6WORKPLACE MEDIATIONCONVERSATION IS THE RELATIONSHIP. IF IT STOPS, ALL OF THE POSSIBILITIES FOR THE RELATIONSHIP BECOME SMALLER AND ALL OF THE POSSIBILITIES FOR THE INDIVIDUALS IN THE RELATIONSHIP BECOME SMALLER.
7WHEN CONVERSATION IS NOT ALLOWED, WE SPONSOR INCREMENTAL DEGRADATION! WORKPLACE MEDIATIONWHEN CONVERSATION IS NOT ALLOWED, WE SPONSORINCREMENTAL DEGRADATION!LOWERING STANDARDS ABOUT HOW OFTEN WE TALK, WHAT WE TALK ABOUT AND, MOST IMPORTANTLY, THE AUTHENTICITYWE BRING TO CONVERSATIONS,ISSUES IN DEGRADATION.
8Definition of Conflict: WORKPLACE MEDIATIONDefinition of Conflict:Conflict is a condition between two (or more) interdependent people (or groups) in which one or both feel angry at the other, perceive the other as being at fault, and use behaviors that cause a business problem. (Dana)
9Conflict has also been described as a situation where two or more WORKPLACE MEDIATIONConflict has also been describedas a situation where two or moreviews appear to be incompatible
10It is in conflict that the conversation often breaks down WORKPLACE MEDIATIONIt is in conflict that theconversationoften breaks downSusan Scott has coined the termFIERCE CONVERSATION
11WORKPLACE MEDIATIONAvoiding Threatening Pre-emptingAgitationBody Posture Facial ExpressionsWithholding of Information Not returning Messages
12WORKPLACE MEDIATIONRaised Voices ShoutingSilent TreatmentLooking for people to take sidesNo eye contact
20WORKPLACE MEDIATIONNegotiating (mediating) is reframing a situation in order to get people to shift their positions in a way that makes resolution possible
21Mediating is part art and part science. To truly mediate you WORKPLACE MEDIATIONMediating is part art and part science. To truly mediate youneed to assume or be prepared toenter into the negotiationsfrom aneutral position.
22STRUCTURE: Convene Open Communicate Negotiate Close WORKPLACE MEDIATIONSTRUCTURE:ConveneOpenCommunicateNegotiateClose
23Stagger the presentations during the mediation process WORKPLACE MEDIATIONStagger the presentationsduring the mediation process
24Check the reliability of WORKPLACE MEDIATIONCheck the reliability ofyour information:ReportsInferencesJudgments
25Move the parties to acknowledge their own part in the dispute. WORKPLACE MEDIATIONMove the parties to acknowledge their own part in the dispute.Conflict is rarely one-sided.
26Think creatively about how people can cooperate rather than clash: WORKPLACE MEDIATIONThink creatively about how people can cooperate rather than clash:“joint-gains”
27WORKPLACE MEDIATIONDeliver any bad newswithpatience and pacing
28Prepare a proposed agreement based upon the ideas of WORKPLACE MEDIATIONPrepare a proposed agreement based upon the ideas ofALL concerned
29Acknowledgements, apologies, gestures of good will WORKPLACE MEDIATIONAcknowledgements, apologies, gestures of good willwill strengthen the closure or resolution of the conflict
30Trust your intuition and see WORKPLACE MEDIATIONTrust your intuition and seewhere it takes you
31can offer from the workplace alone WORKPLACE MEDIATIONNOT EVERY CONFLICTCAN BE RESOLVED!And, certainly some conflicts will require a higher level of mediation than wecan offer from the workplace alone
33Acknowledgement of Sources for Presentation Achieve Global: Building Trust Under PressureDaniel Dana: Mediation in the WorkplaceiLeadership Second Definition of ConflictJeffrey Krivis: Straus Institute for Dispute Resolution, Can We Call A Truce?Susan Scott: Fierce Conversations