How to mediate staff in a high conflict workplace
In a dispute between staff members, attitudes tend to polarise; perspectives usually get set in concrete; the middle ground is ignored; and a feeling of ‘win-lose’ predominates. This is particularly true in a high conflict workplace. To prevent this conflct from reaching such an impasse, you may find it necessary to intervene as a third-party mediator (as opposed to an arbitrator who makes the final decision after both sides have presented their cases). Your aim as a mediator would be to defuse the emotions of the combatants and to catalyse their own efforts to reach a mutually acceptable resolution...
1. Intervene before the conflict escalates.
You need a reason to get involved in a staff dispute. Clearly, if you allow the conflict to get out of hand, it will disrupt the workplace and impact eventually on total staff harmony and effectiveness. So, state your concerns to both parties, either separately or together, and indicate that you wish to meet with both to establish, at least, a better working relationship.
2. Prepare both parties for the mediation process.
Explain the process to both staff members and inform them how the session will be conducted. Emphasise your role: you are not there to judge who is right or wrong; you will not be telling them how they will resolve their differences; you will not be taking sides. Your role is as a catalyst, to help the parties generate for themselves a solution with which they both are comfortable and to which they can commit themselves.
3. Get the issues out into the open.
‘Getting it off the chest’ is a very important part of the process. There are various approaches that might be considered. For example:
(a) Have each person explain the dispute from his or her perspective - without interruption. Encourage open and honest expression. After each has concluded, you then summarise the facts (not the emotions) of what you have heard from both parties. Confirm with them the accuracy of your summaries.
(b) Alternatively, have both parties complete two lists responding to, firstly, ‘What I like about your behaviour and want you to continue’, and, secondly, ‘What I don’t like about your behaviour and want you to change’. This information is then exchanged one item at a time so that each person understands the other’s perspective. You dictate when each party responds, using this process:
- Sue takes one item from one of her lists and outlines it as clearly as she can and, if possible, without blame, criticism, or demand.
- Ken then seeks clarification, if necessary, before responding to Sue’s statement.
- When this sequence is complete, Ken then presents one item from his lists and the above procedure is repeated in reverse with Sue responding.
- Continue this process through the lists.
Continue this approach until all relevant information has been exchanged and understood. Even if the conflict remains unresolved, a better understanding of the problems by both parties will have resulted.
