Inclusive Mediation Practices for All Parties

So, you’re looking to make sure everyone feels heard and respected when sorting out disagreements, right? That’s where inclusive mediation comes in. It’s all about creating a space where folks from all walks of life, with different needs and backgrounds, can come together and find common ground. We’re talking about making the whole process work for everyone, no matter their situation. It’s not always easy, but it’s definitely worth it.

Key Takeaways

Inclusive mediation means making sure everyone, no matter their background or abilities, can participate fully and feel respected in the dispute resolution process.
Paying attention to different communication styles and language needs, like using interpreters, is key to fair mediation.
Adapting the environment and schedule for people with disabilities makes the process more accessible for them.
Understanding and respecting different cultural viewpoints helps mediators guide conversations more effectively.
Mediators need to be aware of power differences and use strategies to balance things so everyone has a fair chance to speak and be heard.

Foundational Principles of Inclusive Mediation

Understanding the Core Tenets of Inclusive Mediation

Mediation is a process where a neutral person helps people sort out a disagreement. It’s not about deciding who’s right or wrong, but about finding a way forward that works for everyone involved. The main idea is that people can talk through their issues in a safe space and come up with their own solutions. This is different from going to court, where a judge makes the decisions.

Voluntary Participation: People have to want to be there. No one can be forced into mediation, though sometimes courts suggest it. If at any point someone feels they can’t continue, they can leave.
Self-Determination: This is a big one. It means the people in the dispute get to decide the outcome. The mediator doesn’t push them towards a specific solution; they just help the parties explore their options and make their own choices.
Mediator Neutrality and Impartiality: The mediator has to stay neutral. They can’t take sides or show favoritism. This means they don’t have any personal stake in what happens and treat everyone equally. It’s about fairness for all.

These principles create a foundation for trust. When people know they have control and that the mediator is fair, they’re more likely to open up and work towards a resolution.

Ensuring Voluntary Participation and Self-Determination

Making sure everyone is there by choice and feels they have a say is key to good mediation. It’s not just about showing up; it’s about being truly willing to engage and having the power to make decisions about the outcome. If someone feels pressured or like they have no real control, the process won’t work well.

Here’s what that looks like:

Clear Explanation: Before starting, the mediator explains that participation is voluntary. They make it clear that anyone can stop the process at any time without penalty.
No Coercion: Mediators avoid any language or actions that could make someone feel forced to agree to something. They don’t pressure people.
Party Control: The focus is always on the parties’ ability to make their own decisions. The mediator might help them understand their options, but the final choice rests with them. This is about respecting their autonomy.

When these elements are strong, people feel respected and are more likely to invest in finding a solution that truly fits their needs.

Maintaining Mediator Neutrality and Impartiality

For mediation to be effective, especially in inclusive settings, the mediator must be seen as and actually be neutral and impartial. This isn’t just a nice-to-have; it’s a core requirement that builds confidence in the process. It means the mediator doesn’t have a personal interest in the outcome and treats all parties fairly, without bias.

Consider these points:

Avoiding Conflicts of Interest: Mediators must check if they have any past relationships or connections with the parties or the subject matter that could affect their fairness. If there’s a conflict, they should disclose it and potentially step aside.
Balanced Communication: The mediator works to ensure everyone gets a chance to speak and be heard. They manage the conversation so one person doesn’t dominate, and they pay attention to power differences that might affect who speaks up.
Objective Facilitation: The mediator’s job is to facilitate the discussion and negotiation, not to judge or advise on the merits of the case. They help parties explore their own interests and options, rather than telling them what they should do.

Perceived neutrality is just as important as actual neutrality. If parties believe the mediator is biased, they won’t trust the process or the outcome, no matter how fair it might objectively be.

Addressing Diverse Communication Needs

Sometimes, people just don’t speak the same language, or they communicate in ways that are really different from each other. Mediation needs to be able to handle this. It’s not just about words, but how those words are used and understood. Making sure everyone can actually talk and be heard is a big part of making mediation work for everyone.

Navigating Language Barriers in Mediation

When people in a mediation don’t share a common language, it’s a pretty obvious hurdle. You can’t really resolve anything if you can’t understand what’s being said. This isn’t just about knowing a few words here and there; it’s about grasping the nuances, the tone, and the underlying meaning. Without clear communication, misunderstandings can quickly turn into bigger problems, making the whole mediation process fall apart before it even gets going. It’s vital to have a plan for language access right from the start.

Initial Assessment: Determine the primary languages spoken by all parties involved. This should happen early in the intake process.
Language Services: Identify and secure qualified interpreters or translation services if needed.
Mediator Awareness: The mediator should be aware of potential cultural differences in communication that might accompany language differences.

When language is a barrier, the mediator’s role shifts to include not just facilitating discussion but also ensuring accurate translation and comprehension. This requires patience and a commitment to bridging the communication gap.

Accommodating Different Communication Styles

People communicate differently. Some are direct, others are indirect. Some are very emotional, while others are more reserved. Some prefer written communication, while others are comfortable with verbal exchanges. A good mediator recognizes these differences and doesn’t expect everyone to communicate in the same way. Trying to force everyone into one communication box just won’t work. It’s about adapting to how people naturally express themselves.

Active Listening: The mediator must listen not just to what is said, but how it’s said, paying attention to non-verbal cues.
Patience: Allow participants time to express themselves in their own way, without rushing them.
Flexibility: Be prepared to adjust the pace and style of the mediation to suit the participants.

Utilizing Professional Interpreters and Translation Services

When language barriers are present, relying on untrained individuals or expecting parties to translate for each other is a recipe for disaster. Professional interpreters are trained to convey meaning accurately and impartially, maintaining the confidentiality of the mediation. They understand the importance of tone and cultural context. Translation services can be used for written documents, ensuring that all parties have access to the same information in their preferred language. This professional support is key to a fair and effective mediation process.

Service Type	When It’s Used
Interpreters	During live mediation sessions (spoken language)
Translators	For written documents (agreements, evidence)
Sign Language	For participants who are deaf or hard of hearing

Interpreter Qualifications: Ensure interpreters are certified and experienced in mediation settings.
Clear Instructions: Brief interpreters on the mediation process and their role.
Direct Communication: Encourage parties to speak directly to each other, with the interpreter facilitating.
Document Review: Provide translated documents well in advance of sessions if possible.

Accommodating Participants with Disabilities

When we talk about making mediation work for everyone, we really need to think about people with disabilities. It’s not just about being nice; it’s about making sure the process is fair and that everyone can actually participate. This means looking at the physical space, how we talk to each other, and even when we schedule things.

Providing Accessible Facilities and Environments

The first hurdle can be just getting into the room. Are the buildings accessible? Think about ramps, elevators, and accessible restrooms. But it’s more than just physical access. The environment itself matters. Is it quiet enough for someone who is sensitive to noise? Is there good lighting for someone with a visual impairment? We need to consider these things beforehand.

Physical Accessibility: Ramps, wide doorways, accessible restrooms.
Sensory Considerations: Quiet spaces, adjustable lighting, minimal distractions.
Comfort: Comfortable seating options, space for mobility devices.

Making sure the physical space is welcoming and usable for everyone is a basic step. It shows respect and removes a significant barrier before the mediation even begins.

Implementing Adaptive Communication Strategies

Communication is key in mediation, and people communicate in different ways. For someone who is deaf or hard of hearing, we might need to use sign language interpreters or written communication. For someone with a cognitive disability, we might need to use simpler language, repeat information, and check for understanding more often. It’s about being flexible and finding what works for the individual.

Visual Aids: Using whiteboards, diagrams, or written notes.
Pacing: Speaking clearly and at a moderate pace, allowing time for responses.
Confirmation: Regularly checking for understanding and asking clarifying questions.

Offering Flexible Scheduling for All Participants

Sometimes, standard mediation hours just don’t work. Someone might need more frequent breaks due to a chronic health condition, or they might need to schedule around medical appointments. Offering flexibility in scheduling can make a huge difference. This could mean shorter sessions spread over more days, or starting later in the morning. It’s about accommodating needs so that participation isn’t a burden.

Accommodation Type	Example	Potential Benefit
Session Length	Shorter, more frequent sessions	Reduces fatigue, improves focus
Break Frequency	Additional or longer breaks	Supports physical or cognitive needs
Timing	Flexible start times	Accommodates appointments or energy levels

Cultural Competence in Mediation Practice

Understanding Intercultural and Cross-Cultural Dynamics

When people from different backgrounds come together for mediation, things can get complicated fast. It’s not just about language, though that’s a big part of it. People have different ways of seeing the world, different ideas about what’s polite, and different ways of showing they’re upset or happy. A mediator needs to be aware of this. For example, in some cultures, direct eye contact is seen as disrespectful, while in others, it’s a sign of honesty. A mediator who doesn’t know this might misread a participant’s behavior. It’s about recognizing that there isn’t one "right" way to communicate or resolve a conflict. Paying attention to these subtle differences is key to making sure everyone feels heard and respected.

Here are some things to keep in mind:

Communication Styles: Some people are very direct, others are more indirect. Some use a lot of non-verbal cues, others rely on words alone.
Values and Norms: What’s considered important or acceptable can vary wildly. This can affect how people approach compromise or what they consider a fair outcome.
Perception of Time: Some cultures are very punctual, while others have a more fluid approach to schedules. This can impact how sessions are planned and conducted.

Respecting Diverse Values and Norms

It’s easy to assume everyone thinks like you do, but that’s rarely the case. In mediation, this can lead to misunderstandings. For instance, a mediator might push for a quick decision because they see time as money, but a participant might feel rushed and disrespected if their culture values a slower, more deliberate approach to decision-making. It’s not about judging these differences, but about acknowledging them and adapting the process. This means being flexible with how information is shared, how decisions are made, and what kinds of solutions are considered acceptable. A mediator’s job is to create a space where these diverse values can be expressed without judgment.

A mediator’s awareness of cultural nuances helps build trust. When participants see that their background is acknowledged and respected, they are more likely to engage openly and honestly in the process. This isn’t about being an expert in every culture, but about demonstrating a willingness to learn and adapt.

Developing Cultural Awareness for Effective Mediation

So, how does a mediator get better at this? It starts with self-reflection. Mediators need to look at their own cultural background and how it shapes their views. Then, they need to actively learn about the cultures of the people they are working with. This can involve reading, attending training, and, most importantly, asking respectful questions during the mediation itself. It’s an ongoing process. You can’t just read a book and be culturally competent. It requires practice, humility, and a genuine desire to connect with people from all walks of life. The goal is to create a mediation environment that is truly inclusive, where everyone feels they can participate fully and fairly, regardless of their cultural background. This leads to more durable and satisfying agreements for everyone involved.

Supporting Vulnerable Populations in Mediation

Trauma-Informed Approaches for Sensitive Disputes

When dealing with disputes where trauma might be a factor, like domestic disputes or situations involving past abuse, a mediator needs to be extra careful. The main goal here is to make sure the space feels safe for everyone involved. This means being really aware of how past experiences can affect someone’s ability to communicate or make decisions in the present. Mediators should focus on creating predictability in the process, giving participants a sense of control, and validating their feelings without taking sides. It’s about making sure the mediation process itself doesn’t cause more harm.

Safety First: Always prioritize the physical and emotional safety of all parties. This might involve screening for domestic violence or other safety concerns before the mediation even begins.
Empowerment: Give participants as much control over the process and outcome as possible. This can involve offering choices about where and when to meet, or how information is shared.
Predictability: Clearly explain the mediation process, what to expect at each stage, and the mediator’s role. This helps reduce anxiety.
Validation: Acknowledge and respect the emotions and experiences of participants without judgment.

Mediators must be trained to recognize the signs of trauma and understand its impact on behavior and decision-making. This awareness allows for a more sensitive and effective approach, helping parties move towards resolution without re-traumatization.

Addressing Capacity Concerns in Elder Mediation

Elder mediation deals with conflicts involving older adults, which can sometimes bring up questions about a person’s ability to make their own decisions. This might involve disagreements about care, finances, or living situations. A mediator’s job is to help facilitate discussions while being mindful of any potential capacity issues. It’s important to respect the older adult’s autonomy as much as possible. If there are serious concerns about capacity, the mediator might suggest involving a legal professional or a guardian ad litem to help protect the older person’s interests.

Respect Autonomy: The primary goal is to support the older adult’s right to self-determination.
Assess Capacity Gently: If capacity is a question, the mediator should approach it with sensitivity, perhaps by asking clarifying questions or observing the participant’s engagement.
Involve Support Systems: When needed, encourage the involvement of trusted family members, caregivers, or legal advisors.
Focus on Wishes: Try to understand and articulate the older adult’s stated wishes and preferences.

Tailoring Mediation for Youth and Juvenile Cases

Mediation with young people, whether in schools or the juvenile justice system, requires a different approach. The focus often shifts from just resolving a specific conflict to helping youth develop better communication and problem-solving skills. Mediators need to be patient and use language that is easy for young people to understand. It’s also important to consider the power dynamics that might exist between younger and older participants, or even among peers. The aim is to create a constructive environment where youth can learn to take responsibility and find positive ways to handle disagreements.

Age-Appropriate Communication: Use clear, simple language and avoid complex legal or adult-centric jargon.
Skill Development: Focus on teaching conflict resolution skills that youth can use in the future.
Safety and Support: Ensure the environment is safe and supportive, and consider the presence of a trusted adult if appropriate.
Focus on Future: Help youth think about the consequences of their actions and how to move forward constructively.

Managing Power Dynamics in Mediation

Sometimes, one person in a mediation has more influence, information, or resources than the other. This can make it tough for everyone to participate equally. It’s the mediator’s job to spot these differences and help level the playing field so that both parties feel heard and can make their own decisions. Without addressing these imbalances, the mediation might not lead to a fair or lasting solution.

Identifying and Mitigating Power Imbalances

Power imbalances can show up in many ways. Maybe one person has a lawyer and the other doesn’t, or one has much more money or social standing. It could also be about who knows more about the topic at hand, or even just who is more comfortable speaking up.

Here are some common ways power imbalances appear:

Information Asymmetry: One party has significantly more knowledge or data than the other.
Resource Disparity: One party has greater financial, social, or political resources.
Communication Differences: One party is more assertive, articulate, or dominant in conversation.
Emotional Influence: One party’s emotional state or expression might unduly influence the other or the process.

Mediators use several techniques to manage this. They might structure the conversation to give everyone equal time to speak, use private meetings (called caucuses) to explore issues more deeply with each person separately, or help the less powerful party get the information they need. The goal is to make sure the process itself doesn’t favor one side.

Ensuring Equitable Participation for All Parties

Fair participation means everyone gets a chance to share their story and concerns without being interrupted or feeling intimidated. It’s about creating an environment where both people feel safe to express themselves and are encouraged to contribute to finding a solution.

This involves:

Setting Clear Ground Rules: Establishing expectations for respectful communication from the start.
Active Listening: The mediator models and encourages listening to understand, not just to respond.
Strategic Questioning: Asking open-ended questions that invite detailed responses from all parties.
Pacing the Process: Slowing down discussions when needed to allow for thoughtful responses and prevent rushed decisions.

The mediator’s role is to be a neutral guide, not a judge. They help the parties communicate effectively and explore options, but the final decisions always rest with the participants themselves. This self-determination is key to a successful mediation.

Strategies for High-Conflict Personalities

Dealing with someone who is highly confrontational or emotionally volatile requires specific approaches. These individuals might have rigid views, struggle with communication, or tend to blame others. The mediator needs to remain calm and focused, even when emotions run high.

Some strategies include:

Maintaining Strict Neutrality: Showing no favoritism, even when one party is more aggressive.
Using "I" Statements: Encouraging parties to speak about their own feelings and experiences rather than making accusations.
Focusing on Interests, Not Positions: Gently guiding conversations away from demands and towards underlying needs and concerns.
Establishing Firm Boundaries: Clearly stating what behavior is acceptable during the mediation and what is not.
Utilizing Caucuses: Private meetings can be very effective for de-escalating tension and allowing the mediator to work with each person individually on their communication style and expectations.

Inclusive Practices for Multi-Party Disputes

When a conflict involves more than just two people or groups, things can get complicated pretty fast. Think about a neighborhood dispute with several homeowners, or a business disagreement where multiple departments are involved. That’s where multi-party mediation comes in. It’s not just about getting everyone in the same room; it’s about managing a lot of different voices and interests at once.

Facilitating Complex Communication in Group Settings

In a group setting, communication can easily get tangled. People might talk over each other, misunderstand intentions, or feel like their point isn’t being heard. A mediator’s job here is to create a clear path for everyone to speak and be heard. This often means setting ground rules at the start. We’re talking about things like one person speaking at a time, no interrupting, and sticking to the topic at hand. Sometimes, the mediator might use a talking stick or a similar method to signal whose turn it is. It’s all about making sure the conversation stays productive and doesn’t devolve into chaos.

Establish clear speaking turns.
Encourage active listening.
Summarize points to confirm understanding.

Coordinating Diverse Stakeholder Interests

Multi-party disputes often have a wide range of stakeholders, and each one usually has different priorities. For example, in a community planning dispute, you might have residents, business owners, environmental groups, and local government officials. They all care about the outcome, but for very different reasons. The mediator needs to help everyone identify not just their stated positions, but their deeper interests. What do they really need or want to achieve? Understanding these underlying interests is key to finding solutions that work for as many people as possible.

Here’s a look at how different interests might play out:

Stakeholder Group	Primary Interest(s)
Residents	Quiet neighborhood, property values, safety
Business Owners	Economic growth, customer access, foot traffic
Environmentalists	Green spaces, wildlife protection, pollution control
Local Government	Public services, tax revenue, community development

It’s easy for a large group to get bogged down in the details or get stuck on one person’s strong opinion. The mediator has to keep the bigger picture in mind, reminding everyone what the shared goals are, or at least what common ground exists, even if it’s just the desire to resolve the issue without going to court.

Building Consensus Among Multiple Parties

Getting a group of people to agree on something can be tough. The goal in multi-party mediation isn’t always for everyone to be 100% thrilled with every single detail, but to reach a consensus – a general agreement that most people can live with. This often involves brainstorming a lot of different options. The mediator might use techniques like "brainwriting," where everyone writes down ideas anonymously before sharing, which can help shy people contribute and reduce the influence of dominant personalities. The process is about moving from individual demands to a collective solution that addresses the core needs of the group.

Generate a wide range of potential solutions.
Evaluate options based on feasibility and impact.
Seek agreement on a path forward, even if compromises are needed.

Technology and Accessibility in Mediation

Leveraging Online Platforms for Remote Mediation

These days, a lot of mediation happens online. It’s not just about convenience; it’s about making mediation available to more people. Think about someone who lives far away from the mediator or has trouble getting around. Online platforms let them join from their own home. This opens up mediation to folks who might not have been able to participate otherwise. We’re talking about video calls, secure messaging, and shared online spaces where everyone can see the same documents. It really changes the game for accessibility.

Ensuring Digital Accessibility for All Users

Just because it’s online doesn’t automatically mean it’s accessible. We need to think about people with disabilities. This could mean making sure the video conferencing software works with screen readers, or that documents are provided in formats that are easy to read. It’s about being proactive. We should ask participants beforehand if they have any specific needs related to technology. Simple things like clear instructions on how to join a call or offering phone-in options can make a big difference. It’s about making sure the digital space is as welcoming as a physical room.

Benefits of Virtual Mediation Services

Virtual mediation has a lot going for it. For starters, it cuts down on travel time and costs, which is a big plus for everyone involved. Scheduling can be more flexible too, fitting around busy work or family lives. It can also make it easier to include multiple parties who might be spread out geographically. Sometimes, people even feel more comfortable speaking up from their own environment. It’s a way to resolve disputes efficiently and reach agreements without the usual logistical hurdles.

The shift towards virtual mediation isn’t just a trend; it’s a practical adaptation that broadens the reach of dispute resolution. It requires mediators to be mindful of digital divides and to actively plan for inclusivity in the online space.

Here’s a quick look at some advantages:

Wider Reach: Connects parties regardless of location.
Cost Savings: Reduces travel, venue, and related expenses.
Flexibility: Easier to schedule and accommodate different time zones.
Comfort: Participants can join from familiar environments.

Feature	Traditional Mediation	Virtual Mediation
Accessibility	Limited by geography	Global reach
Cost	Higher (travel, etc.)	Lower
Scheduling	More rigid	More flexible
Environment	Neutral physical space	Participant’s space
Non-verbal Cues	More apparent	Can be reduced

Ethical Considerations for Inclusive Mediators

Being a mediator means you’ve got a lot of responsibility. It’s not just about helping people talk; it’s about making sure everyone feels heard and respected, no matter their background or situation. This is especially true when you’re aiming for inclusive mediation. You have to think about how your actions might affect different people and make sure you’re not accidentally making things worse.

Upholding Confidentiality Across Diverse Contexts

Confidentiality is a big deal in mediation. It’s what allows people to speak freely without fear of their words being used against them later. But when you’re dealing with people from different cultures or those who might not fully grasp the legal implications, you have to be extra careful. You need to explain what confidentiality means in plain language, making sure everyone understands the limits. For example, in some situations, like when there’s a risk of harm, confidentiality might have exceptions. It’s your job to make sure everyone knows about these potential exceptions upfront.

Navigating Legal Frameworks like the Uniform Mediation Act

Different places have different rules about mediation. The Uniform Mediation Act (UMA), for instance, is a set of guidelines used in many states. It covers things like when mediation communications are protected and when they aren’t. As an inclusive mediator, you need to know these rules. You can’t just assume everyone understands them. You might need to explain how the UMA or other local laws apply to their specific situation, especially if they don’t have a lawyer with them. It’s about making sure everyone is on the same playing field legally.

Promoting Fairness and Equity in Dispute Resolution

Ultimately, the goal is fairness. This means actively looking for and addressing any power imbalances. Maybe one person has more money, more education, or just a more forceful personality. Your role is to create a space where everyone has an equal chance to speak and be heard. This might involve changing how you structure the session or providing extra support. It’s about making sure the outcome isn’t just fair for the loudest voice, but for everyone involved.

Ethical practice in mediation isn’t just about following a rulebook; it’s about a genuine commitment to justice and respect for all individuals. It requires constant self-awareness and a willingness to adapt your approach to meet the diverse needs of the people you serve.

Here are some key ethical considerations:

Informed Consent: Make sure participants truly understand the mediation process, your role, and their rights before they agree to participate. This isn’t a one-time thing; consent should be ongoing.
Competence: Practice only in areas where you have the necessary training and experience. If a case is outside your skill set, it’s ethical to refer it to someone else.
Conflicts of Interest: Be vigilant about any potential conflicts, whether personal, financial, or professional, that could affect your neutrality. Disclose any potential conflicts immediately.
Transparency: Be open about your fees, your process, and any limitations. This builds trust and avoids misunderstandings later on.

Moving Forward with Inclusive Mediation

Ultimately, making mediation work for everyone means remembering that people come from all walks of life. Whether it’s bridging language gaps, understanding different cultural backgrounds, or making sure folks with disabilities can fully participate, the goal is the same: a fair process. It’s about mediators being ready to adapt, listen closely, and create a space where everyone feels respected and heard. By focusing on these inclusive practices, we can help more people find common ground and resolve their issues effectively, building stronger connections along the way.

Frequently Asked Questions

What makes mediation “inclusive”?

Inclusive mediation means that everyone, no matter their background, abilities, or how they communicate, feels welcome and can fully participate. It’s about making sure the mediation process works for all parties involved, not just some.

How does a mediator handle language differences?

Mediators can use professional interpreters to help people who speak different languages understand each other. They also pay attention to different ways people communicate, like through body language or tone, to make sure everyone’s message gets across clearly.

What if someone has a disability?

For people with disabilities, mediation can be made more accessible. This might mean holding sessions in a place that’s easy to get to, using different ways to communicate, or setting up meeting times that work better for them. The goal is to remove any barriers to participation.

Why is cultural understanding important in mediation?

Different cultures have different ways of communicating and different values. A mediator who understands these differences can help avoid misunderstandings and ensure that everyone’s cultural background is respected. This leads to a more effective and fair process for everyone.

How do mediators help when there’s a big difference in power between parties?

Mediators are trained to spot when one person might have more influence or power than another. They use special techniques to make sure everyone gets a fair chance to speak and be heard, even if they feel less powerful. This helps create a more balanced discussion.

Can mediation work for groups with many people involved?

Yes, mediation can be used for groups with many people, like in community disputes or workplace issues. It takes careful planning to manage all the different voices and interests, but a skilled mediator can guide the group toward finding common ground.

How does technology help make mediation more inclusive?

Online platforms and video conferencing allow people to join mediation from anywhere, which is great for those who can’t travel easily. It also makes it possible to use tools like live captioning or screen readers to help people with disabilities participate fully.

What are the ethical rules for inclusive mediators?

Inclusive mediators must always be fair, keep discussions private, and make sure everyone’s right to make their own decisions is respected. They follow rules that ensure the process is safe, respectful, and just for every single person involved.