Often, managers will be asked to act as mediators between two of their disputing employees. The request may come from your own manager or it may come from one or both of the disputants.
When playing this role, be sure to use proven mediation techniques as opposed to trying to convince both parties to settle the matter with common sense. The latter can get you into a very sticky situation, because each party may have a different perception of common sense. Ultimately, the disputants may come to agree on only one thing—they dislike your intervention in their affairs.
Let’s review how the mediation process works.
To establish the proper environment, a mediator should stress that no one is there to judge guilt or innocence. The intent of the mediation is to help those in conflict get to the root of the problem and devise an acceptable solution. In keeping with this goal, the mediator should stress that the parties’ focus should be on the future, not on the past. From this point on, all will concentrate on their future working relationship. This makes for more positive communications because no one may accuse the other of wrongdoing. You must also emphasize the importance of flexibility.
The goal of the mediation process is an agreement between the two parties that gives both a basis upon which to solve their problem and avoid future ones. Although a basically informal process, to be successful, mediation must follow five specific steps.
- Opening statement. At the start of the meeting, you need to explain in detail the mediation process and answer any questions that arise. You also have to stress the confidentiality of the mediation session.
- Forum. Next, each individual is given an opportunity to speak. No one is permitted to interrupt at this time. Not surprisingly, this phase is sometimes emotional and time consuming, depending on the conflict. But letting the parties vent their emotions is extremely important, because they will be more receptive to discussion later on.
- Caucuses. After each person has stated a position, the mediator meets individually with the parties. Again, these are confidential sessions. There is no limit to the number of caucuses, as you go from one individual to the other in an effort to reach an agreement. In the process, you will share each person’s comments as permitted by the disputants.
- Problem-solving/joint session. When points of agreement become apparent, you should write them down. If there appear to be a number of these, or further group discussion is needed, then you may want to bring both parties together. It may be time to iron out any further differences. Any points where agreement is not possible should be separated out. The two disputants may have to agree to disagree on these issues.
- Written agreement. With the help of the parties, you should finalize the settlement in writing. The agreement is reviewed and signed by everyone, including you as the mediator. The written agreement is a reminder of what each party has agreed to do in order to resolve the mutual problem.
The worksheet may help you accomplish this process. The benefits of the mediation process should be clear. The process boosts morale by helping to put an end to the disagreement and get past the disputants’ pent-up emotions. You, as mediator, should come away from the experience perceived as a wise peacemaker.