La médiation intégrée au management
Consult this IA-Book and ask it your questions.
Editorial
Let's make as many mistakes as we want... but not the same ones twice.
I chose to train in mediation close to sixty, after more than thirty years as a corporate facilitator. Not out of nostalgia for another diploma, but out of intuition. This mediation that was emerging reminded me of something: coaching in the 1990s, its good intentions, and its two youthful mistakes — the turf wars to claim exclusivity over an approach, and the neglect of those it claimed to serve. It took years for everyone to finally understand what it was all about. So let's be clear: let's make mistakes, it's the price of learning — but not the same ones twice.
I do not oppose it to classical mediation. The latter remains a wonderful alternative to courts: when the conflict is there, it is better to address it, sustainably. But it always activates afterwards — on the symptom. However, one does not go to the dentist by chance: the cavity has a history, made up of habits and inattentions. The conflict does too. It is this history, the latency period, that I want to bring back to management.
My conviction is that of a former leader: the role of a leader includes a cultural and social responsibility. To embody the Values, to distribute the right information at the right time, to generate autonomy at all levels, to awaken as many talents and intuitions as possible. More than "following" — thus being late to reality — it is about anticipating, that is to say, influencing in time. Integrating mediation into one's management, before and after conflicts, can only be beneficial to those with whom one cooperates.
This book has no other ambition than to provide a pragmatic insight and, I admit, unreasonably authentic. It does not replace any method; it complements its use, earlier, where everything is still at stake. What I seek in it: more sincere commitments, lucidity and integrity; fewer psychosocial risks; more cooperation at the right time; more individual responsibility in service of the collective; and spaces where individual and collective intelligences can finally express themselves.
A utopia? Not in my practice. And only if, for you, it remains laid out on these pages.
Alain Mounir
I chose to train in mediation close to sixty, after more than thirty years as a corporate facilitator. Not out of nostalgia for another diploma, but out of intuition. This mediation that was emerging reminded me of something: coaching in the 1990s, its good intentions, and its two youthful mistakes — the turf wars to claim exclusivity over an approach, and the neglect of those it claimed to serve. It took years for everyone to finally understand what it was all about. So let's be clear: let's make mistakes, it's the price of learning — but not the same ones twice.
I do not oppose it to classical mediation. The latter remains a wonderful alternative to courts: when the conflict is there, it is better to address it, sustainably. But it always activates afterwards — on the symptom. However, one does not go to the dentist by chance: the cavity has a history, made up of habits and inattentions. The conflict does too. It is this history, the latency period, that I want to bring back to management.
My conviction is that of a former leader: the role of a leader includes a cultural and social responsibility. To embody the Values, to distribute the right information at the right time, to generate autonomy at all levels, to awaken as many talents and intuitions as possible. More than "following" — thus being late to reality — it is about anticipating, that is to say, influencing in time. Integrating mediation into one's management, before and after conflicts, can only be beneficial to those with whom one cooperates.
This book has no other ambition than to provide a pragmatic insight and, I admit, unreasonably authentic. It does not replace any method; it complements its use, earlier, where everything is still at stake. What I seek in it: more sincere commitments, lucidity and integrity; fewer psychosocial risks; more cooperation at the right time; more individual responsibility in service of the collective; and spaces where individual and collective intelligences can finally express themselves.
A utopia? Not in my practice. And only if, for you, it remains laid out on these pages.
Alain Mounir
Book content
Integrated mediation in management — … act before …
Bringing forth more intelligences at the right moments in organizations
Alain Mounir — 2020
What if we stopped chasing conflicts and started anticipating them?
Classic mediation is a valuable alternative to courts: it restores the link, empowers the parties, and co-constructs an agreement. But it is activated once the conflict is declared — it addresses a symptom, purely reactively. Alain Mounir proposes a simple yet demanding shift: to adopt the postures, tools, and mindset of the mediator and integrate them into daily management, from the inception of any idea, requirement, or necessity to act — well ahead of tensions.
The premise is deliberately unsettling and profoundly constructive: an unexpected conflict often signals a management flaw. Not to blame, but to reactivate the social, cultural, and relational responsibility of the leader. Because every tension addressed upstream costs at least one hundred times less than the same conflict managed in full operation, burdened with emotions and complexity.
The result of over thirty years of interventions in companies, the book is organized in two parts. The first part establishes eight methodological benchmarks — the reference "library": expanded chronology of conflict (latency, declared conflict, stabilization), learning phases, complementary roles (consultant, coach, trainer), MCP model (Clarify, Transmit, Realize, Feedback), meaning-based management, intuitive indicators. The second part, resolutely practical, presents worksheets, checklists, and concrete cases "that will only have value if you improve them."
For whom? Leaders, team and organization managers — anyone who decides, influences, engages individuals to act, and expects collective results. A method to be used "à la carte," according to your current skills, even if you complement them tomorrow.
"A little less energy on treating symptoms to better address the causes. Simple, effective, but not easy."
Bringing forth more intelligences at the right moments in organizations
Alain Mounir — 2020
What if we stopped chasing conflicts and started anticipating them?
Classic mediation is a valuable alternative to courts: it restores the link, empowers the parties, and co-constructs an agreement. But it is activated once the conflict is declared — it addresses a symptom, purely reactively. Alain Mounir proposes a simple yet demanding shift: to adopt the postures, tools, and mindset of the mediator and integrate them into daily management, from the inception of any idea, requirement, or necessity to act — well ahead of tensions.
The premise is deliberately unsettling and profoundly constructive: an unexpected conflict often signals a management flaw. Not to blame, but to reactivate the social, cultural, and relational responsibility of the leader. Because every tension addressed upstream costs at least one hundred times less than the same conflict managed in full operation, burdened with emotions and complexity.
The result of over thirty years of interventions in companies, the book is organized in two parts. The first part establishes eight methodological benchmarks — the reference "library": expanded chronology of conflict (latency, declared conflict, stabilization), learning phases, complementary roles (consultant, coach, trainer), MCP model (Clarify, Transmit, Realize, Feedback), meaning-based management, intuitive indicators. The second part, resolutely practical, presents worksheets, checklists, and concrete cases "that will only have value if you improve them."
For whom? Leaders, team and organization managers — anyone who decides, influences, engages individuals to act, and expects collective results. A method to be used "à la carte," according to your current skills, even if you complement them tomorrow.
"A little less energy on treating symptoms to better address the causes. Simple, effective, but not easy."
About the author
Mounir, the founder of Opemans, remains a very young man. He is brimming with projects, always with the same enthusiasm and the drive to convince.
At the heart of his approach: Meaning. His promise: to instill confidence by stimulating creativity. Alain Mounir or how to do good for companies and the men and women who make them up...
Let’s make as many mistakes as we want, but… not the same ones twice!
This is the friendly and unreasonably authentic ambition of my message in this book, which aims to serve as a variation of classic mediation as an alternative to solely judicial systems.
I am one of the (former) leaders who are convinced that the role of a leader includes cultural and social responsibilities. The leader is not only responsible for keeping the cultural Values of the organization alive but also for (distributing) the right information and attitudes at the right time to generate autonomy at all levels of operations. This includes awakening and expressing as many talents and individual intuitions as possible. Cultivating internal intelligences is a common trait among many successful leaders.
At the heart of his approach: Meaning. His promise: to instill confidence by stimulating creativity. Alain Mounir or how to do good for companies and the men and women who make them up...
Let’s make as many mistakes as we want, but… not the same ones twice!
This is the friendly and unreasonably authentic ambition of my message in this book, which aims to serve as a variation of classic mediation as an alternative to solely judicial systems.
I am one of the (former) leaders who are convinced that the role of a leader includes cultural and social responsibilities. The leader is not only responsible for keeping the cultural Values of the organization alive but also for (distributing) the right information and attitudes at the right time to generate autonomy at all levels of operations. This includes awakening and expressing as many talents and individual intuitions as possible. Cultivating internal intelligences is a common trait among many successful leaders.