Conflict management is a means of using an unbiased person to help team members address discrepancies. The goal is to alleviate tensions at the workplace before they become harmful. It contrasts in a more informal and flexible approach from disciplinary and grievance procedures. While serious differences in teams are probably infrequent and many people are going to handle any differences themselves in a mature way, mediation can be valuable to managers in developing. It can enable you, as soon as it occurs within your teams, to deal with deeper conflict confidently and effectively.
Use of Mediation
Mediation can be used at any time in a dispute, provided that all concerned parties accept this and implement continuing procedural procedures.
In general, mediation is best to act best when a disagreement emerges first, the longer a conflict lasts, the higher the chances of people breaking down or raising formal complaints. However, after formal dispute processes, the process can also help you repair relations.
Mediation is a way forward in the event of disagreements between team members or between employees at various seniority levels. It can be useful when people’s communication has collapsed.
It is not always the most appropriate line of action, though. Incidents of intimidation and harassment may, for instance, have catastrophic effects on the perpetrators, for example, official warnings and the dismissal, or even criminal actions. You will probably have to follow a more official approach, in such cases, and your HR department should advise you.
Benefits of Mediation
Formal conflicts are costly and time-consuming and can destroy teamwork. They can result in high levels of stress, decreased mortality and increased absenteeism and worker turnover for anyone concerned. Research has revealed that most people prefer mediation to a formal grievance, and data shows that the results are more satisfactory for those who use it.
Another major advantage of mediation is that managers are able to respond to disputes more rapidly. Its confidentiality promotes people, to be honest, and transparent so that they can truly reach the heart of the problem. This can improve their chances of maintaining productive relationships and of nipping any problems in the bud, once and for all.
Following are some steps to win Mediation:
Rule 1: Participation of decision-makers.
Who’s a decision-maker? That appears to be an easy issue. If parties to a legal proceeding are an individual, the judge is the individual. However, when a company or other organisation is a party, the answer is less evident. The person who must engage in the mediation is someone who has the authority to accept any offer of a decision by the other side when it comes to companies and other bodies.
To take part in mediation means to personally immerse in all the events which occur during every mediation session, to be able to understand the conflict realistically and to express thoughts and concerns. Physical presence is the preferred way to participate, however when a physical presence is impossible, it can be suitable to participate in a mediation using videoconference or speakers.
Rule 2: The materials must be present physically.
Mediation involves resolving through conflict opinion differences and documents can be important for that purpose. For example, it is vital to physically convey the terms, circumstances and constraints of a mediation session in a dispute between a homeowner association and a condominium owner. And it is vital to have the policies present in a dispute between an insurance company and a policyholder.
Rule 3: Just be correct, but to a point alone.
Typically, each party believes their stance is the correct one in any controversy. In a mediation, the question of who is right – who is likely to eventually prevail if a resolution is not achieved and mediation is followed by a proceeding – is crucial because properly predicting which possibilities are feasible for ultimate success. However, mediation parties should not only show that they are correct (or better than the opposing side), since such an approach seldom helps much to resolve it.
Rule 4: Construct an agreement.
The aim is to win in a battle. But struggle requires your own demands, regardless of the influence on your opponent. And combat demands substantial effort to oppose the movements of your opponent.
The objective is resolution in mediation. The resolution demands a substantial effort to develop options that will satisfy both parties. The search for choices that suit both parties is very much like creating a business agreement. The two parties must work, or there is no agreement. In mediation, you should not just focus on your own interests, but also on your opponent’s interests.
Rule 5: Respect the other party.
In order to make a mediation agreement, consent (agreement) is necessary. An insulted party generally has no incline to consent. And a party that feels disrespect is often preoccupied with this, excluding everything else, which is against the process of mediation. It is not a “beautiful” matter. It is about avoiding disrespect without thought or gratuitousness.
Rule 6: Convince.
You must be convinced about the value of your position on the content of the dispute and persuasive about the mutual advantages of any prospective deal in a successful mediation.
The classical means of conviction is to establish the proper approach with the right emotional tone, the power of objective reasoning and the strength of personal credibility at the right time. A new and useful notion includes a unilateral offer from one party to the other. This offer can and often draws the other party’s reciprocal offer, which can develop a positive case until parties reach a settlement.
Rule 7: Interest-focused.
Roger Fisher and William Ury in their important book, Getting to Yes, discuss the relevance of their interests. The interests of the parties determine their conflict, according to Fisher and Ury. This is a revolutionary declaration because the customary knowledge was that a conflict is characterise the positions of the parties. A desire is an “interest.” One approach to satisfying a need is a “position.”
It is important to know your own interests, but this is only part of your mediation duty. The opposing side also has interests, and what they are must be known. It is always harder to recognise the interests of the other party than your own.
Rule 8: To be an interest issue solver.
The task is to reconcile interests in the pursuit of resolution. Options should be found or established and these options should enable both parties to achieve sufficient of their interests to make the options preferable than no deal.
Comparing interests calls for solving problems, and addressing problems call for creativity and an open mind. Brainstorming, which is a process through which parties identify every concept to reconcile interest. It is a useful strategy to generate this type of open thought. No notion is dismissed or attacked, and ideas can have a mutual base.
Rule 9: Work over the wrath.
At some point in the course of mediation, the parties start to comprehend that they might not be “most correct” about the content of the dispute, or that they will have to take less (or give more) to create a mutually acceptable compromise. If this occurs, the parties generally become irritated and then furious. Many parties consider their own wrath to be an indication that things don’t go well and that mediation ought to cease. That’s wrong. An agreement can continue if the parties are able to agree on a resolution better than no deal that suits their interests.
This is work that can continue to be developed even if—and in part because—parties realise that they won’t obtain what they first requested.
Rule 10: Be patient and be patient.
Mediation means change. In a conflict, parties often think that the dispute is right (and right). Each side can understand or cannot grasp their own and other parties’ interests, and each one can have false expectations. Each party may not be ready to respect the other party to any extent. These problems need time to be tackled and people need time to change their beliefs. It is important for parties in mediation to allow time for these changes to occur. Of these ten rules for a successful mediation, this one is the most important.