1. WORKPLACE MEDIATION

2. LEAN NOT TO OUR OWN UNDERSTANDING

3. Workplace Mediation Map
PREVENT
PRINCIPLES
PREPARE
PRODUCT

4. Creating Work Environments of…
PROTECTION
PRIDE
PRINCIPLE

5. WORKPLACE MEDIATION
PREVENTION

6. WORKPLACE MEDIATION
CONVERSATION 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.

7. WHEN CONVERSATION IS NOT ALLOWED, WE SPONSOR INCREMENTAL DEGRADATION!
WORKPLACE MEDIATION
WHEN CONVERSATION IS NOT ALLOWED, WE SPONSOR
INCREMENTAL DEGRADATION!
LOWERING STANDARDS ABOUT HOW OFTEN WE TALK, WHAT WE TALK ABOUT AND, MOST IMPORTANTLY, THE AUTHENTICITY
WE BRING TO CONVERSATIONS,
ISSUES IN DEGRADATION.

8. Definition of Conflict:
WORKPLACE MEDIATION
Definition 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)

9. Conflict has also been described as a situation where two or more
WORKPLACE MEDIATION
Conflict has also been described
as a situation where two or more
views appear to be incompatible

10. It is in conflict that the conversation often breaks down
WORKPLACE MEDIATION
It is in conflict that the
conversation
often breaks down
Susan Scott has coined the term
FIERCE CONVERSATION

11. WORKPLACE MEDIATION
Avoiding Threatening Pre-empting
Agitation
Body Posture Facial Expressions
Withholding of Information Not returning Messages

12. WORKPLACE MEDIATION
Raised Voices Shouting
Silent Treatment
Looking for people to take sides
No eye contact

13. WORKPLACE MEDIATION
PRINCIPLES
THAT
GUIDE
THE
PROCESS

14. Focus on the situation, issue or behavior,
WORKPLACE MEDIATION
Focus on the situation, issue or behavior,
not on the person

15. Maintain the self-esteem and self-confidence of others
WORKPLACE MEDIATION
Maintain the self-esteem and
self-confidence of others

16. Make it your goal to maintain constructive relationships
WORKPLACE MEDIATION
Make it your goal to maintain
constructive relationships

17. Take the initiative to make things better
WORKPLACE MEDIATION
Take the initiative to make things better

18. WORKPLACE MEDIATION
Lead by example

19. WORKPLACE MEDIATION
PREPARE

20. WORKPLACE MEDIATION
Negotiating (mediating) is reframing a situation in order to get people to shift their positions in a way that makes resolution possible

21. Mediating is part art and part science. To truly mediate you
WORKPLACE MEDIATION
Mediating is part art and part science. To truly mediate you
need to assume or be prepared to
enter into the negotiations
from a
neutral position.

22. STRUCTURE: Convene Open Communicate Negotiate Close
WORKPLACE MEDIATION
STRUCTURE:
Convene
Open
Communicate
Negotiate
Close

23. Stagger the presentations during the mediation process
WORKPLACE MEDIATION
Stagger the presentations
during the mediation process

24. Check the reliability of
WORKPLACE MEDIATION
Check the reliability of
your information:
Reports
Inferences
Judgments

25. Move the parties to acknowledge their own part in the dispute.
WORKPLACE MEDIATION
Move the parties to acknowledge their own part in the dispute.
Conflict is rarely one-sided.

26. Think creatively about how people can cooperate rather than clash:
WORKPLACE MEDIATION
Think creatively about how people can cooperate rather than clash:
“joint-gains”

27. WORKPLACE MEDIATION
Deliver any bad news
with
patience and pacing

28. Prepare a proposed agreement based upon the ideas of
WORKPLACE MEDIATION
Prepare a proposed agreement based upon the ideas of
ALL concerned

29. Acknowledgements, apologies, gestures of good will
WORKPLACE MEDIATION
Acknowledgements, apologies, gestures of good will
will strengthen the closure or resolution of the conflict

30. Trust your intuition and see
WORKPLACE MEDIATION
Trust your intuition and see
where it takes you

31. can offer from the workplace alone
WORKPLACE MEDIATION
NOT EVERY CONFLICT
CAN BE RESOLVED!
And, certainly some conflicts will require a higher level of mediation than we
can offer from the workplace alone

33. Acknowledgement of Sources for Presentation
Achieve Global: Building Trust Under Pressure
Daniel Dana: Mediation in the Workplace
iLeadership Second Definition of Conflict
Jeffrey Krivis: Straus Institute for Dispute Resolution, Can We Call A Truce?
Susan Scott: Fierce Conversations

34. WORKPLACE MEDIATION