How did you first become involved with AMINZ?

As a lawyer, I’ve always had a natural interest in communication. This enthusiasm continued in my work as a managing director of the iconic Wellington business Photography by Woolf. I vividly remember a situation we had involving a disgruntled client. No matter how hard I tried, I just couldn’t seem to make her happy. And this led to a bit of professional soul-searching. Was I in fact too adversarial in my style? Or was it something else? Was I lacking the intellectual or emotional tools to settle these kinds of situations?

These questions spurred me to study dispute resolution—in particular mediation—in order to fine-tune what business skills I already had as an MD. At the time I was also on the government’s small business advisory group—an independent body that advises on issues that affect small and medium-sized businesses—and this also played a part in my decision in 2008 to accept the position of executive director of AMINZ, which at the time had a number of interesting challenges.

I love the satisfaction of finding alternative ways to solve disputes. The courts are crucial to our justice system and our democracy, of course, but other ways to solve disputes, particularly mediation and arbitration, are important too. I’ve always wanted to see these grow and to give the public more and better services.

Truth be told, I expected to be in the role 3-5 years, but the Institute has been on a phenomenal growth path. The challenges remain—and meeting those challenges remains unusually satisfying. I know it’s a cliché, but I really am being paid to do what I love.

Can you share how the organisation came about and the benefits it presents to its members, and the public?

The Institute has an interesting history. It began as a branch of the Chartered Institute of Arbitrators, a highly respected UK-based, international organisation. Later, it merged with mediation organisations, and quickly took its place as the only local organisation representing all of dispute resolution.

Professionalism is the key. We certify dispute resolvers. We provide education relating to all kinds of disagreements (relationships, rural, building, you name it) to members, not-for-profits, government agencies and corporates. We also advocate for more and better use of dispute resolution and provide a range of member services. And we are a go-to agency for anyone looking to find the top people for solving disputes—something that can be of critical importance to the public. Another thing the public and organisations can benefit from is our tailored in-house training programmes.

What exciting projects are underway at AMINZ?

What a good time to be asking that question. An ongoing project that has really come of age of late is AMINZ International. The aim here is to establish New Zealand as a global centre of dispute resolution, in much the same way that Singapore has been promoting itself for some time. A glittering example of this drive has been our success in co-hosting of the world’s most prestigious and largest arbitration conference in Sydney, with a follow-on event here in New Zealand in 2018.

Right now we are also involved in diversity project to widen the bandwidth of our membership and bring in more and more people from different groups, as well as refining and promoting a number of dispute resolution schemes.

What would you say to someone starting out in the not-for-profit sector with a view to become a future leader?

Well, if you are a membership organisation, always remember that you are there to serve the members. That’s not to say the customer is always right—but the customer is certainly always crucial.

I think working - I mean really working - with others is critical, and that includes members and one’s board alike. This means seeking out those who not only agree with you but those who don’t. How else do we improve ourselves in life? It’s certainly doesn’t happen by cruising along.

Deborah Hart 

Arbitrators and Mediators Institute of New Zealand Inc. (AMINZ)

www.aminz.org.nz