The Conflict Expert

Last Sunday marked International Women’s Day, a day that celebrates the social, economic and political achievements of women around the world. It is also an opportunity to reflect on where women’s participation still matters deeply and for me, that’s focused on women in mediation and peace processes and whether our voices are heard.

Across international diplomacy, community mediation and workplace disputes, evidence increasingly shows that including women in mediation processes leads to more durable and effective outcomes.

Yet women remain significantly underrepresented in formal mediation roles and negotiation processes. Did you know, for example, it took three years for a woman to be involved in the Colombian peace process, despite the gendered violence being a feature of this conflict? UN Women report that in peace processes, women make up 7% of negotiators and 14% of mediators are women and yet two thirds of all mediation efforts do not include women! When I think about the disturbing increase of violent conflict against women and children, I can’t help but wonder what might be the reason for this.

So why does women’s participation matter? What difference does it actually make? And how can organisations ensure women are included in mediation and negotiation processes in meaningful ways?

The Evidence: Women in Mediation Strengthen Peace Processes

Research from UN Women consistently demonstrates that women’s involvement in peace negotiations increases the likelihood that agreements will be reached and sustained.

A frequently cited study analysing peace processes between 1989 and 2011 found that when women meaningfully participate in negotiations:

• Peace agreements are 35% more likely to last at least 15 years
• Negotiations tend to include broader social concerns, such as justice, community needs and reconciliation
• Agreements are more likely to gain public legitimacy

Women often expand negotiations beyond the immediate political actors involved in conflict. They bring community voices into the room and frequently focus on rebuilding relationships and social trust, elements essential for lasting peace.

This isn’t theoretical.

It has played out in real-world negotiations.

A Powerful Example: Women in the Colombia Peace Process

During the negotiations that ended the decades-long conflict between the Colombian government and FARC guerrillas, (the Colombian Peace Process) women played an unprecedented role.

A gender sub-commission was established during the talks to ensure that the peace agreement reflected the experiences of women and victims of violence.

Women negotiators and civil society representatives ensured that the agreement included:

• Provisions addressing sexual violence
• Land rights protections for rural women
• Victims’ rights and reconciliation measures

As a result, the final agreement became one of the most gender-inclusive peace agreements in modern history.

The lesson is clear: when women participate, negotiations broaden and deepen. But it took 3 years to recognise this!

What Women Often Bring to Mediation

This is not about suggesting that women mediate in a single way or that men do not possess similar skills. Good mediators of any gender share core competencies.

However, research and practice frequently identify several strengths women often bring to mediation and negotiation environments:

1. Relational Focus

Women mediators often prioritise relationship repair and long-term stability, not just reaching a quick agreement.

This is particularly valuable in workplace disputes where individuals must continue working together after the conflict is resolved.

2. Inclusive Problem-Solving

Women negotiators frequently encourage broader participation in discussions and ensure quieter voices are heard.

This reduces the risk that key perspectives are overlooked.

3. Emotional Intelligence

Many mediation practitioners note that female mediators often excel at recognising emotional undercurrents in disputes, helping parties move beyond positional arguments.

Conflict is rarely just about the issue on the surface. Addressing emotions can unlock resolution.

4. Collaborative Framing

Women frequently emphasise collaboration rather than competition in negotiations, reframing conflict as a shared problem to solve.

This shift can fundamentally change the tone of mediation.

Are There Situations Where a Female Mediator Is Particularly Valuable?

In some disputes, having a female mediator or co-mediator can significantly enhance the process.

Examples include:

Harassment or discrimination cases

In disputes involving gender dynamics or harassment allegations, a female mediator may help participants feel safer discussing sensitive experiences.

Power imbalance disputes

Where one party feels intimidated or marginalised, a female mediator can sometimes create a more balanced environment.

Culturally sensitive conflicts

In certain cultures or communities, gender dynamics strongly influence communication. A mixed-gender co-mediation team may be particularly effective.

Highly emotional conflicts

Female mediators are often perceived (rightly or wrongly) as more approachable in emotionally charged disputes, which can help parties open up.

The key point is choice and balance.

In complex disputes, co-mediation teams that include both male and female mediators can combine complementary strengths.

Bringing Women Into Workplace Mediation

The principles from international peace negotiations apply just as strongly inside organisations.

If companies want more effective conflict resolution processes, they should actively include women in mediation and negotiation roles.

Practical steps include:

1. Develop Female Mediators Internally

Organisations can train women in HR, leadership or employee relations roles as internal mediators.

This not only strengthens conflict management but also builds leadership capacity.

2. Use Diverse Mediation Panels

When appointing external mediators, organisations should consider gender diversity alongside expertise.

A diverse panel often increases trust in the mediation process.

3. Encourage Women to Lead Negotiations

Women remain underrepresented in many senior negotiation roles.

Encouraging female leadership in negotiations improves decision-making and reflects the diversity of the workforce.

4. Consider Co-Mediation Models

Complex workplace conflicts often benefit from co-mediators with different perspectives, including gender diversity.

This approach can improve creativity in solutions and increase perceived fairness.

The Bigger Picture

International Women’s Day is not just a celebration.

It is a reminder that diverse voices strengthen decision-making — especially in conflict resolution.

Whether the setting is a peace negotiation between nations or a workplace dispute between colleagues, mediation works best when it reflects the diversity of the people affected by the conflict.

Including women in mediation is not simply about representation.

It is about better outcomes, stronger agreements and more sustainable relationships.

And that benefits everyone.