Workplace Mediation: Strategies and Techniques
description
Transcript of Workplace Mediation: Strategies and Techniques
![Page 1: Workplace Mediation: Strategies and Techniques](https://reader036.fdocuments.in/reader036/viewer/2022062310/56815f01550346895dcdbf9b/html5/thumbnails/1.jpg)
Workplace Mediation: Strategies and Techniques
![Page 2: Workplace Mediation: Strategies and Techniques](https://reader036.fdocuments.in/reader036/viewer/2022062310/56815f01550346895dcdbf9b/html5/thumbnails/2.jpg)
Outcomes
• Knowledge of options for handling conflict• Understanding of process and application of
workplace mediation• Hands-on experience with use of techniques• Awareness of some benefits of workplace
mediation
![Page 3: Workplace Mediation: Strategies and Techniques](https://reader036.fdocuments.in/reader036/viewer/2022062310/56815f01550346895dcdbf9b/html5/thumbnails/3.jpg)
Agenda
• Conflict in the workplace (introduction)• Traditional approach (exercise)• Supervisory/Managerial options• Workplace Mediation
– initial meetings (exercise)– face-to-face meeting (exercise)
• Benefits of mediation• Evaluation & Closure
![Page 4: Workplace Mediation: Strategies and Techniques](https://reader036.fdocuments.in/reader036/viewer/2022062310/56815f01550346895dcdbf9b/html5/thumbnails/4.jpg)
Process / Guidelines
• Multi-sensory learning• Structured learning• All responsible for learning• Active/constructive coaching• Suspended judgement• Note taking
![Page 5: Workplace Mediation: Strategies and Techniques](https://reader036.fdocuments.in/reader036/viewer/2022062310/56815f01550346895dcdbf9b/html5/thumbnails/5.jpg)
Interpersonal Conflict in Organizations
Condition between two or more task-interdependent people
experiencing strong emotion and critical behavior that disrupts work
and morale in an organization
![Page 6: Workplace Mediation: Strategies and Techniques](https://reader036.fdocuments.in/reader036/viewer/2022062310/56815f01550346895dcdbf9b/html5/thumbnails/6.jpg)
Consequences of Unresolved Conflict
• Reduced decision quality• Lowered job motivation• Increased absenteeism• Increased health costs• Loss of skilled employees• Increased sabotage (work, equipment, reputation)
![Page 7: Workplace Mediation: Strategies and Techniques](https://reader036.fdocuments.in/reader036/viewer/2022062310/56815f01550346895dcdbf9b/html5/thumbnails/7.jpg)
Well-Managed ConflictOpportunity
• Clarify issues• Gain new understanding• Enhance relationships• Increase self-esteem and confidence• Heighten job motivation/performance
![Page 8: Workplace Mediation: Strategies and Techniques](https://reader036.fdocuments.in/reader036/viewer/2022062310/56815f01550346895dcdbf9b/html5/thumbnails/8.jpg)
Conflict in the Workplace Three Contexts:
Manager• Third party vs.
EmployeeEmployee
• Third Party vs.Employee
• Third Party Employee vs..
Customer
![Page 9: Workplace Mediation: Strategies and Techniques](https://reader036.fdocuments.in/reader036/viewer/2022062310/56815f01550346895dcdbf9b/html5/thumbnails/9.jpg)
Supervisory Options• Ignore it• Separate/isolate• Terminate one or both parties• Threaten/discipline• Advise parties to work it out
themselves• Counsel each party• Mediate in-house• Refer to outside mediation
AVOID
RECONCILE
![Page 10: Workplace Mediation: Strategies and Techniques](https://reader036.fdocuments.in/reader036/viewer/2022062310/56815f01550346895dcdbf9b/html5/thumbnails/10.jpg)
Workplace Mediation
• Process enabling third parties to assist employees:– to discuss interpersonal
conflicts– to arrive at mutually
satisfactory agreements
![Page 11: Workplace Mediation: Strategies and Techniques](https://reader036.fdocuments.in/reader036/viewer/2022062310/56815f01550346895dcdbf9b/html5/thumbnails/11.jpg)
Workplace Mediation
• A particular tool to have a conversation on a workplace conflict
• A business meeting about a business problem
• Simple to understand: challenging to perform
![Page 12: Workplace Mediation: Strategies and Techniques](https://reader036.fdocuments.in/reader036/viewer/2022062310/56815f01550346895dcdbf9b/html5/thumbnails/12.jpg)
Purpose of Workplace Mediation
• Reduce wasteful costs
• Improve productivity
• Enhances quality of communication/decisions
• Build positive working relationship
• Provides a new leadership role for
supervisors/others
![Page 13: Workplace Mediation: Strategies and Techniques](https://reader036.fdocuments.in/reader036/viewer/2022062310/56815f01550346895dcdbf9b/html5/thumbnails/13.jpg)
Potency of Workplace Mediation
Involvement Commitment
+ = +
Empowerment Creativity
![Page 14: Workplace Mediation: Strategies and Techniques](https://reader036.fdocuments.in/reader036/viewer/2022062310/56815f01550346895dcdbf9b/html5/thumbnails/14.jpg)
Mediation Phases
• Decision to mediate
• Initial meetings (separate meetings with each party)
• Prepare context
• Face-to-face meetings
• Follow-up
![Page 15: Workplace Mediation: Strategies and Techniques](https://reader036.fdocuments.in/reader036/viewer/2022062310/56815f01550346895dcdbf9b/html5/thumbnails/15.jpg)
Decision to Mediate
• Identify the costs of the conflict
• Weigh costs/benefits of intervention
• Consider alternatives to mediation
• Develop plan for the mediation
![Page 16: Workplace Mediation: Strategies and Techniques](https://reader036.fdocuments.in/reader036/viewer/2022062310/56815f01550346895dcdbf9b/html5/thumbnails/16.jpg)
Initial Meetings
• Explain privacy and confidentiality• Explain process; your role as mediator• Discuss the disputants role• Surface fears and expectations• Identify issues• Diffuse emotion (opportunity for catharsis)
![Page 17: Workplace Mediation: Strategies and Techniques](https://reader036.fdocuments.in/reader036/viewer/2022062310/56815f01550346895dcdbf9b/html5/thumbnails/17.jpg)
Initial Meeting - Practice Exercise
Groups of 3• Mediator
– conduct initial meeting with the disputant– use reflective listening skills
• Disputant– Challenge the mediator– use some emotion
• Observer– keep track of time– help group learn from the experience
Change roles, repeat until all three have been in each role
![Page 18: Workplace Mediation: Strategies and Techniques](https://reader036.fdocuments.in/reader036/viewer/2022062310/56815f01550346895dcdbf9b/html5/thumbnails/18.jpg)
Preparing the Context
• Location
• Seating arrangement
• Duration of meeting
• Timing of meeting
• Who should attend
![Page 19: Workplace Mediation: Strategies and Techniques](https://reader036.fdocuments.in/reader036/viewer/2022062310/56815f01550346895dcdbf9b/html5/thumbnails/19.jpg)
Face-to-Face MeetingPreliminary Tasks
• Provide emotional safety• Prevent withdrawal
– emotion– physical
• Support conciliatory gestures• Demonstrate patience• Encourage process
![Page 20: Workplace Mediation: Strategies and Techniques](https://reader036.fdocuments.in/reader036/viewer/2022062310/56815f01550346895dcdbf9b/html5/thumbnails/20.jpg)
Mediation Process
• Setting the stage• Uninterrupted time• Focusing the issues• Exchange of Interests• Generation of solutions• Forming agreements and contracts
![Page 21: Workplace Mediation: Strategies and Techniques](https://reader036.fdocuments.in/reader036/viewer/2022062310/56815f01550346895dcdbf9b/html5/thumbnails/21.jpg)
Stages of Face-to-Face Meeting
Past
• Information
• Details• Emotions Rapport
Present
• Issues• Interests• Needs
ChunkingSummarizing
Future
• Alternatives• Options• Solutions
Problem SolvingForm Agreement
Reflective listening at all three stages
![Page 22: Workplace Mediation: Strategies and Techniques](https://reader036.fdocuments.in/reader036/viewer/2022062310/56815f01550346895dcdbf9b/html5/thumbnails/22.jpg)
Caucus• Separate parties if:
– too tense– too hostile– locked in escalating spiral
• Allow Private expression of:– motives– sensitive subjects & issues– alternatives
• Change the flow of the dispute:– de-escalate/slow down– escalate/speed up– overcome deadlocks
![Page 23: Workplace Mediation: Strategies and Techniques](https://reader036.fdocuments.in/reader036/viewer/2022062310/56815f01550346895dcdbf9b/html5/thumbnails/23.jpg)
Mediation Checklist
Set Expectations Define roles Establish guidelines Facilitate process & communication Reinforce conciliatory gestures Clarify issues
Highlight mutual interests Act impartially Minimize power imbalance Maintain confidentiality Help frame the agreement
![Page 24: Workplace Mediation: Strategies and Techniques](https://reader036.fdocuments.in/reader036/viewer/2022062310/56815f01550346895dcdbf9b/html5/thumbnails/24.jpg)
Mediator Skills
• Reflective listening• Chunking• Summarizing• Reframing• Matching and pacing• Problem Solving
![Page 25: Workplace Mediation: Strategies and Techniques](https://reader036.fdocuments.in/reader036/viewer/2022062310/56815f01550346895dcdbf9b/html5/thumbnails/25.jpg)
Positions and Interests
•What you decided you want in a particular situation•Specific,predetermined solution (demands, terms)
• Underlying motivations (the “why” behind the position)• Concerns, fears, needs, desires, benefits
Position
Interests
Interests are often rooted in human needs
![Page 26: Workplace Mediation: Strategies and Techniques](https://reader036.fdocuments.in/reader036/viewer/2022062310/56815f01550346895dcdbf9b/html5/thumbnails/26.jpg)
Strategies to Elicit Interests
• Reflective listening and summarizing at level of interests
• “Chunking”—a linguistic manipulation to help uncover interest that underlie the positions stated by the parties
![Page 27: Workplace Mediation: Strategies and Techniques](https://reader036.fdocuments.in/reader036/viewer/2022062310/56815f01550346895dcdbf9b/html5/thumbnails/27.jpg)
Reflective Listening
• A special type of listening that allows mediator to capture the essence of the other’s thoughts and feelings and “play back” the essence to other in own words.
• Gives proof to the disputant that they are hear and understood and builds rapport
• Allows other disputant to take it in.
![Page 28: Workplace Mediation: Strategies and Techniques](https://reader036.fdocuments.in/reader036/viewer/2022062310/56815f01550346895dcdbf9b/html5/thumbnails/28.jpg)
Chunking
• You Chunk-down to move from a general concept to a specific example (from interests to options)
• You Chunk-up to move from a specific example to a more general concept (from position to interests)
Chunking is shifting the conceptual or logical level of thinking.
![Page 29: Workplace Mediation: Strategies and Techniques](https://reader036.fdocuments.in/reader036/viewer/2022062310/56815f01550346895dcdbf9b/html5/thumbnails/29.jpg)
Chunking Questions
Chunking Up: use to identify interest“If you were able to have X (the position)…•What will having that do for you?•How would tomorrow be different from today?•How is it beneficial or useful?
Chunking Down: use in problem solving to elicit options• What is a good way of meeting that interest?• What, specifically, would help you meet your needs?
![Page 30: Workplace Mediation: Strategies and Techniques](https://reader036.fdocuments.in/reader036/viewer/2022062310/56815f01550346895dcdbf9b/html5/thumbnails/30.jpg)
Chunking Exercise
Person A• Think of something you want in a negotiation
situation• State your position to person “B”Person B• Use chunking-up questions to move person “A”
from position to interest• Use chunking-down questions to elicit options
Reverse roles and repeat process
![Page 31: Workplace Mediation: Strategies and Techniques](https://reader036.fdocuments.in/reader036/viewer/2022062310/56815f01550346895dcdbf9b/html5/thumbnails/31.jpg)
Summarizing
• Ability to state and get agreement on the main issues and interests of each of the parties and note similarities and differences.
![Page 32: Workplace Mediation: Strategies and Techniques](https://reader036.fdocuments.in/reader036/viewer/2022062310/56815f01550346895dcdbf9b/html5/thumbnails/32.jpg)
Reframing
• The ability to choose words that reframe and modify the meaning and interpretation
of what is said by the disputants
![Page 33: Workplace Mediation: Strategies and Techniques](https://reader036.fdocuments.in/reader036/viewer/2022062310/56815f01550346895dcdbf9b/html5/thumbnails/33.jpg)
Pacing and Matching
• A mirror like matching of another’s verbal and non-verbal cues to build rapport and stay “in sync” with another
Facial expressionHand gesturesBody posture
Voice tone, volume, inflectionEmotional state
Representational systems (visual, auditory, kinesthetic)
![Page 34: Workplace Mediation: Strategies and Techniques](https://reader036.fdocuments.in/reader036/viewer/2022062310/56815f01550346895dcdbf9b/html5/thumbnails/34.jpg)
Problem Solving
FOR EACH ISSUEInterestsOptionsEvaluation of OptionsSelection among optionsAction Plan
![Page 35: Workplace Mediation: Strategies and Techniques](https://reader036.fdocuments.in/reader036/viewer/2022062310/56815f01550346895dcdbf9b/html5/thumbnails/35.jpg)
Mediation PracticeGroups of 3• Mediator
– Guide parties to reach an agreement– Use reflective listening,chunking, and problem solving skills
• Disputants– Defend your positions– Use some emotion directed toward the other disputant– Offer conciliatory gestures after mediator has demonstrated skills
Change roles, repeat until all have mediated
![Page 36: Workplace Mediation: Strategies and Techniques](https://reader036.fdocuments.in/reader036/viewer/2022062310/56815f01550346895dcdbf9b/html5/thumbnails/36.jpg)
Contracting and Follow-Up
• Make contract behaviorally specific• Have all parties sign the agreement is possible• Follow-up
– memorandum of understanding– check-up meeting– evaluation
![Page 37: Workplace Mediation: Strategies and Techniques](https://reader036.fdocuments.in/reader036/viewer/2022062310/56815f01550346895dcdbf9b/html5/thumbnails/37.jpg)
Some Benefits of Mediation• Alternative to litigation• Simple process• Low Cost• Private and confidential• Focus on problem/future• Creative solutions• Educational and empowering• Little risk
![Page 38: Workplace Mediation: Strategies and Techniques](https://reader036.fdocuments.in/reader036/viewer/2022062310/56815f01550346895dcdbf9b/html5/thumbnails/38.jpg)
Reminders for Workplace Mediation
• A business meeting about a business problem• Not personal counseling• Not a substitute for supervision• Candidate when the problem is relationship• Appropriate when conflict is hurting morale and
productivity in the organization
![Page 39: Workplace Mediation: Strategies and Techniques](https://reader036.fdocuments.in/reader036/viewer/2022062310/56815f01550346895dcdbf9b/html5/thumbnails/39.jpg)
Evaluation
• Significant Insights
• What I appreciated especially
• Things I would change
• I am going to...
![Page 40: Workplace Mediation: Strategies and Techniques](https://reader036.fdocuments.in/reader036/viewer/2022062310/56815f01550346895dcdbf9b/html5/thumbnails/40.jpg)
Bibliography• Dana, “Conflict Resolution”• Fisher and Ury, “Getting to Yes”• Laborde, “Influencing with Integrity”• Moore, Christopher, “The Mediation Process”• Katz and Lawyer, “Communication and
Conflict Resolution Skills”• Lax and Sebenius, “The Manager as
Negotiator”