Ethical Standards Every Mediation Practice Should Follow

When you’re in a dispute, mediation can be a good way to sort things out without going to court. But for it to work well, mediators need to follow certain rules. These aren’t just suggestions; they’re the backbone of a fair process. Thinking about mediation ethics helps everyone involved understand what to expect and why trust is so important. It’s all about making sure the process is fair, private, and that people can make their own choices.

Key Takeaways

Mediation ethics are built on core ideas like people choosing to be there and making their own decisions. Mediators must stay neutral and keep everything private. These are the basics for any mediation.
Getting everyone’s OK before starting and making sure mediators know what they’re doing is key. Also, mediators have to watch out for any situations where they might be biased.
Sometimes, one person has more power than another. Good mediation means the mediator helps balance things out and keeps the process fair for everyone. They also need to be clear about their role.
Following professional standards and being honest in advertising builds trust. Mediators should stick to agreed-upon rules and represent themselves accurately.
Being open about how mediation works and why it’s private helps people feel secure. This trust is even more important when mediation happens online.

Upholding Core Principles in Mediation Ethics

Mediation, at its best, is built on a foundation of trust and fairness. This trust isn’t just a nice-to-have; it’s what makes the whole process work. When people feel they’re in a safe, neutral space where their rights are respected, they’re more likely to open up and find solutions. That’s why sticking to the core principles is so important for any mediation practice.

Ensuring Voluntary Participation and Self-Determination

This is a big one. Mediation is supposed to be voluntary. Nobody should be forced into it, and people need to know they can walk away at any time. It’s not about the mediator pushing a solution; it’s about the parties themselves figuring out what works for them. This idea, called self-determination, means the people in the room are the ones making the decisions about their own lives or business. The mediator’s job is to help them talk it through, not to decide for them.

Parties must enter mediation willingly.
Parties have the right to end the mediation at any point.
Parties decide the outcome; the mediator facilitates.

Maintaining Mediator Neutrality and Impartiality

A mediator has to be like a referee – fair to both sides. This means not taking sides, not showing favoritism, and not having any personal stake in what happens. It’s not just about being neutral, but also about appearing neutral. If one person thinks the mediator is leaning one way, the whole process can fall apart. This also means being aware of any personal biases you might have and making sure they don’t influence how you handle the session.

Upholding Confidentiality and Privacy

What’s said in mediation usually stays in mediation. This rule is key because it encourages people to speak freely without worrying that their words will be used against them later in court or elsewhere. Mediators have a duty to protect this information. There are, of course, some exceptions, like if someone is planning to harm themselves or others, but these are usually clearly explained upfront. Keeping things private helps build the trust needed for honest conversation.

Foundational Elements of Ethical Mediation Practice

When you’re getting into mediation, there are some basic things that just have to be right for it to work well and be fair. Think of them as the bedrock of the whole process. Without these, things can get messy fast, and people won’t trust what’s happening.

The Importance of Informed Consent

This is a big one. Before anyone even starts talking about their problems, they need to really get what mediation is all about. It’s not court, and the mediator isn’t a judge. They need to know that they’re there voluntarily, that they can leave whenever they want, and that what they say in the room usually stays in the room. It’s about making sure people aren’t just going along with something they don’t understand. Informed consent means people agree to participate with a clear picture of the process, the mediator’s role, and what they can expect.

Here’s what informed consent usually covers:

What mediation is: A voluntary process to help people talk and find their own solutions.
The mediator’s role: To be neutral, help communication, and guide the process, not to decide who’s right or wrong.
Confidentiality: What can and can’t be shared outside the mediation, and any limits to that.
Voluntary participation: The right to participate freely and to stop at any time.
Alternatives: What other options are available if they don’t mediate.

It’s not a one-time thing either. Consent should be ongoing. If the process changes significantly, or if new information comes up, it’s good practice to check in and make sure everyone is still on board.

Competence and Professional Qualifications

Mediators aren’t just anyone who can get people talking. They need to know what they’re doing. This means having the right training and skills. It’s not just about being a good listener; it’s about understanding conflict dynamics, communication techniques, and the ethical rules of the road. If a mediator takes on a case that’s outside their skill set, it can lead to a bad outcome for everyone involved. It’s better to say you can’t help or to refer someone to a more qualified mediator than to try and muddle through.

Key areas of competence include:

Mediation skills: Active listening, reframing, managing emotions, and guiding negotiation.
Ethical knowledge: Understanding and applying mediation ethics and professional standards.
Process management: Designing and conducting the mediation session effectively.
Subject matter knowledge (where applicable): While not always required, some understanding of the dispute area can be helpful.

Addressing Conflicts of Interest

This is where things can get tricky. A conflict of interest happens when a mediator has some kind of connection to the parties or the dispute that could make it hard for them to be completely neutral. This could be a past relationship, a financial stake, or even a strong personal opinion about the issue. If a mediator has a conflict, they have to let the parties know right away. Sometimes, the conflict is so serious that the mediator has to step aside. It’s all about making sure that neither party feels like the mediator is playing favorites or has a hidden agenda. Transparency here is key to maintaining trust.

Common situations that might create a conflict:

Prior relationships: Knowing one of the parties socially or professionally.
Financial interests: Having a stake in the outcome of the dispute.
Dual roles: Acting as a mediator and in another capacity (like a lawyer or therapist) for one of the parties.

Mediators need to be really honest with themselves and with the parties about any potential conflicts. It’s better to be upfront about it, even if it means the mediation can’t proceed with that particular mediator.

Navigating Complexities in Mediation Ethics

Mediation isn’t always straightforward. Sometimes, things get complicated, and that’s where a mediator’s ethical compass really gets tested. It’s not just about being fair; it’s about actively managing situations that could easily go sideways.

Managing Power Imbalances and Ensuring Fair Process

It’s pretty common for people in a dispute to not have the same amount of influence. One person might have more money, more information, or just a louder voice. A mediator has to be aware of this and try to level the playing field. This means making sure everyone gets a chance to speak and be heard, without being interrupted or intimidated. It’s about designing the process so that the person with less power can still advocate for themselves effectively.

Here are a few ways mediators work on this:

Process Design: Structuring the conversation so that each person has dedicated time to speak without interruption.
Active Facilitation: Gently guiding the conversation to ensure all voices are heard and understood.
Reality Testing: Helping parties realistically assess their options and the potential outcomes of not reaching an agreement, which can be particularly important for less powerful parties.

The goal isn’t to make everyone equal in terms of resources or personality, but to create an environment where the process itself is fair and allows for genuine self-determination.

Maintaining Clear Role Boundaries

Mediators are not therapists, lawyers, or judges. It’s super important for everyone involved to know what the mediator is and isn’t going to do. A mediator’s job is to help people talk and find their own solutions, not to give advice, make decisions for them, or judge them. Blurring these lines can really mess things up. For example, if a mediator starts giving legal advice, they’re no longer neutral, and the parties might rely on that advice instead of exploring their own options. Keeping these boundaries clear helps maintain trust and the integrity of the mediation process.

Addressing Ethical Challenges in Specialized Cases

Some types of mediation come with their own unique ethical hurdles. Think about family mediation, where emotions run high and children’s well-being is at stake. Or workplace mediation, where there’s an ongoing employment relationship to consider. In these situations, a mediator needs to be extra careful. For instance, in cases involving domestic violence, a mediator must have specific training to screen for safety and determine if mediation is even appropriate. If it is, they need to take extra precautions to protect the safety and self-determination of the more vulnerable party. This requires specialized knowledge and a keen ethical awareness beyond the basics.

Professional Standards and Ethical Advertising

Adhering to Professional Standards of Practice

Every mediator should know and follow the standards set by professional organizations. These aren’t just suggestions; they’re the backbone of a trustworthy mediation practice. They cover how mediators should act, keep things private, and make sure they’re good at what they do. Sticking to these standards helps make sure mediation is seen as a reliable way to solve problems. It means people can count on a certain level of quality and fairness, no matter who they work with.

Following Professional Codes and Guidelines

Different groups offer codes of conduct for mediators. These might come from national mediation associations, local court programs, or even government bodies. While they can vary a bit depending on where you are, they generally point to the same core ideas: honesty, fairness, and competence. It’s important for mediators to be aware of the codes that apply to them and to make them a part of their daily work. This commitment shows respect for the profession and for the people who use mediation services.

Ethical Advertising and Representation

When mediators advertise their services, they need to be upfront and honest. This means making accurate claims about what they can do and what mediation can achieve. It’s not okay to promise specific outcomes or guarantee results, because mediation is about the parties reaching their own agreement. Transparency is key here. People need to know who the mediator is, what their experience is, and how the process works. Building public trust relies heavily on mediators representing themselves and their services truthfully.

Here’s a quick look at what ethical advertising involves:

Truthful Claims: Only state what you can realistically deliver.
Clear Disclosures: Be open about your experience, training, and any potential conflicts of interest.
No Guarantees: Avoid promising specific outcomes or settlements.
Respectful Language: Present mediation as a collaborative process, not a win-or-lose scenario.

Ethical advertising isn’t just about following rules; it’s about building and maintaining the confidence that people place in the mediation process itself. When mediators are honest and clear in their marketing, they contribute to a more positive perception of dispute resolution.

Transparency and Trust in Mediation

Transparency and trust are like the bedrock of any successful mediation. Without them, parties are hesitant to open up, and the whole process can feel shaky. It’s about making sure everyone understands what’s happening, why it’s happening, and what the rules are.

Transparency in the Mediation Process

When you walk into a mediation, you should know what to expect. This means the mediator clearly explains the steps involved, from the initial meeting to how an agreement is reached. It’s also important to be upfront about fees. No one likes surprises when it comes to money, so mediators should lay out their charges clearly from the start. Knowing the mediator’s role and the boundaries of the process helps everyone feel more secure.

Clear explanation of the mediation steps
Upfront disclosure of all fees and costs
Understanding the mediator’s role and ethical limits

Ethics as a Trust-Building Tool

Ethical practice isn’t just a set of rules; it’s how mediators build confidence. When a mediator consistently acts with neutrality, keeps discussions private, and respects that parties are in charge of their own decisions, it shows they are reliable. This ethical conduct is what makes people feel safe enough to share their real concerns and work towards a solution. It’s the foundation for a legitimate and effective process.

Ethical behavior in mediation is not optional; it’s the very mechanism by which parties can feel secure enough to engage openly and honestly, leading to more durable resolutions.

Building Trust in Online and Virtual Mediation

With so much happening online these days, trust in virtual mediation is just as important, if not more so. This means using secure platforms that protect privacy. It also requires clear protocols for how virtual sessions will run, so everyone knows what to do and when. Professional facilitation is key here; the mediator needs to be skilled at managing communication and engagement through a screen, making sure everyone feels heard and respected, even when not in the same room.

Ensuring Fairness and Accessibility in Mediation

Making sure everyone can participate fully and fairly is a big part of what makes mediation work. It’s not just about having a neutral person in the room; it’s about creating an environment where everyone feels heard and respected, no matter their background or situation.

Cultural Competence and Accessibility

Mediators need to be aware that people come from all sorts of cultural backgrounds, and these differences can really affect how they communicate and see conflict. A good mediator tries to understand these differences without making assumptions. This means being sensitive to communication styles, values, and even how people express emotions. It’s also about making sure the process is accessible to everyone. This could involve providing interpreters if needed, making sure the meeting space is physically accessible for people with disabilities, or even just using language that’s easy to understand and avoids jargon.

Key considerations for cultural competence include:
- Recognizing your own biases.
- Learning about different cultural norms.
- Asking parties how they prefer to communicate.
- Being flexible with process and timing.

Neutrality and Trustworthiness

Fairness is built on trust, and trust comes from knowing the mediator is truly neutral. This isn’t just about being neutral, but also about appearing neutral to everyone involved. Mediators show they are trustworthy by being open about their role, their process, and any potential conflicts of interest they might have. They don’t take sides, they don’t push their own solutions, and they make sure everyone gets a fair chance to speak and be heard. This consistent, unbiased approach helps people feel safe enough to share what’s really bothering them.

A mediator’s commitment to impartiality is the bedrock upon which the entire mediation process rests. Without it, the parties’ willingness to engage openly and trust the process erodes quickly, undermining the potential for a successful resolution.

Empowering Participants Through Information

People often feel more comfortable and capable in mediation when they understand what’s happening. This means mediators should clearly explain the process from the start. They should talk about what mediation is, what the mediator’s role is, what confidentiality means (and its limits), and what the parties’ rights are. Giving people this information upfront helps them make informed decisions about participating and what they hope to achieve. It’s about making sure everyone is on the same page and feels like they have a say in how things move forward.

Here’s a quick look at what participants should know:

The Process: How mediation works, from start to finish.
Mediator’s Role: Facilitator, not a judge; neutral and impartial.
Confidentiality: What is said in mediation stays in mediation (with exceptions).
Voluntary Participation: You can leave the process at any time.
Self-Determination: You decide the outcome, not the mediator.

Professional Development and Ethical Responsibility

Advanced and Specialized Training

Mediators aren’t born knowing everything; they learn and grow. Advanced training goes beyond the basics, focusing on specific areas like family disputes, workplace conflicts, or commercial disagreements. It’s about getting really good at handling the unique challenges each of these fields presents. Think of it like a doctor specializing in cardiology after medical school. This specialized knowledge helps mediators be more effective and better equipped to handle complex situations, like mediating a high-conflict divorce or a tricky business partnership dissolution. It’s not just about knowing the rules, but understanding the nuances.

Certification and Accreditation Standards

So, how do you know if a mediator is actually qualified? That’s where certification and accreditation come in. These aren’t always mandatory everywhere, but they’re a good sign. They usually involve meeting certain training hour requirements, sometimes having supervised practice experience, and committing to ethical standards. It’s a way for the profession to set a benchmark and for the public to have a bit more confidence in the mediators they choose. It helps build credibility for the mediator and the practice as a whole.

Ethics and Professional Responsibility in Career Development

Thinking about your career as a mediator means constantly considering your ethical obligations. This isn’t a one-and-done thing; it’s ongoing. It means always practicing within your areas of competence – if a case is outside your expertise, you refer it out. It means marketing your services honestly, without making guarantees about outcomes. And it definitely means keeping up with your education. Ethical practice isn’t just about avoiding trouble; it’s about building a sustainable and respected career. It’s the bedrock of trust that keeps people coming back to mediation.

Ethical practice is not a static achievement but a continuous commitment. It requires mediators to regularly assess their skills, knowledge, and biases, and to actively seek opportunities for learning and growth. This dedication to ongoing development not only benefits the mediator’s career but, more importantly, serves the parties by ensuring they receive competent and fair assistance in resolving their disputes.

Legal Frameworks and Procedural Integrity

Understanding the legal landscape and the procedural steps involved in mediation is pretty important for making sure things run smoothly and fairly. It’s not just about talking; there’s a structure and a set of rules, both written and unwritten, that guide the whole process. Knowing these helps everyone involved feel more secure and confident that the mediation is being handled right.

Understanding Key Legal Frameworks

Mediation doesn’t happen in a vacuum. Various laws and regulations shape how it works, especially concerning confidentiality and enforceability. For instance, the Uniform Mediation Act (UMA) is a big deal in many U.S. states. It aims to create a consistent approach to mediation, particularly around what can and cannot be disclosed later. Think of it as a rulebook that helps mediators and participants know where they stand legally. Other frameworks might come from specific court rules or even industry standards, depending on the type of dispute.

Uniform Mediation Act (UMA): Provides a standardized legal framework for mediation in many states.
Court Rules: Local or federal court rules may mandate or guide mediation processes.
Statutory Requirements: Specific laws might dictate mediation procedures in certain areas, like family or employment law.

The legal underpinnings of mediation are designed to support its core values. They aim to encourage open communication by protecting what’s said in the room, while also providing pathways for agreements to be recognized and upheld when needed.

Confidentiality Agreements and Their Exceptions

Confidentiality is a cornerstone of mediation. It’s what allows people to speak more freely, knowing their words won’t be used against them later in court. This is often formalized in an "Agreement to Mediate" or a specific "Confidentiality Agreement." However, this protection isn’t absolute. There are specific situations where a mediator might be legally required or permitted to break confidentiality. These exceptions are usually quite narrow and are there to protect people from serious harm.

Here are some common exceptions:

Imminent Harm: If there’s a serious threat of harm to oneself or others.
Child Abuse or Neglect: Reporting requirements often override mediation confidentiality.
Fraud or Criminal Acts: In some cases, ongoing or planned illegal activities might need to be disclosed.
Statutory Mandates: Certain laws might compel disclosure.

Procedural Steps for Effective Mediation

While every mediation is unique, there’s a general flow that most follow. Understanding these steps can help participants prepare and know what to expect. It’s a structured way to move from conflict to resolution.

Convening: This is the initial stage where the mediator gets everyone on board, explains the process, and sets the ground rules. It’s about getting organized and establishing the framework.
Opening Statements: Each party gets a chance to share their perspective on the issue without interruption. The mediator might also offer their opening remarks.
Joint Sessions: This is where everyone talks together. The mediator helps guide the conversation, identify key issues, and explore underlying interests.
Caucus (Private Meetings): The mediator often meets with each party separately. This is a chance to discuss things more candidly, explore options, and reality-test proposals without the other party present.
Negotiation and Agreement Drafting: Once common ground is found, the mediator helps parties craft a settlement agreement. This document outlines the terms of their resolution.
Settlement: The parties review and sign the agreement, making it official. Depending on the context, it might then be submitted for court approval or simply serve as a binding contract between the parties.

Communication and Emotional Intelligence in Mediation

Emotional Intelligence and Communication Skills

When people are in conflict, things can get pretty heated. That’s where a mediator’s skill in communication and emotional intelligence really comes into play. It’s not just about talking; it’s about how you talk and, more importantly, how you help others talk to each other. A mediator needs to be able to read the room, understand the underlying feelings, and guide the conversation so it doesn’t just devolve into shouting.

Think about it: people often come to mediation feeling stressed, angry, or misunderstood. A mediator who can stay calm, listen carefully, and show they understand (even if they don’t agree with the position) can make a huge difference. This involves a lot of active listening – really paying attention to what’s being said, and what’s not being said. It also means being aware of your own reactions and biases, so you don’t accidentally make things worse.

Here are some key communication skills mediators use:

Active Listening: This means giving your full attention, nodding, making eye contact, and reflecting back what you hear to make sure you’ve understood correctly. It’s about showing the speaker they’ve been heard.
Reframing: Taking a negative or accusatory statement and rephrasing it in a more neutral or constructive way. For example, instead of "You always ignore my ideas," a mediator might reframe it as, "So, you’re feeling like your suggestions haven’t been fully considered?"
Validation: Acknowledging the emotions someone is expressing without necessarily agreeing with their point of view. Saying something like, "I can see why you’d feel frustrated by that situation," can help people feel understood and less defensive.

The ability to manage emotions, both your own and those of the participants, is central to effective mediation. It allows for a safer space where parties can explore issues more openly and work towards solutions.

Active Listening and De-escalation Techniques

Active listening is more than just hearing words; it’s about grasping the full message, including the emotions behind it. When a mediator practices active listening, they use techniques like paraphrasing, summarizing, and asking clarifying questions. This not only helps the mediator understand but also signals to the speaker that their message is important and has been received.

When emotions run high, de-escalation becomes critical. This involves a mediator’s calm demeanor, neutral language, and the ability to validate feelings. Sometimes, simply allowing someone to vent in a controlled environment can lower the temperature. Mediators might also use techniques like taking short breaks, redirecting the conversation, or focusing on shared interests rather than points of conflict.

Here’s a quick look at how these work together:

Skill	Description	Impact on De-escalation
Active Listening	Fully concentrating, understanding, and responding to content and emotions.	Helps parties feel heard, reducing frustration and anger.
Validation	Acknowledging and accepting the emotions expressed by a party.	Diffuses tension by showing empathy and understanding.
Neutral Language	Using objective and unbiased words to describe situations and feelings.	Prevents taking sides or inflaming the conflict.
Pacing	Adjusting the speed and intensity of the conversation.	Slowing down can prevent rapid escalation of emotions.

Reframing and Validation Strategies

Reframing is a powerful tool. It’s about changing the way a statement or issue is perceived. Instead of focusing on blame or past grievances, reframing helps shift the focus to future solutions and underlying needs. For instance, a statement like "He never pays on time!" could be reframed to "So, timely payment is a really important factor for you in this agreement?"

Validation, on the other hand, is about acknowledging the reality of someone’s feelings. It doesn’t mean agreeing with their actions or their perspective, but rather recognizing that their emotional response is understandable given their experience. This can be as simple as saying, "It sounds like that was a very difficult situation for you," or "I can see why you’re upset about this." These strategies work hand-in-hand to create an environment where parties feel safe enough to communicate honestly and work towards resolution.

Sector-Specific Mediation Ethics

Mediation isn’t a one-size-fits-all kind of thing. The way a mediator handles a dispute between business partners is going to look pretty different from how they’d approach a disagreement between divorcing parents. Each area has its own set of ethical considerations that mediators need to be really aware of.

Ethical Considerations in Family Mediation

Family mediation often involves highly emotional situations. Mediators here have a big responsibility to create a safe space for parents or partners to talk about sensitive issues like child custody, finances, and property division. The well-being of any children involved is usually the top priority. It’s not just about reaching an agreement; it’s about helping families navigate a difficult transition with as little further harm as possible. Mediators must be extra careful about power imbalances, especially if one partner is more dominant or has more financial control. They also need to screen for domestic violence and understand when mediation might not be appropriate. Sometimes, bringing children into the conversation, in a carefully managed way, is part of the process to make sure their needs are heard.

Ethical Practices in Workplace Mediation

In the workplace, mediation often deals with conflicts between employees, or between employees and management. Think harassment claims, team disputes, or disagreements over workload. The mediator’s role is to stay neutral between the individual and the organization. They need to be mindful of the power dynamics that can exist between an employee and their employer. Confidentiality is super important here, not just for the individuals but also for the company’s reputation. Mediators need to make sure that the process doesn’t inadvertently create more problems or expose sensitive company information. They also have to be clear about their role – they’re not HR, and they’re not deciding who’s right or wrong.

Ethical Standards in Commercial Mediation

Commercial mediation involves disputes between businesses, like contract disagreements, partnership issues, or intellectual property conflicts. Here, the focus is often on preserving business relationships and finding practical, business-oriented solutions. Mediators in this field usually need a good understanding of business principles and legal frameworks. They have to manage complex negotiations, which might involve multiple parties and significant financial stakes. Transparency about fees and the process is key, as is ensuring that all parties have the information they need to make informed decisions. The mediator must avoid any conflicts of interest, especially if they have past dealings with one of the companies involved. The goal is to reach a settlement that is both legally sound and commercially viable.

Wrapping Up: The Lasting Impact of Ethical Mediation

So, we’ve talked a lot about what makes mediation work, and honestly, a big part of that comes down to the mediator being fair and honest. It’s not just about following rules; it’s about making sure everyone feels heard and respected. When mediators stick to these standards, like being neutral and keeping things private, it really builds trust. And that trust is what lets people actually sort things out. It’s like building a solid bridge – you need strong foundations, and for mediation, those foundations are built on good ethics. Keep these ideas in mind, and you’ll be well on your way to a successful mediation practice.

Frequently Asked Questions

What exactly is mediation and why is it important?

Mediation is like a guided conversation where a neutral person, the mediator, helps people sort out disagreements. It’s important because it helps folks talk things through, understand each other better, and find their own solutions without a judge telling them what to do. This keeps things fair and helps people get along better afterward.

What does it mean for a mediator to be ‘neutral’?

When a mediator is neutral, it means they don’t take sides. They don’t favor one person over another. Their only job is to help everyone communicate and find a solution together. They listen to everyone equally and make sure the process is fair for all involved.

Is everything I say in mediation kept private?

Yes, usually! What’s said in mediation is meant to be kept secret. This is called confidentiality. It’s super important because it lets people speak freely and honestly, knowing their words won’t be used against them later. There are a few rare exceptions, like if someone is in danger, but generally, it’s private.

What is ‘self-determination’ in mediation?

Self-determination means that the people in mediation are in charge of the final decision. The mediator doesn’t decide for them. Instead, they help the people involved come up with their own agreement that works for them. It’s all about empowering the people to solve their own problems.

What if one person has more power or influence than the other?

Mediators are trained to notice if one person seems to have more power, like more money or more confidence. They work hard to make sure everyone gets a fair chance to speak and be heard. They might use special techniques to help balance things out so the conversation is fair for both sides.

Do I need a lawyer to go to mediation?

You don’t always need a lawyer to go to mediation. Many people go without one. However, if your situation is complicated or involves legal matters, having a lawyer or advisor with you can be helpful. They can give you advice and make sure any agreement you reach is sound.

What happens if we can’t agree during mediation?

Sometimes, even with a mediator, people can’t reach an agreement. That’s okay! Mediation is voluntary, so you can stop if it’s not working. If you don’t agree, you can then decide to try another way to solve the problem, like going to court or trying a different approach.

How do mediators make sure they are ethical?

Mediators follow strict rules called ethical standards. These rules ensure they are fair, keep things private, and help people make their own choices. They often get special training and belong to professional groups that make sure they act responsibly and honestly throughout the mediation process.