1. Mediation in the Workplace
Ohio Department of
Job and Family Services
Statewide Civil Rights Conference
June 8, 2006
Columbus, Ohio

2. Managing Conflict in the Workplace
The Nature of Conflict
Sources of Conflict
Conflict Styles/ How We Respond
Tools for Effective Conflict Management

3. What is Conflict? Definition of Conflict:
Conflict is a form of competition between perceived or actual incompatible needs, goals, desires, ideas, or resources.
Source: The Consortium on Negotiation and Conflict Resolution

4. What Types of Conflict Do You Experience Everyday?

5. Types of Conflict
Interpersonal
Intragroup
Intergroup

6. Sources of Conflict
Communication
Structural
Personal

7. Sources of Conflict Communication -- Too Much, Too Little
Poor listening
Insufficient sharing of information
Differences in interpretation and perception
Nonverbal cues ignored or missed

8. Sources of Conflict Structural Size of the Organization Turf
Turnover rate
Roles and Responsibilities

9. Sources of Conflict Personal Individual self-esteem Personal goals
Personal Values and Needs
To be valued by others
To be in control

10. How Do You Respond to Conflict?
Five Styles We Use in Conflict Situations
-Avoid - do nothing
-Compete - win/lose
-Compromise - split the difference
-Collaborate - win/win
-Accommodate - give in

11. Know Your Hot Buttons

12. Tools for Effective Conflict Management
Using a Problem Solving Process
Use Communication to Your Advantage
Consider Processes such as Mediation

13. Using a Problem Solving Process
There are many different problem solving processes and models for conflict management and resolution - 3-step; 4-step; 6-step
No one process or model is best
Choose one that works for you and your situation

14. 6 Step Problem Solving Process
Identify the Issues(s) or Problem(s)
Use brainstorming to identify the Interests (needs and concerns) of all the parties
Use brainstorming to develop options or potential solutions
Evaluate and choose the option or solution that addresses the needs and concerns of all parties -- strive for mutual gain
Implement the chosen solution
Review the result -- build in follow-up

15. Assess your Situation Identify the problem or issue?
What is important to you and why?
What is important to the other person(s) and why?
How can mutual gains be maximized?

16. Positions and Interests
Position = What I Want
Interest = Why I Want it – my needs, concerns
If you are stating a position, the other person can only respond with yes or no, or a counter proposal. If you are stating an interest, there are usually multiple ways to satisfy the interest.

17. Using Communication to Your Advantage
What are some main components of communication?

18. Using Communication to Your Advantage
Communication negotiates relationships and communicates ideas.
Effective Listening
Preference Statements
Purpose Statements
I Statements

19. Effective Communication
The Art of Skillful Listening
Stop Talking
Imagine the other person’s point of view
Look, act, and be interested -- ask questions
Observe nonverbal behavior
Don’t interrupt -- sit still past your comfort level

20. Effective Communication
Preference Statements: Communicate clearly your preferences rather than stating them as demands or forcing others to guess.
If it was just me…
What I’d like…
It would be helpful to me if...

21. Effective Communication
Purpose Stating: Make known your intentions so others do not unknowingly operate at cross purposes. Supplying information about your aims, allows others to understand, and if possible, to assist you.
What I’m trying to accomplish is…
I’m hoping to…
My intention is to...

22. Effective Communication
“I” Statements
Focus on yourself – own the problem
Name the feeling
Name the problem behavior
Describe the impact on you
I felt frustrated when you modified the report
without consulting me because I spent a lot of
time on it.

23. Effective Communication
People want to be heard and want to know that heard them
Reflect back what you think the person is saying to them - demonstrates to the person that you were listening and gives you an opportunity to clarify so that you may better assess the situation
Choose Your Words!

24. Re-framing
Re-framing: stating or re-phrasing a concept in an effort to reach agreement or resolve conflict.

25. Re-framing Re-framing can be used to:
Clarify a statement and achieve understanding
Achieve a different perspective
Neutralize language
Construct a joint or common goal
Emphasize areas of agreement and compatibility

26. Example of Re-framing Original Statement
“Hell will freeze over before I work with that jerk again”
Re-framed Statement
“I had a poor experience working with him/her and I don’t ever want to repeat it again.

27. Dealing with Difficult People
Dealing with Your Anger
Express anger effectively
Identify the behavior
Describe your viewpoint
Try to Promote Trust
Use “positive framing”
Consider using humor

28. Dealing with Difficult People
Dealing with Their Anger - Diffuse Emotions
Listen
Let them vent
Address Their Anger
Acknowledge the behavior

29. Dealing with Difficult People
Dealing with Their Anger - Continued
Respond Strategically
Make your response work for you
Help an angry opponent save face

30. Dealing with Difficult People
Dealing with Intense Emotions
Use ground rules
Set boundaries
Acknowledge feelings
Be willing to terminate the process
Don’t allow personal attacks

31. The mediator does not impose a decision.
Mediation
Mediation is an informal structured process in
which a neutral third party, called a mediator,
helps parties work through and resolve
problems.
The mediator does not impose a decision.

32. 7 Stage Mediation Model STAGE 1. Introduction
STAGE 2. Problem Determination
STAGE 3. Summarizing
STAGE 4. Issue Identification
STAGE 5. Generation and Evaluation of Alternatives
STAGE 6. Selection of the Appropriate Alternatives
STAGE 7. Conclusion

33. Key Features of Mediation Mediation is usually a voluntary process.
Mediation can be private and confidential.
Disputing parties maintain control over the outcome
Relationships can be maintained or improved.
Mediation can be used before and/or after filing a lawsuit.
Creative agreements beyond the court’s authority can be crafted.
Mediated agreements are often achieved
more quickly than court judgements.
Mediation can reduce the potential for future conflicts.

34. Workplace Mediation Program
Available to state employees at no charge
Any party may request mediation
Participation is voluntary
Mediators are trained state employees – not from the parties’ agency
Co-mediation model is used
Collective bargaining disputes are not mediated
Does not affect an employee’s right to file formal complaint or grievance

35. Ohio Commission on Dispute Resolution and Conflict Management 77 S
Ohio Commission on Dispute Resolution and Conflict Management 77 S. High Street, 24th Floor Columbus, OH (614)