New Feature: Search Alerts are available now. Learn more.
Skip to main content

Why and How to Mediate Condo and Co-Op Disputes


Speaker(s): Nancy Kramer, Todd L. Drucker
Recorded on: Nov. 4, 2019
PLI Program #: 287074

Nancy Kramer, Esq. is a veteran mediator, arbitrator and facilitator known for her attention to the issues presented by diverse parties and her flexibility and tenacity to work through them. Adept at bridging gaps in communication, identifying obstacles to settlement, and pursuing creative solutions to complex issues, Ms. Kramer has mediated more than 650 cases with an emphasis on business/commercial, co-op/condo, employment, family law, and real estate matters. She is a member of the JAMS Title IX panel.

Ms. Kramer is a member of the New York County Supreme Court Commercial Division ADR Roster; FINRA Dispute Resolution Panel; United States District Court for the Eastern District of New York Mediation Panel; and served for ten years as Special Master for the Appellate Division, First Judicial Department of the Supreme Court of the State of New York. She recently served as Chair of the New York City Bar Association ADR Committee.

Facilitations

Ms. Kramer has particular expertise resolving disputes through facilitations. She has worked successfully to resolve disputes through the facilitation process with a number of groups (commercial, academic, not-for-profit) with personnel, leadership, communication and workplace culture problems involving a broad group of people with more issues than are typically part of a mediation. The facilitation process often includes group sessions, private meetings and interviews with involved parties. The facilitation can result in a report to the board or other governance, a position paper, an informal agreement or an oral report. Facilitation varies enormously in structure and length with the circumstances and can be very successful in improving group dynamics.

One recent facilitation succeeded in getting education leaders in one state to develop a common position paper for government leaders despite very different educational priorities and preferences.

Another facilitation led a not-for-profit advocacy organization to re-evaluate its personnel structure and make changes, which resulted in a substantially more productive staff.