Every organization uses a blend of different organizational approaches to resolve conflict. A mediating organization relies heavily, and appropriately, on interest reconciliation. Before deciding to use mediation, an organization must consider multiple factors to make an informed decision:
1. Does the situation before you fit the definition of workplace conflict?
- Workplace conflict is defined as a condition between or among workers who:
- have jobs which are interdependent;
- feel angry with each other;
- perceive the the other(s) as being at fault; and
- act out in ways that cause a business problem.
2. Is mediation the best option?
- Can you define why the problem needs to be solved? Is there evidence that shows the problem is real? Can you define this issue as a business problem?
- Is mediation worth the time? Use the MTI Cost of Conflict Calculator to determine if this is, indeed, a strategic business issue that should be addressed.
- Is the conflict appropriate for mediation? Sometimes it may be necessary to resolve other issues such as job training issues, unresolved personal issues or illegal or unethical behavior before mediation.
- Is there a better option such as waiting, separating the parties, termination, coaching or counseling?
- Are you the right mediator? Are you capable? Can you be impartial? Will you be perceived as unbiased? And can you be neutral about the issue?
3. After you have examined the above factors and determined that this is a conflict to be mediated, the next step is to look at the structure of the conflict.
- There are six elements to the structure to consider. An easy way that Dr. Dan Dana suggests is using a conflict analysis worksheet. The sample worksheet is an example of how to determine if an issue can be resolved by a manager or if it requires a more seasoned mediator.
4. If you decide that mediation is the right tool to use, the next step is to define the business problem.
- Remember, this step is a business meeting to specifically solve a business problem caused by the behavior of employees who are in conflict.
Author
Terry Marschall,
MTI Advisor and Senior Principal Trainer
About Terry Marschall
Terry Marschall has been active as a mediator of workplace conflict for more than three decades. In her capacity as a certified mediator and as a master trainer for Mediation Training Institute, she has guided hundreds of people in resolving their differences in the workplace, creating collaborative and productive environments, and preserving the employer’s bottom line. Terry’s success in resolving conflict flows from a deep understanding of the complexity and dynamics of workplace relationships and their impact on the organization as a whole.
Ms. Marschall has held numerous corporate and regional positions with top companies such as the Target Corporation, Woodward & Lothrop/John Wanamaker, Mervyns and the May Company. She held positions as a Divisional Vice President, Regional Human Resources Manager and Stores Director in these Fortune 500 companies.
Terry is certified as a Senior Human Resources Professional (SPHR) by the Human Resources Certification Institute (HRCI), and Senior Certified Professional (SHRM-SCP) by the Society for Human Resource Management (SHRM). Terry holds dual Bachelors’ Degrees in Business Administration and Fashion/Textile Design, with post-graduate studies in Human Resource Development.