explaining
a
little
bit
of
what
we
call
the
graviton
guide.
That
is
a
tool
for
everyone
who
wants
to
mediate
in
a
conflict
that
they
can
have
some
steps
of
how
to
do
that
process.
A
A
A
These
slides
with
all
of
you,
because
for
me
this
is
a
tool
that
can
be
used
by
anyone
and
also
at
something
I
want
to
be
like
a
point
of
reference
in
the
web
3
space.
So
it's
like
it's
open
source.
You
can
Fork
it.
You
can
change
it.
You
can
do
whatever
you
want
with
this,
but
it's
I
am
giving
this
to
the
space
so
well.
We're
going
to
talk
today
about
this
guide
of
a
step-by-step
guide
for
mediation
in
the
house
and
I
am
going
to
start
my
presentation.
A
So,
first
of
all,
why
are
we
having
this
this?
This
guide
is
because
we
understand
that
this
normal
to
have
conflict
in
in
human
organizations,
and
we
want
doubts
and
people
participating
in
those
who
have
the
basic
skills
to
deal
with
confidence,
and
for
this
we
need
a
certain
ethical
standards
regarding
mediation,
and
some
of
those
ethical
standards
are
that
all
members
in
in
the
gravity
group
and
its
cases
participate
without
coercion
from
any
actor.
A
Also,
we
need
a
self-determination
and
it's
that
the
graviton
can
lead
the
conflict
management
process,
but
cannot
influence
on
the
possible
on
the
potential
agreement
or
the
specific
outcomes
of
a
dispute,
because
we
are
only
mediators
also,
the
gratons
should
recognize
when
they
don't
feel
capable
of
facilitating
a
conversation
for
any
possible
recent
personal
professional.
A
Also,
the
graviton
should
State
competence
regarding
the
topics
that
are
being
handled
and
if
the
graviton
is
not
so
much
competent
in
any
of
in
some
of
the
topics,
because
we
are
a
community
of
experts,
we
can
call
help
for
subject
matter.
Experts,
foreign.
A
Some
of
the
other
ethical
standards
are
confidentiality,
and
this
is
really
important
and
is
that
information
related
to
the
processes
of
mediation
should
be
handled
privately
and
only
strategically
shared
with
with
the
agreement
of
the
parties,
and
this
is
really
important
because
we
handled
some
sensitive
information
and
the
ethical
use
of
that
information
is
a
a
really
important
principle
of
the
fact
of
of
being
a
third
party,
also
impartiality
and
neutrality,
and
instead
should
accept
the
different
points
of
view
with
freedom
from
prioritism,
and
also
that
the
graviton
and
the
mediator
assumes
a
professional
responsibility.
A
This
is
not
only
a
thing
that
can
be
taken
lightly.
We
are
dealing
with
people,
we
are
dealing
with
feelings,
we
are
dealing
with
needs
and
when
we
are
mediating,
we
should
assume
this
as
a
professional
responsibility,
with
diplomacy
and
prudence,
and
also
with
Foster
rotation,
and
is
that
new
tradings
as
this
one
and
selection
processes
will
be
run
to
encourage
member
members
to
become
part
of
the
gravity
team
and
we
promote
rotation
in
the
roles
and
management
of
the
cases
to
avoid
accumulation
of
power.
A
So
I
welcome
all
the
people
that
just
entered.
We
are
talking
about
the
ethical
standards
for
mediators,
and
now
this
is
the
the
question
that
Contessa
made
at
the
start
and
is
what
happens
after
we
finish
this
training.
We
are
here
on
stage
one
and
we
are
getting
the
training.
Then,
when
you
finish
this
training,
you
can
gain
experience
and
contribute
how
you
can
gain
experience
either
leading
some
of
our
educational
activities,
because
we
always
have
practice
groups
we
always
have
role
plays
we'll
always
have
book
clubs.
A
We
have
several
education
activities
and
also
contribute
to
to
our
activities,
and
when
you
feel
that
you
are
ready,
you
can
become
an
active
graviton
and
manage
conflict
in
your
community
or
be
listed
in
the
list
of
gravitons
that
we
have
and
maybe
be
selected
for
a
random
conflict
that
we
received
from
our
inputs
mechanisms.
A
So
some
of
the
expectations
of
this
training
I
think
I,
already
explained
this
in
the
first
session,
but
is
that
gravity
shall
be
able
to
make
an
effort
to
be
present
and
accessible
to
the
to
their
Community,
bringing
High
bikes
and
improving
relationships.
Relatives
shall
be
able
to
separate
people
from
problems.
This
is
Key
Making
parties
identify
with
themselves
and
the
other
as
equals,
run.
That's
centering
on
their
own
conflicting
thoughts,
feelings,
self-determinate
for
our
bodies
and
recognize
Key.
A
Management
points
promote
empathy
between
conflicting
parties
with
emotional
intelligence,
adapt
their
mindset
for
tolerance
to
conflictive
situations,
keeping
calm
and
diplomacy
to
stand
as
an
independent
third
party
and
propose
alternatives
to
deal
with
paradoxes.
While
looking
for
backup
assistance,
an
attraction
of
opposites
also
act
according
to
institutional
regulations,
while
implementing
actions
to
frame
unwanted
Behavior
within
rules
and
boundaries,
and
here
are
the
steps
that
we
follow
for
our
alternative
dispute
resolution
process.
A
It's
a
four-step
process,
the
first
one
is
where
one
or
more
of
the
bodies
to
a
dispute
approach,
gravity
and
request
support.
This
is
what
we
call
identification
of
cases
and
referral
of
disputes
by
parties.
A
Then,
when,
when
there's
an
identified
case,
we
move
to
the
Second
Step,
that
is
the
screening
of
the
dispute
and
invitation
to
attend
a
mediation.
A
The
parties
provide
the
gravitons
all
the
relevant
information
of
the
dispute
and
are
invited
to
participate
in
a
mediation
process
that
requires
that
their
Good
Will
and
involves
a
meaningful
communication
process
with
caucuses
and
join
meetings.
A
A
We
keep
a
copy
of
internal
forms
for
evidence
and
registry
and
then
the
fourth
step
is
that
we
act
as
a
witness
and
facilitator
of
the
settlement
of
the
dispute
and
keep
track
of
the
agreements.
But
each
part
acquires
responsibility
as
a
series
with
associated
with
the
implementation
of
of
the.
A
If
they
should
persist,
it
can
scale
to
a
dispute
resolution
mechanisms
for
arbitration
or
litigation.
So
basically,
this
is
a
fourth
four
step,
four
step
process,
and
what
is
the
first
thing
that
we
do
when
we
are
talking
with
someone
who
is
involved
in
a
conflictive
situation?
This
is
something
that
will
touch
on
some
of
the
topics
that
we
have
already
talked
about,
like
non-violent
communication
like
trauma,
informed
culture
and
like
unified
thinking,
because
empathy
is
the
key
to
be
a
good
facilitator.
A
When
you
have
empathy,
you
can
separate
people
from
the
problem.
You
can
listen
deeply
to
what
the
other
person
is
saying.
A
A
Empathy
brings
us
together
and
helps
us
to
take
rational,
specific
decisions,
because
individuals
who
feel
underappreciated
or
ignored
are
more
prone
to
fall
in
irrationality
just
to
defend
themselves,
and
this
is
something
that
we
saw
in
Morgan's
presentation
where
trauma
can
be
created
by
a
shop
when
it's
too
much
too
fast
or
when
it's
too
little
too
long,
and
when
we
can,
when
we,
when
we
get
overwhelmed,
our
body
can
trigger
distinctive
reactions
of
fly,
fight,
Freeze
or
phone.
So
basically,
this.
A
This
also
relates
to
this
psychological
principle
that
is
called
the
window
of
Tolerance,
and
is
that
we
have
three
ways
of
operating
one
when
when
we
are
hyper
aroused
when
we
fight
or
flight
and
there's
an
emotional
reactivity
or
a
hyper
aroused
state
where
we
have
a
first
response,
a
lethargic,
a
low
energy
allegation
of
the
situation.
A
So
one
of
the
first
things
that
you
should
do
as
a
mediator
when
talking
with
someone
who
is
in
a
conflictive
situation,
is
first
trying
to
identify
if
they
are
in
a
hyper
route
state
or
in
a
high
bar
House
State,
to
try
to
bring
them
to
their
optimal
arousal.
Zone
and
to
their
optimal
level
of
functioning,
where
they
can
talk
about
their
situation
without
triggering
being
triggered
by
by
their
feelings
and
when
they
can
also
be
engaged,
but
also
where
they
can
have
a
a
good
management
of
their
emotions.
A
So
one
of
the
first
actions
from
a
mediator
is
to
build
confidence
to
allow
expression
letting
steam
off.
When
someone
is
hyper
aroused
that's
one
of
the
first
things
like
some
when
we
are
hyper
aroused,
we
can
say
things
that
we,
we
really
would
regret
in
the
future.
So
we
are
offering
this
safe
space
for
people
to
let
steam
off
and
then
calm
them
to
come
into
this
optional,
optimal
level
of
functioning
where
they
can
continue
talking
about
about
the
conflict
or
in
a
more
meaningful
way.
A
Also,
the
mediators
should
always
listen
carefully
and
take
notes
should
ask
key
questions.
Identify
feelings,
use
very
careful
language,
not
influence
in
any
particular
idea,
and
just
being
there
to
understand
the
other.
A
So
now
we
move
to
one
of
the
other
topics
we
have
been
talking
about,
and
it's
non-violent
communication
and
sometimes
conflicts
are,
are
caused
because
communication
constraints
appear
and
regularly.
We
can
see
people
talked
talking
with
judgments,
making
interpretations
of
the
situations
saying,
maybe
that
they
know
why
the
other
person
did
something
and-
and
all
that
also
can
reflect
like
a
strategy
and
also
instead
of
making
a
request
demanding
things.
But
we
as
as
mediators
and
trying
to
bring
people
to
their
optimal
arousal
Zone.
A
A
Maybe
we
hear
a
judgment
but
we'd
introduce
that
judgment
into
a
Feeling,
and
maybe
we
then
try
to
understand
what
are
the
needs
behind
those
feelings
so
that
we
can
frame
the
communication
within
a
universal
language.
A
We
also
talked
about
this
last
session,
but
it's
really
important
because
when
you
are
taking
notes
as
a
mediator,
it
it
it's
it.
It's
always
good
to
differentiate
key
aspects
of
the
situations
and
when
you
are
taking
notes.
Also,
first
is
like
making
an
observation
without
evaluation,
then
identifying
and
expressing
the
feelings
of
the
bodies
then
uncover
the
fundamental
needs
that
are
triggering
the
parties
and
trying
to
make
honest
requests
for
what
wouldn't
reach
life
instead
of
making
demands.
A
So
all
of
this
are
things
that
we
have
been
going
through
in
this
in
this
training
and
in
the
past
sessions,
but
also
are
really
essential
parts
of
a
mediation
process
done
within
the
gravity
framework.
A
We
also
have
here
the
liberating
structures
toolbox
that
we
will
be
diving
deeper
into
this
with
Jeremy,
but
basically
these
are
different
tools
and
different,
different
social
dynamics
that
you
can
apply
to
try
to
reach
a
certain
outcome
to
try
to
have
an
intentional
unintentional
action
within
this
Within
These
Dynamics.
A
So
if
you
are
having
a
a
troubling
conflict
or
a
situation
where
you
are
trying
to
to
help,
you
can
see
Within
These
tools,
which
one
could
fit
the
situation
that
that
you
are
trying
to
to
to
to
support
honor
to
map
and
ease
and
the
the
reaching
of
outcomes
and
the
Gathering
of
information.
With
this,
with
this
transformative
actions,
we
also
have
this
framework
for
conflict
analysis
that
we
like
to
call
the
four
piece:
that
is,
people
problem
process
and
possible
solutions.
A
So
we
are,
we
are
identifying
observation,
feelings,
needs
and
requests,
but
also
we
are
identifying
who
are
the
people
who
are
the
actors?
What
is
the
relationship
of
power?
What
are
their
interests?
How?
A
How
is
the
relationship
between
act
between
the
actors?
Also,
we
try
to
frame
what
is
the
context
that
holds
and
gives
a
space
for
the
problem.
What
are
the
phased
arguments?
What
are
the
desperation
scales
reach
of
the
conflict,
and
if
there
is
recognition
and
willingness
to
tackle
the
conflicts
from
the
people,
then
we
we
see
the
process
and
is
what
were
the
triggering
events?
What
were
the
ways
of
fighting?
A
How
has
been
the
management
given?
How
has
been
the
communication
and
the
chronology
of
the
dispute?
When
did
it
start
it?
How
long
have
has
it?
Has
it
been
going
and
yeah
or
trying
to
understand
the
process
that
that
that
is
holding,
and
this
and
and
that
is
feeding
the
conflict?
A
And
then
we
try
to
understand
some
possible
solutions,
I
always
like
the
compared
method
and
instead
sometimes
we
think
that
we
are
facing
a
conflictive
situation
and
that
that
conflicted
situation
has
never
happened
again
or
before,
but
really
we
can
compare
to
other
conflicts
and
there
are
certain
similarities
between
between
some
of
the
of
the
conflictive
situations,
and
we
can
understand
what
happened
in
that
previous
situation
and
also,
how
can
we
learn
from
from
that
past
experience
to
explore
Alternatives
test
the
legitimacy
of
agreements
make
some
planning
and
foreseeing
reaction,
also
understanding
some
follow-up
mechanisms.
A
So
right
now
we
are
I,
am
showing
you
some
of
these
key
aspects
on
the
four
piece.
A
So
what
I
am
trying
to
to
tell
to
you
right
now
is
that
if
you
answer
these
these
these
topics,
you
may
be
able
to
have
a
better
understanding
of
a
conflictive
situation
than
if
you
just
hear
someone
talking,
because
you
you
would
be
differentiating
key
aspects
of
the
conflict
and
when,
when
you
have
this,
this
big
big
understanding
of
the
situation,
you
are
more
able
to
deal
with
it
in
a
in
a
in
an
adversarial
way
and
also
invite
people
to
a
joint
space
building
some
common
ground
where,
with
with
a
with
more
information
than
what
it
it
was
perceived
initially
so
who
are
the
main
secondary
actors?
A
A
What
is
the
scale
status
and
potential
impact
of
the
conflict,
recognition
of
the
conflictive
situation
by
the
parties,
and
he
said
in
this
online
environment?
It's
really
easy
for
things
to
go
public,
but
we
try
to
offer
a
more
private
tackling
of
the
situations,
because
we
we
think,
then
that
when
things
go
public,
everyone
puts
their
hands
on
the
issue,
and
everyone
gives
an
opinion,
but
they
are
not
really
helping
to
the
transform
nation
of
the
situation.
A
So
we
like
to
have
the
management
of
the
conflicts
only
with
the
in
both
parts
and
relevant
people
to
the
conflict.
So
then
we've
for
the
Four
B's
on
the
process.
We
can
Define
what,
where
the
facts
that
have
marked
the
evolution
of
the
conflict,
what
has
been
the
forms
of
the
struggle
and
interaction
with
the
with
the
conflict?
How
is
the
communication
between
actors,
who
are
some
supportive
third
parties?
A
What
has
been
the
the
timeline
and
timing
lapse
of
the
situation,
some
sensitive
topics
and
actions
that
can
trigger
an
escalation
of
the
conflict?
It's
also
good
to
identify
what
can
make
the
conflict
scale
again
so
that
we,
when
we
are
building
this
safe
space,
we
try
to
avoid
that
into
coming
into
the
safe
space
so
that
the
conflict
doesn't
scale
again
and
what
I
said
some
minutes
before
the
comparative
method.
A
And
then,
when
we
are
talking
about
possible
solutions,
it's
always
good
to
have
multiple
answers
and
possible
ways
that
the
conflict
can
unfold.
It's
good
to
get
to
take
into
account
how
to
place
legitimacy
of
the
decisions
and
is
how
to
make
binding
decisions.
A
Some
prospection
of
the
conflict
to
prevent
to
prevent
social
responses
and
see
future
scenarios
things
and
way
to
see.
How
can
we
make
follow-up
for
the
implementation
and
the
mechanisms
to
have
accountability
for
the
responsibility
of
the
party.
A
Okay
and
then
we
like
to
differentiate
whether
short-term
responses
and
long-term
transformative
actions,
short-term
responses
are
immediate
actions
with
a
direct
impact
of
solving
the
dispute
and
long-term
transformative
actions
are
things
that
help
to
prevent
conflict
and
build
trust.
A
So
basically,
this
is
also
the
mediation
flow
that
we
have
and
instead
basically
I
am
going
to
explain
it
really
fast,
and
instead,
if
we
have
the
Good
Will
of
the
parties
to
engage
in
a
meaningful
communicational
process,
we
can
continue
the
mediation
process.
But
if
we
don't
have
the
Goodwill
of
the
parties
to
mediate,
we
cannot.
We
cannot
continue
the
process,
because
this
is
a
voluntary
process
and
we
cannot
impulse
anything.
So
if
people
agree
to
mediate,
then
we
do
this
of
caucuses.
A
A
A
But
if
the,
if
the
parties
don't
reach
an
agreement
to
mediate,
we
also
can
state
that
there
was
not
no
agreement
from
the
mediation
process,
and
this
could
be
seen
as
a
previous
step
for
other
dispute
resolution
mechanisms
like
Court
litigation
or
arbitration,
that
we
are,
we
want
in
the
future
to
be
able
to
implement
not
only
mediation
in
gravity
but
also
arbitration.
A
The
difference
between
mediation
and
arbitration
is
that
in
mediation,
the
third
party
is
a
facilitator
for
the
communication,
but
doesn't
have
any
say
on
the
outcome
of
the
dispute,
but
in
arbitration
in
in
an
arbitration
process,
the
parties
give
this
third
side
the
authority
to
to
make
a
a
decision
on
the
dispute,
binding
decision
of
statistics,
and
even
if
there
is
an
agreement
or
not,
we
can
stay.
We
stay
with
the
registry
of
the
situation
and
it
gains
legitimacy
from
follow-up
and
implementation.
A
Here
are
some
guiding
questions
when
we
are
talking
to
someone
who
is
involved
in
a
conflictive
situation,
it's
good
to
not
talk
to
not
talk
about
the
past,
but
to
talk
about
the
present,
it's
good.
If
you
try
to
not
point
out
individual
responsibilities
and
you
avoid
focusing
on
names
and
it's
not
necessary
to
make
all
these
questions
at
once,
but
when
people
start
opening
touch
the
relevant
information
and
try
to
reduce
it
into
this
framework
that
that
we
are
presenting
the
four
piece
and
the
ofner
the
non-violent
communication.
A
So
some
of
the
guiding
questions
that
you
can
ask
someone
who
is
in
a
conflictive
situation
together
relevant
information
or
how
do
we
end
something
not
desired
and
build
something
we
do
desire?
Could
you
describe
the
conflictive
situation
that
happened?
What
happened?
Why
do
you
think
it
happened?
What
would
be
the
best
possible
outcome
for
you?
What
are
you
willing
to
compromise
negotiating
this
process?
What
would
be
the
worst
case
scenario
for
you
in
this
situation?
A
A
All
of
that,
these
guiding
questions
can
be
asked,
and
you
see
that
you
will
see
that
you
get
a
lot
of
a
lot
of
information
coming
from
from
these
questions,
and
also
sometimes
people
ask
me
like
hey:
maybe
I
want
to
act
as
a
facilitator,
but
I
don't
know
how
to
approach
someone.
A
So
here's
also
like
a
first
approach
draft
that
you
can
use,
and
it's
like
hello,
how
are
you
my
name
is
xXx
and
I
am
a
facilitator
of
conflict
management
in
Dallas
I'm,
reaching
out
with
intention
of
supporting
meaningful
communicational
processes
and
build
Common
Grounds
for
possible
agreements
that
needs
meet
the
needs
of
the
party
involved.
Would
you
be
interested
in
having
a
meeting
to
talk
on
the
issue
and
that's
how
we
open
a
caucus,
and
here
we
have
also
some
of
the
forms
that
we
use
I
am
going
to
show
you.
A
This
is
the
observation
form
where
you
can
have
some
of
these
guiding
questions,
and
here
you
write
the
name
of
the
party
and
you
start
asking
some
of
these
questions
and
you
write
here
yeah
what
what
they
are
telling
you
to
gather
information
to
take
some
notes,
and
here
then
you
make
some
key
points
of
mutual
interest
and
key
points
of
mutual
disagreement.
This
is
to
identify
the
common
ground
and
to
identify
why?
What
are
you
trying
to
avoid
that
can
affect
the
safe
space
that
we
are
creating?
A
We
also
have
a
mediation
form
that
states
some
of
the
agreements
that
that
the
parties
do
when
they
enter
to
the
mediation
and
instead
it's
a
voluntary
process,
and
all
that
we
have
been
talking
about
also
here
we
can
include
some
notes
from
the
from
the
observation
form
here.
The
notes
can
be
really
like
unorganized,
but
here
you
can
take.
A
You
can
put
some
notes
that
are
more
polished
and
you
can
describe
the
agreement
if
necessary,
between
the
parties
and
I
always
like
to
make
a
Reconciliation
ritual
and
some
of
the
transformational
actions
considered.
And
what
can
each
partner
learn
from
this,
and
if
there
was
an
agreement,
yes
or
no?
That
is
it's
always
respectable.
If
you
don't
reach
an
agreement
and
sometimes
we
think
that
a
good
agreement
is
an
agreement
of
when
people
stay
together,
but
also
it's
a
good
agreement.
If
people
decide
and
agree
to
take
some
distance.
A
Sometimes
people
think
that
when
you're
trying
to
to
mediate,
you're
always
trying
to
get
into
a
a
mixed
or
Blended
approach,
and
it's
good,
but
also
if
the
if
the
solution
and
if
the
outcome
that
emerged
from
the
parties
is
to
take
some
distance
and
agree
to
disagree.
That's
also
respectable-
and
this
is
a
Venn
diagram
that
we
have
been
working
on,
that
integrate
all
what
we
have
been
talking
and
it
has
the
oftener
and
the
four
piece.
The
opener
is
an
NBC
and
and
the
four
piece.
A
So
here
we
have
people
problem
process,
possible
solutions,
observation
feelings,
needs
requests
and
we
have
a
here
resistance,
change,
short
term
and
long
term,
and
here
we
have
the
strategy,
the
intention,
the
legitimacy,
consequences
and
purpose.
So
if
you
are
trying
to
map
a
conflict
here,
you
can
write
like
the
name
of
the
bodies.
A
Here,
you
can
write
the
aspects
of
the
problem.
A
The
aspects
on
the
process
of
how
the
problem
has
has
been
growing,
some
possible
solutions,
and
by
mapping
this
you
will
be
able
to
have
what
I,
what
I
have
been
talking
of
way
to
present
the
conflict
in
an
unadvisorial
way
and
also
to
have
some
information
and
about
about
the
conflict,
so
that
then,
when
you
have
this,
you
can
have
like
a
road
map
and-
and
also
you
can
present
this
to
the
parties
to
see
if
they
have
consent
on
on
on.
A
How
are
you
seeing
the
conflict
so
that
then,
when
you
enter
into
a
media
into
the
joint
conversation,
you
have
some
common
ground
already
built.
A
And
it's
very
very,
very,
very,
very
relevant
to
to
go
into
a
mediated
session
with
a
lot
of
preparation
and
a
lot
of
recognition
of
that
safe
space,
because
if,
if
you
are
not,
if
you
haven't
built
a
safe
space
enough,
it
can
happen
that
that,
in
a
mediation,
a
spark
can
can
it
make
it
the
conflict
explode
again.
A
So
we
we
want
to
be
sure
that
when
people
is
talking
in
a
joint
conversation,
there
already
prepared
for
that
conversation
and
that's
all
the
preparation
that
we
do
with
the
caucuses
and
yeah
we
we
all.
What
we
do
is
in
when
we're
trying
to
to
reach
an
agreement
is
that
we
all
have
a
a
most
desired
outcome
and
at
least
acceptable
agreement.
A
So
what
we
try
to
do
is
to
find
this
Mutual
motivation
and
zone
of
possible
agreement
between
the
most
desired
outcome
of
each
party
and
the
least
acceptable
agreement
of
each
party.
Here
is
the
mutual
motivation
Zone
and
the
zone
of
possible
agreement.
What
we
call
badna
or
best
agreement
to
a
negotiated.
A
A
Okay,
also,
we
keep
a
registry
for
transparency
and
accountability.
That's
the
gravity
registry,
where
we
right
now
have
mediated
24
cases.
A
The
new
one
should
be
the
number
25
and
we
have
more
or
less
two
years
of
this
project.
So
right
now
we
have
been
handling
like
two
conflicts
per
month,
but
I
think
we
can
scale
if
we
reach
out
to
more
communities
and
also,
if
we
can,
if
we
have
more
mediators,
I,
also
see
that
there
are
some
people
asking
about
the
secret
word:
I
will
be
sharing
it.
A
I
will
be
showing
it
after
I
finish.
My
presentation
also
right
now,
as
I
showed
you
before.
We
use
Google
Docs
to
make
our
mediation
agreements.
A
That's
okay,
but
we
are
also
working
with
this
hackathon
project
that
was
sponsored
by
one
Hive.
That
is
called
unbreakable
bows,
where
we
are
trying
to
provide
people
with
open
source
legal
documents
that
can
be
cryptographically
signed
and
encrypted
only
by
the
parties.
So
that
means
that
if
I
make
a
mediation
agreement
with
someone,
only
that
person
and
me
would
be
able
to
access
that
mediation
agreement
unless
I
some
some
of
them
intentionally
makes
it
public
because
there's
a
dispute
on
the
agreement
so
yeah.
A
This
is
this
is
a
really
cool
project
and
he,
as
you
can
see,
we
we
want
to
have
some
templates,
like
employment
agreement,
independent
contractor
agreement
and
the
mediation
agreement,
where
anyone
can
say.
Okay
I
want
to
make
a
mediation
agreement,
and
this
would
have
a
more
binding
approach
because
you
have
like
the
signature
of
the
parties
from
their
account
instead
of
a
Google
doc.
That
can
be
only
like
like
paper,
but
here
in
this
mediation
agreement
we
could
also
have
even
a
collateral
to
dispute.
A
So
this
would
add
a
lot
of
Frameworks
a
lot
of
and
a
lot
of
tools
to
improve
how
the
variation
goes,
and
even
this
would
be
a
key
step
for
for
the
implementation
of
arbitration,
because
right
now
this
would
be
connected
to
Celeste.
That
is
Accord
in
in
one
height,
that
provides
that
arbitration
service
and
if
a
mediation
agreement
is
is,
is
violated
or
or
there's
a
dispute
around
the
validation
agreement
that
can
go
to
arbitration.
A
So
this
is
like
what
we
are
moving
moving
into
have
the
cryptographic,
signature
and
encryption
from
the
agreements,
and
this
is
the
the
conflict
management
cycle.
That
I
am
that
we
have
been
talking
about
and
is
that
we
have
an
internal
management
layer
that
can
be
that
that
can
use
self-composition,
where
the
outcomes
of
the
of
a
dispute
emerge
from
dialogue
between
parties
compromising
for
win-win
Solutions,
and
here
here
we
have
the
the
referral
and
identification
of
conflicts
and
within
this
self-composition
layer.
A
If,
if
the
conflict
can
can
be
solved
within
the
internal
management,
it
only
goes
to
follow-up
and
and
the
review
of
a
transformational
action,
and
it
can
stay
in
the
internal
management
layer,
but
also
if
the.
If,
if
the
dispute
continues
and
you
don't
reach
an
agreement
within
the
internal
management,
we
can
also
scale
to
an
external
management
layer
where
the
disputes
are
sold
with
a
third
party
by
a
third
party
with
authority.
A
In
favor
of
one
side
or
the
other,
and
then
that
would
be
the
jump
to
arbitration
on
celesting
and
having
an
external
follower.
This
is
these
are
all
features
that
are
coming
with
the
implementation
of
unbreakable
paths
that
we
will
be
able
to
to
scale
from
mediation
to
arbitration.
A
A
Thank
you
I
love,
you
forgive
me
and
I'm
sorry,
and
what
I
like
to
do
when
I
am
facilitating
a
mediation
between
people.
Is
that
once
that
we
are
advanced
in
the
mediation,
I'd
request
them
to
say,
hey,
say
thank
you
to
the
other
part
for
something
tell
the
other
part.
I
love
you
for
something
tell
the
other
part.
Forgive
me
or
I.
A
Forgive
you
for
something,
and
I
am
sorry
for
something-
and
this
is
a
Reconciliation
ritual
that
when
two
parts
that
are
conflicting
say
these
to
each
other
that
go
like
Risk,
helps
to
restore
trust
and
restart
the
relationship.
So
it's
like
a
Reconciliation
retail
that
can
be
practiced
within
the
variations.
A
A
We
don't
have
a
third
party,
so
you
we
won't
have
like
a
proper
mediator
in
this
conflict,
but
what
we
also
always
try
to
propose
to
the
parties
is
to
have
is
to
have
them
first,
try
to
manage
the
situation
themselves,
so
it's
it's
also
really
important
that
before
trying
to
go
to
someone
else,
we
also
try
to
to
solve
it
by
ourselves,
and
for
that
we
will
try
to
put
you
in
this
in
this
conflictive
situation,
so
that
you
can
put
in
practice
all
what
we
have
learned
but
participating
in
in
the
in
in
a
conflict
not
not
mediating
in
in
one
of
the
next
sessions,
we
will
be
making
a
role
play
with
mediators,
but
right
now
it's
a
two-party
conflict
and
you
will
be
inside
the
conflict,
either
being
part
A
or
B
or
being
part
B.
A
So
I
will
stop.
Sharing
too
cut
the
information.
Also
right
now,
if
you
have
some
questions
please,
this
is
the
moment
and
I
will
also
look
for
the
secret
words.
A
A
See
if
it
works,
if
it
doesn't
work
with
those
with
the
secret
word,
we
will
be
sending
you
a
DM
with
the
link
see.
Oh
no,
the
secret
word
doesn't
doesn't
work
so
let
what
we
will
do
is
that
we
will
make
the
the
teams
and
Bianca
and
I
will
be
sending
one
by
one.
The
links
to
the
people
so.
B
A
F
A
C
D
A
You
and
you
are
ending
a
relationship
with
a
partner,
a
close,
familiar
passed
away
and
your
children
of
12
years
is
having
a
rough
time
school,
so
so
you're
helping
them
to
study
overnight.
A
You
would
like
to
communicate
to
your
colleagues
that
your
regular
load
of
work
is
being
more
demanding
right
now,
then
you
would
like
to
and
that
you
would
like
to
receive
support,
but
everyone
else
seems
also
stressed,
and
they
are
a
few
spaces
for
vulnerability.
A
So
until
now
you
haven't
really
expressed
how
you're
feeling-
and
this
week
you
didn't
review
a
document
that
contributor
B
sent
to
share
with
the
public
and
people
in
the
project
got
mad,
because
when
it
got
published,
the
information
shared
was
not
precise,
with
the
latest
decisions
taken,
and
it
didn't
reflected
the
amount
of
work
that
would
be
needed
to
complete
the
task
of
the
project.
When
you
notice
that
the
information
published
was
was
imprecise
and
the
group
was
looking
for
responsibles.
A
You
said
that
it
was
part
B's
fault,
because
if
they
had
come
to
the
last
meeting,
they
would
have
known
the
things
that
were
not
included
in
the
document
that
was
published
after
an
initial
public
discussion
in
the
chat
of
the
team
with
Part
B,
who
called
you
lazy
for
not
reviewing
their
draft,
you
tried
to
calm
down
and
have
a
call
with
Part
B
to
look
for
Solutions.
A
You
would
also
appreciate
an
apology
from
from
Part
B
for
calling
you
lazy
without
knowing
the
efforts
you're
making
every
day,
so
you
can
prepare.
You
will
be
all
all
part.
A
I
will
be
sharing
this
information
with
Part
B,
and
then
we
will
mix
so.
A
Like
five
minutes,
I
think
this
activity
will
go
over
the
hour,
but
we
will
try
to
do
it
really
really
fast
and
short.
I
will
share
this
information
with
the
other
people.
A
A
And
it's
you
have
been
working
with
part
A
for
more
than
six
months
now
you
met
in
real
life
on
a
conference,
and
until
now
your
relationship
with
them
has
been
okay,
nothing
profound,
but
very
work
related
and
without
any
tension.
You
are
in
charge
of
making
a
publication
about
the
project
you
two
are
working
on
and
you
weren't
able
to
join
last
week's
call
because
it
was
your
par
A
Partners
nurse
birthday.
But
you
wrote
what
was
talked
last
time.
You
were
in
a
call
with
the
team.
A
You
sent
the
draft
before
publishing
to
part
A
about
a
week
ago,
but
you
didn't
receive
any
feedback.
So
you
thought
that
the
document
was
okay
for
publishing
on
the
date
it
was
scheduled
after
publishing
the
document.
You
noticed
that
the
team
is
mad
because
they
say
that
the
information
police
was
not
including
some
key
aspects
that
were
included
that
were
discussed
in
the
last
call
in
a
public
chat.
Part
A
says
that
it's
your
fault,
because
you
wrote
the
article.
A
What
triggers
you
and
your
response
saying
that
part
A
is
lazy
because
you
sent
them
the
draft
for
review
some
days
ago
and
they
never
respond
to
it
after
calming
down
part
A
invites
you
to
have
a
call,
and
you
agree
with
that.
You
would
like
to
see
this
as
a
shared
responsibility
rather
than
an
individual
mistake,
and
you
are
willing
to
make
any
correction
that
could
be
agreed
to
by
the
group
either
erasing
the
publication,
making
modifications
or
creating
a
new
article
explaining
everything.
A
A
A
Another
breakout
room
where
we
would
have,
we
could
have
two
part
A's
and
two
part
three
you're
going
to
be
I,
I,
don't
know
if
it
would
be
better
to
make
it
one
and
one
I
think
it.
It
could
be
a
little
bit
Messier.
So
just
for
for
the
educational
purposes,
we
are
going
to
have
two
parts:
a
and
two
parts
B
in
each
in
each.
C
D
C
A
Yeah,
so
I
will
be
making
the
big
room
again
and
then
I
will
allow
you
to
to
enter
into
the
into
the
other
breakout
rooms
with
the
other
part.
B
C
H
C
One
will
we
be
doing
this
role
play
in
the
large
room
or
in
smaller
breakout
sessions,
smaller
breakout.
A
Okay,
it
was
because
I
was
I,
was
sharing
screen,
so
I
will
be
closing
the
the
rooms
and
then
you
will
be
able
to
choose
between
the
the
rooms
and
remember
to
to
try
to
be
only
with
another
people
from
the
same
group.
D
A
E
A
E
A
Okay,
so
I
am
going
to
be
assigning
people
manually
because
it's
the
only
way
that
it's
letting
me
so
Parts
a
please
raise
the
hand
with
the
reaction
in
the
in
the
something
and
I
will
be
taking
you
to
the
to
the
places.
E
C
A
Okay,
Nakia.
F
E
Yeah
I
will
be
more
like
expected
to
take
me
just
watching
this
once.
E
Part
B
in
some
seconds,
Spectrum.
A
G
J
E
J
E
A
Basically,
what
we
are
seeing
here
is
a
conflict
between
Airport
between
shared
responsibilities
and
also
something
about
reconciliation.
So
yeah,
you
can
go
with
the
script,
part
A
and
part.
We
have
has
all
of
them
as
a
script,
so
you
can
go
with.
A
Basically,
the
the
conflict
is
that
some
information
was
published
and
the
information
was
not
precise
and
the
team
was
looking
for
some
responsibles
and
part.
A
said
that
it
was
part,
B's
fault
and
then
Part
B
responded
saying
that
part.
A
is
lazy.
A
F
F
F
C
C
G
A
In
this
situation,
we
won't
have
a
mediator.
We.
B
F
A
Two
people
playing
one
part
so
part
A
and
Part
B
and
basically
the
conflict,
is
about
error
culture
and
about
sharing
responsibilities.
A
Basically,
when,
when
the
conflict
started,
when
there
was
some
publication
without
imprecise
information
and
part,
A
said
that
it
was
part
B's
fault
and
Part.
B
said
that
part
A
was
lazy
because
they
has,
they
had
sent
them
some
information
and
they
hadn't
received
it.
They
hadn't
made
feedback
on
it.
G
Okay,
yeah
that
helps
I,
think
we'll
just
we'll
just
All
Join
play.
F
B
And
I
also
would
like
to
state
that
I'm
I
am
really
very
reactive
at
the
moment,
because
all
the
things
that
have
been
happening
in
my
personal
life
and
problem.
J
The
problem
is,
is
twofold:
basically
yeah
you,
you
missed
the
the
last
meeting,
so
you
had
incomplete
information,
so
you
you,
basically
that
there
was
nothing
you
could
do
and
because
of
my
personal
issues,
I
I
just
couldn't
get
to
do
it
in
time,
basically
and
and
I.
Let
it
slide
so
feedback.
E
E
D
J
Yeah,
absolutely
so,
it
was
more
the
procedures
that
needed
to
be
looked
at
rather
than
the
people.
Basically,
so
we
just
had
to
make
sure
that
the
procedures
work
better.
We
kind
of
brought
the
Ops
Guild
involved
to
sort
of
get
the
ball
rolling,
on
updating
the
procedures,
to
make
sure
that
important
people
are
not
missed,
and
also
that
reports
don't
go
out
without
reviewing
either
they
don't
go
out
or
we
get
two
reviewers
or
three
reviewers,
so
create
redundancy.
E
B
I
I
would
I
order
something
that
I
think
we
were
too
nice.
B
We
expect
conflict
to
be
so
I,
don't
know
ugly
and
yeah,
so
I
believe
that
we
were
really
really
nice.
So
it
is
really
important
that
you
already
have
a
perspective
about
about
the
the
environment
about
how
to
communicate
about,
if
you're
willing
to
to
have
an
agreement.
B
If
you
have
in
mind
that
the
good
for
everyone
so
to
be
open
to
listen
so
having
that
beforehand,
it's
really
important
because
I
believe
that
we
were
tonight
because
we
had
it,
and
that
is
really
important
and
also
we
came
into
a
conclusion
of
things
to
add
to
the
working
process.
So
we
prevent
more
things
to
happen.
So
it
was
a
good
tension
to
to
evolve
and
learn
and
to
better
the
work
together.
H
H
It
feels
ugly
on
the
inside
to
Embrace
conflict
in
order
to
characterize
it
and
sculpt
it
in
a
way
that
is,
you
know
edifying
for
others,
but
it's
in
some
sense
necessary.
So
in
the
next
role,
play
I'll
probably
be
embracing,
Devil's
Advocate
I'll,
probably
be
pretty
mean,
but
who
are
just
trying
to
not
understand
as
hard
as
I
can,
which
is
feels
silly,
but
it
it's
going
to
be
necessary
at
some
point,
because
somebody
will
be
trying
very
hard
to
not
understand
and
so
yeah.
I
E
You
listen
yes,
I
will
want
to
add
that
the
tension
most
of
the
times
is
when
you
saw
already
established
two
dates
and
morning
right
when,
when
that
happened,
depending
of
the
on
the
money
we're
talking
is
when
the
tension
on
the
root
is
starting,
the
conflict
right,
I,
don't
know.
If
you
you
agree
with
that.
A
Also,
I
think
the
fact
of
responsibilities,
and
it's
something
that
we
have
been
talking
about
in
this
training,
that
when
there's
a
conflict,
it's
not
like
the
people,
but
people
participating
in
a
conflict.
So
we
should
separate
the
people
from
the
conflict
and
we
see
clearly
in
this
conflict
that
part
a
gave
responsibility
to
Part,
B
and
also
Part
B
gave
responsibility
to
part
A
instead
of
assuming
a
shared
responsibility.
Yes,.
I
Justin,
oh,
and
that
was
kind
of
part
of
what
I
was
going
to
mention
and
I
think
someone
else
mentioned
is
that
I
think
that's
exercise
was
really
instructive,
because
I
think
it
is
something
we're
probably
going
to
run
into
a
lot.
If
we
do
mediation
that
there
will
be
an
error
in
process,
there
will
be
some
issue
in
process
that
isn't
hasn't
been
resolved
and
that
will
cause
there
to
be
a
mistake
that
causes
people
to
have
hurt
feelings
or
feel
like
they
were
disrespected,
and
so
it's
interesting.
I
It
was
interesting
trying
to
like
figure
out
like
what
are
the
process
oriented
things
that
cause
something
to
go
wrong
and
then
what
are
the
ways
we
treated
each
other
when
that
process
went
wrong?
That
caused
us
to
have
hurt
feelings.
Those
things
are
kind
of
distinct,
but
they're,
obviously
related
in
these
cases
and
I
thought
it
was
interesting
to
see
that
kind
of
play
out.
I
think
a
lot
of
people,
probably
you
know,
talked
about
that
about
well.
This
is
a
process
issue.
I
We
need
to
figure
out
how
to
handle
it
in
the
future,
but
then
there's
also
the
element
of
well.
You
hurt
my
feelings.
F
Very
kind,
I
started
off
with
a
little
bit
of
an
attitude.
Didn't
really
want
to
listen
and
I
really
did
put
blame
on
part
A
like
y'all
messed
up,
I
did
what
I
was
supposed
to
do,
y'all,
messed
up
and
I,
don't
really
want
to
hear
it,
and
then
David
was
kind
enough
to
kind
of
de-escalate
me
just
a
little
bit
just
a
little
bit,
not
a
lot,
but
just
a
little
bit
to
kind
of
get
me
to
say.
You
know
what
we
need
to
kind
of
fix
the
problem.
F
There's
this
a
process,
there's
an
issue
here
and
if
we
fix
that
then
y'all
won't
have
to
worry
about
me
publishing
an
article
right,
because
if
y'all
would
fix
that,
then
we
wouldn't
even
be
having
this
conversation.
It's
kind
of
the
way
that
I
put
it
doing
our
role-playing
David.
Would
you
like
to
add
something.
D
Well,
I
just
kind
of
started
it
off
a
little
flippantly,
though
to
begin
with,
because
I
just
came
in
and
was
like
this,
this
problem
has
nothing
to
do
with
being
my
fault,
I
I,
and
so
it
kind
of
put
you
on
the
I
I
started
out
with
the
defensive,
so
I
got
I
got
what
I
asked
for
I
guess.
F
It
was
fun
we
had
fun
with
it.
We
did
come
up
with
some
solutions,
but
I
really
can
see
how
this
can
really
escalate,
really
to
a
high
level
to
where
people
can
really
feel
like
feel
offended
in
a
situation
like
that,
especially
if
this
is
something
that
has
happened
multiple
times
over
and
over
and
over
again
and
people
feel
like
they're
not
being
heard.
I
can
definitely
see
me
cussing
somebody
out
in
a
situation
like
this.
Okay.
D
A
This
happened,
this
conflict
I
took
it
from
a
situation
that
that
happened
in
real
life
and
if
we
keep
in
the
loop
of
talking
of
about
who's
whose
fault
it
is,
we
will
never
tackle
the
problem
because
we
will
say
no,
it
was
your
problem.
A
No,
it
was
your
fault
and-
and
we
don't
talk
about
the
problem,
but
if
we
like
withdraw
from
from
from
from
whose
responsibility
it
was,
and
we
assume
it
as
a
shared
responsibility,
then
we
can
talk,
talk
about
about
the
problem
and
how
and
and
how
to
solve
it.
Blair
would
you
would
you
like
to
share
your
experience.
G
Sure
yeah,
it
was
kind
of
fun.
I
I
started
off
immediately
because
I
was
a
part
B
that
someone
called
me
lazy,
which
I
found
to
be
really
I
mean.
If
someone
did
that
in
actual
work,
setting
I'd
be
pretty
that's
where
I'd
start.
You
know
it's
like
well,
that
is
kind
of
what
I
need
an
apology
for
a
little
bit.
G
You
know
and
then
there's
some
I
guess
my
side
was
kind
of
blaming
a
lot
and
I
again,
wouldn't
do
that
in
a
work
setting
so
I'd
be
like
those
two
like
those
were
like
kind
of
two
points,
I
feel
like
needed
to
kind
of
like
de-escalate
from
there.
Almost
so
that's
kind
of
what
I
led
with
was
that
comment,
and
then
we
kind
of
like
worked
back
around
both
of
us
kind
of
realized.
J
A
It's
interesting
because
some
people
talked
about
short-term
responses
like
rewriting
the
article,
but
also
what
you
were
talking
about
is
more
like
a
long-term
transformative
action
on
like
having
more
spaces
to
share
like
private
life,
and
if
someone
is
feeling
overwhelmed-
and
this
is
like
a
very
simple
situation,
but
we
can,
we
can
see.
How
can
we
approach
it
from
multiple
points
of
view
and
also
try
to
look
for
short-term
responses,
but
also
for
long-term
strategic
actions.