Mediation & Conflict Resolution

A WHOLISTIC APPROACH TO CONFLICT RESOLUTION AND MEDIATION:

THE POWER OF THE WHOLISTIC APPROACH – USING YOUR HEART

Strategies of the Nobel Peace Laureates

The Nobel Peace Laureates are some of the best Conflict Resolutions experts in the world – President Kim Dae-jung; President Lech Walesa; President De Klerk; President Nelson Mandela. They have stopped wars and kept wars from being started. We have much to learn from them.

The word “Wholistic” comes from the Greek word “Holos” which means to heal or to make whole. It is sometimes spelled “holistic” or “Wholistic”. Likewise the words holistic and health are both derived from the same Anglo-Saxon root, "hal" which can mean “whole” or “happy”. The Wholistic Approach means: Viewing things in their entirety instead of separate parts; Things derive their being and nature by mutual dependence and are nothing in themselves; The whole is greater than the sum of the parts; Anything that affects a component part will affect the other parts and thus the whole and these affects are important; To take a non-mechanistic perspective.

Seeing the inter-connectedness of “parts’ rather that their separateness, viewing people as biological, social, psychological, and spiritual aspects.

The Wholistic Processes

Wholistic Processes: (1) using the simple tool of reflection and silence, close your eyes and think of your most pressing problem on the job and see yourself float above the problem looking down. Ask the question in silence within yourself, “What is the most important priority for solving this problem”? (2) Circle of Wholism: Group Process that can be used in a workplace setting.

The "Circle of Wholism" is an advanced wholistic process for it calls on all four dimensions and is a spiritual call for Divine intervention in our problems. It can be used by one person alone or with a group of people, who are working together. It is useful in integrating all of the dimensions and it has been observed to have a transformative effect on people and situations. It can be used in a variety of professional situations to bring a greater sense of wholeness and depth. It works especially well with problem solving or with a situation involving people who are not getting along well.

The Circle of Wholism has the following six steps:

STEP ONE: ACCESS YOUR INNER MEDITATIVE STATE; First, find a quiet place where you can be alone and know you will not be interrupted or distracted. Second, find a comfortable position where you spine can be straight, either in a comfortable chair or lying on the floor. Third, adopt an open attitude, simply reaffirming to yourself that you are open and listening to yourself and what you know deep inside. Fourth, close your eyes and do some simple deep breathing for a few minutes, releasing everything that has occurred previously in the day. Fifth, focus your attention on the moment and quiet any lingering thoughts. Become aware of just your breathing and your body, and begin to reaffirm one of the following, or something like it, to yourself: "My body feels very relaxed; my mind is quiet; my emotions are at peace; I feel relaxed; I am at peace." Sixth, allow yourself to float up out of your body, looking down on the people or the situation you are trying to understand and receive some intuitive knowledge about.

STEP TWO: LOOK DOWN ON YOUR SITUATION THROUGH THE EYES OF INNOCENCE; visualize a circle and see you standing on one part of the circle. See this place on the circle as the area of innocence, an area where you can look down on your situation from above through the eyes of innocence. Start by accepting your own innocence and then simply open to the situation you find yourself in and open to the innocence of the others who are also in your situation and see what "innocence" tells you. When complete simply travel the circle a quarter turn to the next station.

STEP THREE: LOOK DOWN ON YOUR SITUATION THROUGH THE EYES OF HEALING; At the next station or area of the circle, open to what letting go might be needed, first by you and then by other people involved. Ask what forgiveness should be offered to yourself, to people, to groups, to your family, to situations, or to communities. Become aware of any pain or suffering that needs to be opened to and to seeing any healing that should be offered. Now continue around the circle another quarter turn to the next station.

STEP FOUR: LOOK DOWN ON YOUR SITUATION THROUGH THE EYES OF WISDOM; at this station, look down on your situation through the eyes of wisdom, opening to a deep inner wisdom that is within you. Commune with your deep self. See the whole event, situation, people involved from your highest inner place of wisdom. Ask "wisdom" what you need to know about this situation. Continue traveling the circle one more quarter turn.

STEP FIVE: LOOK DOWN ON YOUR SITUATION THROUGH THE EYES OF TRANSFORMATION; at this station look down on the people, events and situation through the lens of personal and collective transformation. Using your fresh eyes, see yourself, others, the situation from a new perspective. See what personal action or collective action is needed to transform the situation.

STEP SIX: COMPLETION AND INTEGRATION OF YOUR INTUITIVE AND ANALYTICAL RESOURCES; when complete, see yourself float back into your body. Write down your experience using all facets of what you have experienced to formulate a course of action for yourself. If in a group, you may have each person share what they have learned. In this final step all the dimensions are at work including your intuitive and analytical resources. In a sense, you are calling on your whole self for the answers.

Use the Circle of Wholism whenever you find yourself in need of new ideas, are confused about the situation at hand, or feel overwhelmed by others. The following are experiences by people who have used this technique in professional settings:

CASE STUDY ONE

Case Studies in Conflict Resolution Using the Wholistic Approach © to Conflict Resolution

The first application involved Guy, an airline pilot for a major national airline who found:

"The use of wholistic planning in my workplace added a new dimension and awareness on my part-an awareness of the wholeness of complex issues... in my career with a major airline, we have had to overcome decades of poor communication, short sighted management, short sighted labor unions, and cyclical economies, all of these issues combine to make long term holistic planning almost non-existent. Short-term planning with emphasis on immediate quarterly economic returns tends to drive the industry of commercial aviation...."

Guy applied the Circle of Wholism to a situation that came up in his workplace:

"The specific problem I had to deal with was our company released a new policy regarding the fueling of aircraft. This policy reduced the amount of fuel boarded on our aircraft, to reduce the expense of carrying extra fuel and to take advantage of differences in fuel prices... my immediate reaction, as an airline captain, is to belittle efforts to remove fuel from flight... fuel is a precious commodity that allows flight crews to have extra time for unusual circumstances... it gives us a cushion... from an emotional standpoint our first reaction is to feel persecuted... I must blame years of poor labor/management relations for this emotional reaction."

As Guy applied the model this was his experience with each step:

Step 1 (Meditation) "allowed me to calm and then remove the sense of frustration that I felt over the issues, so I would not choose the most improbable solution first, out of anger or frustration."

Step 2 (Innocence) "allowed me to realize that the individuals proposing the new policy had the best intentions of the greater company at heart, any sense of frustration or anger that I felt was blocking my analysis of the true intent of these managers, I concluded they were not the enemy."

Step 3 (Healing) "was eye opening. It allowed me to recognize that substantial healing needs to take place due to the many years of abuses by both managers and pilots which has resulted in what we have today, a bunker mentality in both groups, with both sides wanting to retain as much power and prerogative over the other side as possible... I recognized that healing will not take place over night... I only know I have taken some of the first steps myself."

Step 4 (Wisdom) "allowed my intuition to begin to come forth. It allowed me to begin to tap my inner resources, my technical expertise, my knowledge and personal experience of the people involved, and my ideas as to where the process should proceed."

Step 5 (Transformation) "this step is really another name for perspective. At the end of the process I felt I had a new perspective of this problem. Rather than reacting to poor planning as an emotional issue, I realized that the individuals involved were doing their best, with honorable intentions; their planning was flawed, just as my appraisal of the planning result was flawed. I realized the fuel planning model used by the flight managers was the result of a linear planning process that did not take into account the high number of variables that are encountered in any flight".

Step 6 (Integration) "In order to communicate my concerns about our problem to these managers, I had to point out the effect of this policy on the whole of flight operations. Rather than sending a letter dealing with a small part of the policy, I have attempted to point out the effect of reduced fuel planning on the entire operation of the airline. I believe by working on the relationship between myself and the managers, I can and will raise the level of cooperation between those that plan and set policy, and those that must live it. The end result will certainly be better relationships, more cooperation between departments, and better future planning".

Thus Guy was able to realize through the holistic approach a whole new perspective which shifted his view, and allowed him to approach company management from a much more whole place than his initial reaction. He also was able to view the underlying issue as a relationship one. As he says:

"I found the method gave me the benefit of removing emotionalism from a problem... it removed the tendency to strike at people or to rush to a solution that is not well thought out".

CASE STUDY TWO

The second application involved Jean, an elected county commissioner who was attempting to reorganize a loose knit section of her organization, which related to senior care services and some transportation services. She describes the situation as follows:

"The transportation services which the county once provided were exclusively for senior citizens and the two areas of responsibility were initially connected rather closely. Now our transportation network has grown dramatically and the organizational structure of the two groups is a convoluted mess. Change must come carefully because many feel a significant ownership for all programs. In fact, no directive from me will be easily accepted although everyone involved seems to agree that change is indicated".

First Jean applied the following holistic values and stewardship principles:

"To accomplish what I seek to do with a minimum of discontent, I will need to apply several holistic principles: giving up attachment to past policies and programs, respecting each human being's sovereignty, trusting the process, and helping all parts respect both themselves and every other part. I recognize in myself a tendency to control others and I need to practice opening my heart and my mind in the hopes of reaching mutually acceptable conclusions".

Jean went on to apply the Circle of Wholism to the situation and this was her experience:

"Seeking innocence I pictured a blank organizational chart with busses, vans and elderly people sort of spinning off into space. At the center of everything, what was left was caring and needs, the reasons this structure must exist".
"To accomplish healing, I sensed that all parties had to forgive and let go of ownership. At the centers of my two imaginary circles I envisioned: seniors, with needs circling all around; and a bus, with people floating all around it".
"The wisdom which came to me was that we must address needs first and we can't do it all. The seniors and transportation moved under two very separate umbrellas".
"Finally, I clearly saw those transportation needs as being directly tied to the county structure, but the senior needs were not. In fact, another agency which I had never considered in the roll popped into my mind. I have no idea if they would assume some of our present responsibilities, but I will investigate the idea before I start drawing up potential new organizational charts! Who knows?
Jean went onto say:
"I enjoyed the experience and was pleased to hear in Wholism many concepts which I discovered to be my deep-seated beliefs. For now I have a vision: I picture the state legislative assembly working through a holistic exercise as they seek to do what is right, provide the services which are needed, and still balance our state budget. I will at least attempt to hold on to my idealism and follow my inner voice. Yesterday I spotted this quote, by Dag Hammarskjold on a plaque at a friend's house: "The more faithfully you listen to the voice within you, the better you will hear what is sounding outside"

Other Applications of The Wholistic Approach

Recently I was hired by two railroads to mediate a dispute they were having over trackage rights, that is the conditions under which one railroad could use the other's tracks. They had been arguing over this for three years and the argument had become bitter and hostile with tempers flaring and many personal aggravations. The State and Federal governments were involved in the dispute as well, the Federal government because all railroads are regulated by the PUC to ensure that freight and passengers run on tracks no matter whose tracks they are. The next step for these two parties was the Surface Transportation Board in Washington, D.C., where they would be subject to binding arbitration and immense legal fees as they argued their case before this board. The State was involved because a massive flood two years previously had obliterated a bridge on a section of track and the State had rebuilt the multi-million dollar bridge and faced a committee of state and federal agencies until the two parties could come to an agreement.

I was called in by the State to mediate the dispute, but no one was optimistic, given the bitterness that existed at that point. However, as I began to work with both parties I realized that all of the people were good and honest and wished only the best for their agencies. Somehow a poison of anger, bitterness, resentment, and one-upmanship had entered their interpersonal relationships and that this negative energy was dominating their communication and understanding of one another, as well as the issues. They did not trust each other or themselves with one another.

Over the course of an initial series of meetings with both parties, I found agreement on an agenda for our mediation sessions, as well as a date and location. Both parties wanted a more traditional approach, in which I shuttled between them as they sat in separate and isolated rooms. I told them that this could not build a new relationship for them and that they needed to come together in partnership. The other stumbling block I faced was that they each wanted to bring multiple parties to the session to help them argue their case for them: on one side a major shipper who had a vested profit interest for a specific outcome, and on the other side state administrators who were favorable to a particular perspective. I said that this would only complicate the interaction, for it was akin to getting the relatives to argue for two people who were contemplating a divorce. To counter this I worked out a set of mediation rules, and prominently displayed them throughout the mediation.

The mediation rules were as follows:

1. No cross talk.

2. Your mediator will not negotiate for you you are the negotiator.

3. No negative references to the other side, either publicly or privately.

4. For the mediation to be fully successful you must fully understand how you got in this position in the first place.

5. We will have two sets of participants, the negotiators and observers, and the role you start out with is the role you are to end with.

6. Participate in the relationship processes they work. I have used them for over ten years so don't judge them, just participate.

7. Don't attempt to change the mediation process you have agreed to.

I also selected Marylhurst University as the site of the mediation, because it was started by a Catholic order of nuns 100 years previously, and the nuns had been praying there for 100 years. The campus has a wonderful feel to it and although the university has been secular for a number of years, the good feeling of the prayers still exists. In setting the agenda, I allowed the general managers of the two railroads, plus one other guest, to sit at the mediation table with me. One side chose the president of the railroad, and the other a board member. As we began, I had each side state their feelings as well as their position; after this I took a fifteen minute break. Each side went to separate rooms during the break.

When we resumed, I had each side do a closed-eye contemplative meditation focused on what was the highest and best outcome for them individually and for all. I used the universal-enquiry method described in Chapter Six. I then had each party share their experience, but still with no interaction between them. Following this we took a fifteen minute break and again each party fled from the room to private interactions. When we returned, I had each party rebut the position of the other, again with no interaction between them although some hostility came out at this time. We again took a fifteen minute break, with the same pattern occurring again. When we got back together, I then did a closed-eye meditation on "forgiveness," using the heart-enquiry method. You must understand the power of having presidents of major railroads, top state administrators, and some of the largest shippers on the Columbia River sitting in a room and meditating on forgiveness between themselves. At that point the energy shifted. We then shared, and afterwards there was a tangible difference in the feelings in the room. During the next fifteen minute break, I noticed none of the parties left the room.

When we returned from the break, I pulled out the following partnership agreement and asked whether anyone had any problems signing it:

PARTNERSHIP AGREEMENT

We the undersigned general managers and members of the above two organizations commit to this partnering agreement in order to build the spirit of teamwork and collaboration between us;

We acknowledge that our two organizations have much more to gain by working in harmony and collaboration with one another and that this team approach could, by ensuring profitable and competitive railroad lines, benefit the general public as well as our specific constituencies;

We commit to following as strategy that maximizes both our positions rather than favoring either position at the expense of the other;

We also commit to holding a once yearly coordination and strategy session which would include the Boards (or their designated representatives) of our two organizations as well as relevant state and federal agencies;

We also commit to monthly team building sessions and working meetings to ensure that we take advantage of all economic development opportunities that come our way as well as ensure that any problems that arise are settled quickly;

They were surprised; they read it, and the board member signed it first and said "This is what we need." They all signed it and I said we now had a team approach to solving the problem. I broke for lunch at this point and both sides sat together, relating to each other in new ways.

As a postscript, we then spent the afternoon composing a "lease agreement" with all contributing to a shared document, and by 5 PM we were done. At that point on of the parties said, "We have been at each other's throats for so long, I am afraid our employees won't support this new relationship." At this point they asked me to facilitate a follow-up session with their respective staffs, to help them build a new, collaborative relationship built on peace and forgiveness. I did, using the same methods described in this book, and again new and collaborative relationships were formed.

The Wholistic Approach is a powerful new approach to viewing the world and ourselves in the world. It offers us a means to begin to see the unification of all the diverse pieces that form the one comprehensive whole. The wholistic approach has a unifying power associated with it, and with its power we can begin the task of embracing everything into the whole, including our own personal experiences of life.

What Others Have Said About Gary Alan Spanovich and the Wholistic Approach

“Gary Alan Spanovich has attempted to bring together his professional experience as a planner with his longstanding interest in a practical and holistic approach to spirituality. He incorporates what I think of as fundamental human values. I believe his explanation of how spirituality can be introduced into the workplace will have a compelling appeal to anyone interested in creating a more peaceful and happier world, whatever work they do”. The Dalai Lama, the 1989 Nobel Peace Laureate

“I am writing on behalf of Gary Spanovich. I hope you will decide in favor of funding this important project to promote world peace and intercultural communication”. United States Senator Mark O. Hatfield - Oregon
“I do believe that we can’t survive at the beginning of the 21st century with the ethics of the 20th century. We need to change the value system.” President of Costa Rica Dr. Oscar Arias Sanchez & 1987 Nobel Peace Prize
“It is indeed wonderful of you to have such an enormous interest and warm heart about peace establishment not only on the Korean Peninsula but across the world”. Former President of South Korea Kim Dae Jung & 2000 Nobel Peace Prize

Partial List of Clients

Port of Portland; Clark County, Washington; Port of Tillamook Bay; ODOT; LCDC; Clackamas County, Oregon; West Linn, Oregon; City of Olympia; Cogan Owens Cogan; Portland & Western Railroad; Western Oregon University; Ecumenical Ministries of Oregon; World Undersea Tunnel Association, Seoul, South Korea; World Trade Center Association, New York, New York & Dalian, China; Korean Transport Institute, Seoul, South Korea; other clients.

Books Published

“A Book of Gentleness; Developing a Dialogue with God” - College text book in College Religion and Philosophy Departments.
“How to Achieve World Peace; 6 Nobel Peace Laureates Answer the Question” - College textbook.
“A Wholistic Approach to Planning & Decision-Making” – With A Two Forward by the Dalai Lama, 1989 Nobel Peace Prizewinner recommending Professor Spanovich’s Wholistic Approach

Please email the following to garyspanovich@wholisticpeaceinstitute.com or call me at 503-314-5955, I look forward to hearing from you.

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