Texas Mediator Field Study 2025
Findings from Interviews with Practicing Mediators Across the State
Abstract
This study explores the experiences, challenges, and best practices of mediators practicing throughout Texas in 2025, aiming to provide insights into current trends and inform future training and policy development. Data was collected through in-depth interviews with a diverse sample of mediators across urban and rural settings.
I. Study Overview
This summary consolidates findings from a series of structured interviews conducted with Texas mediators at varying stages of experience. The goal was to identify recurring challenges that affect both entry-level and established practitioners.
The insights reveal a profession deeply committed to service and ethics but constrained by structural gaps in business support, mentorship, and sustainable practice development.
6
Median Experience
(years)
41
Urban Distribution
17 rural*
35
Volunteer-Based
primarily volunteer practice
12
Primary Income
make their living mediating
5
First Career
mediation is their first career
58
Total Interviews
* The 2020 US Census defines urban areas as those with a housing unit density of 245 per square mile or greater and a minimum population of 5000.
Methodology
Between March and August 2025, structured interviews were conducted with 58 practicing Texas mediators representing a range of experience levels, geographic regions, and practice models.
Participant Selection
Participants were identified through:
  • Membership networks within TMCA and TAM
  • Referrals from previously interviewed mediators
  • Professional contacts within the Texas mediation community
Because participants were sourced primarily through professional networks, the sample may overrepresent mediators who are already engaged in statewide or regional associations.
Interview Format
  • The majority of interviews were conducted via video conference with automated note-taking and transcript generation.
  • One interview was conducted via email.
  • One interview was conducted by phone, with written notes but no recording.
Each interview followed a structured question framework exploring:
  • Career pathway and years of experience
  • Business development practices
  • Marketing and referral systems
  • Administrative workflows and technology usage
  • Emotional sustainability and peer support
  • Professional identity and community engagement
Data Analysis
Transcripts were reviewed using a combination of:
  • Custom Python scripts for thematic clustering and sentiment indicators
  • A locally hosted large language model (Dolphin3 via Ollama) to assist with pattern identification while preserving confidentiality
  • Manual tagging and cross-comparison during September and October 2025
Quantitative counts presented in this report reflect the number of participants who expressed a given theme. These counts are descriptive and are not intended to represent statistical prevalence across all Texas mediators.
This study is exploratory and qualitative in nature. It aims to surface recurring patterns rather than produce generalizable survey findings.
Limitations
This field study is based on qualitative interviews with practicing Texas mediators conducted between March and August 2025. While the findings identify meaningful thematic patterns, several limitations should be considered when interpreting the results.
Convenience Sample
Participants were sourced primarily through TMCA, TAM, and personal referrals. As a result, the sample may overrepresent mediators who are already engaged in professional associations or statewide networks.
Not a Statistical Survey
This study was not designed as a randomized or statistically representative survey of all Texas mediators. Reported percentages and counts reflect themes identified within this interview group and should not be interpreted as statewide prevalence estimates.
Self-Reported Data
All findings are based on participant self-reporting. Responses may reflect individual perception, memory, or subjective framing of professional experiences.
Variability Across Career Stages and Practice Types
The sample includes mediators at different career stages, geographic regions, and practice models. Experiences vary significantly between volunteer-based, part-time, hybrid, and full-time private practices.
Evolving Professional Context
The mediation landscape continues to change, particularly in relation to virtual platforms, court referral practices, and marketing norms. These findings reflect a specific period in 2025 and may evolve as the profession adapts.
These limitations do not diminish the value of the themes identified, but they do mean that these findings are exploratory and descriptive rather than definitive.
II. Common Challenges by Career Stage
III. Key Findings
This section outlines the primary themes that emerged across interviews, organized around recurring structural and professional patterns.
Career Trajectories
Examining the initial steps and long-term growth for mediators, from certification to scaling operations.
Marketing & Outreach
Understanding how mediators attract clients, build professional networks, and navigate digital marketing.
Technology Integration
Exploring the adoption of virtual platforms and specialized tools to enhance mediation services.
Emotional Resilience
Addressing the psychological demands of mediation and the need for emotional support systems.

These should be taken as preliminary findings only. A broader, more comprehensive field study is needed to provide a statistically significant sample. However, as a qualitative survey, this does suggest directions for future study.
1. The Business Gap
  • 41 of 58 mediators cited "no idea how to build a practice" or set pricing as their top frustration post-training.
  • Many training programs end abruptly at certification, offering no bridge to practice management, marketing, or income generation.

Recommendation: The Texas mediation field might benefit from more structured business education or a more repeatable path to sustainability for private practice.
2. The Mentorship Disconnect
Interest in Mentorship
46 of 58 mediators expressed interest in receiving or providing mentorship or supervision
  • New mediators are uncertain about reaching out to senior practitioners. This can appear to be a lack of interest.
  • Senior mediators may feel comfortable mentoring mediation skills, but few are able to provide business mentorship.
  • Other issues mentioned: Confidentiality in monitoring and reluctance due to business competition.

Recommendation: Formal mentorship programs exist but are underutilized. The missing piece from interviews seemed to be awareness and a structured plan, alongside clear norms addressing confidentiality and competitive concerns, not a lack of interest or availability.
3. The Referral Problem
Word-of-Mouth Dominance
21 of the 23 paid mediators rely on word-of-mouth as their dominant source of new client referrals, yet few described systematizing it.
Network Advantage
Referrals skew heavily toward those with preexisting legal or community networks.

Recommendation: Training programs may benefit from including systematic referral diversification strategies, particularly for mediators without legacy legal networks.
4. The Isolation Spiral
  • 37 of 58 respondents described feeling professionally isolated.
  • Many noted that peer contact only happens during continuing education events and conferences.

Recommendation: Peer connection is treated by many as optional enrichment, not professional maintenance. More regional or practice group community infrastructure might encourage better involvement and connection.
5. Technology & Access
Technology use among Texas mediators reflects a wide spectrum of experience, comfort, and preference.
Virtual Platforms
Many mediators transitioned to Zoom or other virtual platforms during the pandemic and continue to conduct remote mediations regularly. Some described initial hesitation prior to the pandemic but now report strong preference for virtual sessions due to flexibility and efficiency. Others maintain in-person or hybrid models, citing client preference or regional expectations.
Several mediators reported receiving structured Zoom training through Dispute Resolution Centers before conducting volunteer mediations, while others described self-directed learning.
Professional Presentation Online
Across career stages, mediators noted the importance of appearing professional in virtual settings, including lighting, sound quality, and background setup. Comfort with this aspect varied.
Administrative Technology
Technology for intake, scheduling, contracts, invoicing, and document execution remains largely self-assembled. Many mediators rely on combinations of spreadsheets, templates, scheduling tools, and digital signature platforms. A small minority use specialized ADR software.
AI and Emerging Tools
Views on artificial intelligence and translation tools ranged from curiosity and cautious experimentation to strong skepticism. Some mediators expressed interest in efficiency gains, while others voiced concern about accuracy, confidentiality, and ethical implications.

Recommendation: Develop a voluntary “Technology Baseline Toolkit” for Texas mediators that includes guidance on virtual setup standards, intake workflows, scheduling systems, and secure document handling.
Our professional associations or training providers could curate recommended tools and setup checklists without mandating specific vendors, reducing friction for new mediators while preserving practice autonomy.
6. Competitive Gatekeeping and Access to Opportunity
In addition to structural gaps in business training and mentorship, several participants described competitive dynamics within portions of the mediation community.
Some mediators expressed reluctance to mentor extensively due to concerns about client competition or loss of referral relationships. This concern appeared more pronounced in smaller legal communities where referral networks are tightly held and reputation-based.
Attorney mediators were also perceived by some participants as having a structural advantage in certain case types, particularly in court-connected or legally complex matters. Non-attorney mediators described barriers to entry in these contexts.
Template sharing, document standardization, and business infrastructure exchange were frequently identified as valuable but underutilized resources. Participants noted that while many mediators express collegial values, competitive pressures may limit open sharing of forms, processes, or referral pathways.
These dynamics do not characterize the entire profession, but they represent a recurring theme in discussions of mentorship, access, and sustainability. Addressing competitive gatekeeping may require intentional organizational leadership and clear norms around collaboration and professional development.

Recommendation: Establish a voluntary statewide template repository where mediators may contribute and access standardized forms, intake workflows, engagement agreements, and marketing language examples. Professional organizations may also consider clarifying transparent pathways for observation, co-mediation, and court-connected case eligibility.
7. The Emotional Toll
Participants described diverse experiences regarding emotional impact. Some mediators, particularly those handling high-conflict or family matters, acknowledged the emotional weight of repeated exposure to intense disputes.
Others emphasized professional boundaries and compartmentalization as effective tools for maintaining resilience.
Structured debriefing opportunities were more commonly described within volunteer or DRC settings than within fully private practices.
Emotional sustainability appears individualized and influenced by background, training, and practice environment.

Recommendation: Encourage optional peer supervision and reflective practice models for mediators who find them beneficial.
IV. Regional and Demographic Insights
V. Thematic Patterns
Hidden Infrastructure
Tools, mentorships, and networks exist but remain underused or invisible.
Fragmented Field Identity
No consistent language or brand for Texas mediation; mediators self-identify differently.
Dependence on Volunteering
"Paying dues" through volunteerism encourages community values, but can also delay sustainability and may discourage retention over time.
Professional Modesty
Cultural reluctance toward marketing suppresses awareness of mediation's impact.
VI. Recommendations
01
Bridge Training to Practice
The Texas mediation field might benefit from more structured business education or a more repeatable path to sustainability for private practice.
02
Mentorship & Peer Cohorts
Formal mentorship programs exist but are underutilized. The missing piece from interviews seemed to be awareness and a structured plan, alongside clear norms addressing confidentiality and competitive concerns, not a lack of interest or availability.
03
Referral Development Systems
Training programs may benefit from including systematic referral diversification strategies, particularly for mediators without legacy legal networks.
04
Professional Community Infrastructure
Peer connection is treated by many as optional enrichment, not professional maintenance. More regional or practice group community infrastructure might encourage better involvement and connection.
05
Technology
Develop a voluntary “Technology Baseline Toolkit” for Texas mediators that includes guidance on virtual setup standards, intake workflows, scheduling systems, and secure document handling.
Our professional associations or training providers could curate recommended tools and setup checklists without mandating specific vendors, reducing friction for new mediators while preserving practice autonomy.
06
Access to Opportunity
Establish a voluntary statewide template repository where mediators may contribute and access standardized forms, intake workflows, engagement agreements, and marketing language examples. Professional organizations may also consider clarifying transparent pathways for observation, co-mediation, and court-connected case eligibility.
07
Wellness Integration
Encourage optional peer supervision and reflective practice models for mediators who find them beneficial.
VII. Quantitative Snapshot

These counts reflect themes identified within this interview group and should not be interpreted as statewide prevalence estimates.
VIII. Moving Forward
1
Short-Term Focus
Awareness and connection. Make the invisible visible for networks, mentors, and templates that already exist.
2
Mid-Term Focus
Infrastructure. Support local hubs or regional associations that handle mentorship, referrals, and shared resources.
3
Long-Term Focus
Identity. Continue ongoing progress through TAM, TMCA, and the State and local Bar Associations in defining "Texas Mediation" as a cohesive profession with clear pathways, recognition, and sustainability.
Conclusion
The mediation profession attracts individuals with strong ethics and empathy, but some career development and support systems remain unimplemented or under-realized. Building a sustainable ecosystem for Texas mediators may benefit from:
  1. Clearer career pathways and mentorship frameworks.
  1. Accessible tools for marketing, administration, and case management.
  1. Emotional and peer support systems to sustain long-term engagement.
Addressing these areas may strengthen long-term sustainability across practice models.
For feedback or questions, contact:
Bill Glover
✉️ [email protected] | 🔗 linkedin.com/in/billglover

Images via Unsplash unless otherwise noted. Used with permission.
Image of Texas in the Abstract section created using Gamma image generation.