The HR Doctor is in: Using Mediation to Manage Conflict among Leaders Presented By: Janine Corea HR Consultant Services Manager HR Works, Inc. HR Works is not engaged in rendering legal services. If legal advice is required, the services of a competent labor attorney should be sought.
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Agenda Understanding the Causes of Workplace Conflict Assessing the Business Impact Facilitating Conflict Resolution through Mediation Benefits of Mediation Key Principles 5-Step Process Review Ground Rules Identify Facts and Feelings Uncover and Prioritize Underlying Issues Brainstorm and Explore Potential Solutions Confirm and Commit to the Agreement Making a Lasting Change
Learning Objectives & Strategic Goals Upon conclusion of this session, you will have a structured process for facilitating conflict resolution in the workplace, with an emphasis on mediating conflict between leaders, allowing you to: manage conflict while supporting your organization in achieving its strategic goals and objectives; reinforce the organization s core values and behavioral expectations, through modeling, communication and coaching; and position yourself as a mentor and coach for the organization s leadership team through strong relationship management, communication and conflict management skills.
Understanding the Causes of Workplace Conflict Among Employees Poor communication Personality differences Differences in work methods Limited resources Differences in priorities Unmet needs Lack of trust Emotions Among Leaders Drive/ambition Lots of ideas/opinions Egos Who s the Boss
Case Study XYZ Company has two directors, John and Meg, who work very closely together, supporting different, but interdependent departments During an off-site conference, there is a disagreement about a change Meg wants to make to the planned agenda The two leaders begin to dispute their points publicly during a break. At the request of another co-worker, they take their disagreement into the hall Following the conference, Meg files a harassment complaint with the Company s CEO, indicating that John s behavior at the conference created at hostile work environment
Regardless of cause, conflict is essentially a breakdown in interaction.
Assessing the Business Impact Among Employees Decreased productivity and engagement Diminished teamwork Wasted resources Stress and mental health Increased absenteeism Increased disability claims Turnover Increased workplace risks Sabotage Workplace violence Grievances/litigation Among Leaders Loss of focus on business goals Creates negative work environment Shadow of a leader
Facilitating Conflict Resolution through Mediation A process during which a neutral person works with two (or more) parties to help them reach a mutually satisfying solution to their differences Intervention with an objective approach when two employees cannot get along or reach agreement about an issue Goal is to assist disputing parties to find resolution Targets root cause of problem Helps repair damage to relationships When the employees at odds are leaders in the organization, the stakes are even higher
Benefits of Mediation More lasting results People tend to support what they help to create Opportunity to identify barriers and misconceptions Less costly than Lack of engagement Absenteeism Turnover Litigation
Voluntary participation Commitment to the process Key Principles Willingness to contribute to the solution Impartial facilitator Does not offer opinions or suggestions Does not show bias toward either party Trusted by the parties Confidentiality Conversation will not be disclosed to others Caveat major violation of company policy
Five-Step Process Review ground rules Identify facts and feelings ( swap stories ) Uncover and prioritize issues Brainstorm and explore potential solutions Confirm and commit to the agreement
Pre-Session Commitments Meet with each person individually Review purpose and format of the mediation session Discuss benefits Confirm commitment to resolve differences Parties review and agree to meeting expectations/ground rules
Step 1: Review the Ground Rules Treat each other with respect No personal attacks, blaming or name calling Listen to and respect other person s feelings/opinions Take responsibility for your contributions to the issue Focus on solutions for better working relationships Be willing to make concessions for the best solution Your idea may not be the best idea Commit to holding self accountable for agreed upon solutions Maintain confidentiality
Step 2: Identify Facts and Feelings Each party is provided an opportunity to share his/her story Share the facts (who, what, where, when, why, how) How it impacted him/her (feelings) What role he/she played Encourage employees to reflect their understanding of what the other said Use various techniques, as appropriate Reflecting Summarizing Questioning Breaking
Step 3: Uncover and Prioritize Underlying Issues Help the parties identify the major underlying concerns Strengthen the work relationship Prevent recurrence of the problem Ask for input on what s most important to each party What does each person really want from the other person
Questions to Surface Underlying Issues As you look over the concerns you ve shared, what is most important to you? If you could hope for one thing in this situation, what would it be? Please identify one goal that you would both like to achieve. What is the risk of letting this situation go unresolved? Have you faced a situation like this before? What solutions worked for you?
Step 4: Brainstorm & Explore Potential Solutions Encourage the parties to consider more than one option as they examine possible solutions The facilitator must resist the urge to suggest a solution; neutrality is critical Encourage creativity, collaboration and trade-offs Help to eliminate power imbalances, if needed
Questions to Brainstorm & Explore Potential Solutions What needs to happen in order for the situation to improve? You ve both identified this idea. Let s expand on it. How could we prevent the same thing from happening in the future? Which of these ideas would address both of your concerns?
Step 5: Confirm and Commit to the Agreement Take notes on any points of agreement during the discussion Review all points and ask for each employee s commitment Discuss next steps, action items and a time to follow up
Making a Lasting Change Acknowledge this is not a one and done Commitment from the top Communicate expectations Hold 1:1s to gain feedback from both parties Willingness to hold leaders accountable for workplace behaviors Signed commitment statements from both parties Periodic status checks with HR
Sample Commitment Statement Following this meeting, the parties agreed to begin implementing the following: Establish weekly manager meetings to provide an opportunity for the leaders to check in with each other, discuss challenges, opportunities, etc. (Meg will schedule) Disagreements will be taken off-line, before they become argumentative or unproductive during meetings Use a brainstorming board during meetings Establish quarterly meetings to discuss vision, expectations, and roles/responsibilities (CEO will schedule) I agree to action items and expectations outlined above and will take personal accountability for adhering to these newly established guidelines and actions. I will also help others adhere to them through professional reminders, as needed.
Key Points to Remember Conflict occurs in every workplace; if left unchecked, it can damage productivity, morale and the Company s bottom line When leaders are at odds, their infighting and negativity will likely spread to their teams, resulting in more widespread damage HR can play a vital role in facilitating conflict resolution, by acting as a neutral third party to help leaders (and employees) overcome barriers and identify solutions for more effective working relationships
Key Points to Remember (cont d) Mediation must be voluntary with each party committing to the process The five-step process to mediating workplace conflict includes: Reviewing the ground rules Identifying facts and feelings Uncovering and prioritizing underlying issues Brainstorming and exploring potential solutions Confirming and committing to the agreement Use signed commitment statements to hold parties accountable to the agreed upon solution
Questions