We associate mediation with a court. This is a correct, but very narrow perception of this topic. Mediation occurs, or rather can also occur, in the company.

There are a whole lot of management styles, but they can be roughly divided into two streams: hard and soft. They have a direct impact on the mode of conflict resolution in the organization.

• Option 1.

In this case, the main motivating factor for employees is stress related to the threat to the stability of employment and the loss of a source of income. In this type of company, there is a tough approach to the employee. There is no room for dialogue, there is no space for conversation. There are, however, orders and their execution. In a conflict situation, the supervisor usually tells his subordinates that „they have to get along”, or he uses a strategy of avoidance and pretends that the problem simply does not exist.

• Option 2.

Here, apart from the indisputably important financial aspects, there is also room for soft aspects. There is a partnership or even pro-employee approach.  There is a readiness to identify the problem, analyze it and try to solve it. The supervisor is ready to help, for example by listening to both sides of the conflict, conducting a conversation, helping to look for solutions. It is important that the arrangements are made jointly and that the parties to the dispute have the conviction that they have worked out a solution together. Then it is easier for them to identify with it and it is much easier to implement such solutions in the organization.

Of course, no one can guarantee that even the most conciliatory approach of the manager will result in a full resolution of the dispute. After all, it may happen that the conflicting parties are not satisfied with the arrangements and the team will function a bit better, but with the status of „we do not get in each other’s way” rather than „we cooperate with each other”.

However, in order to ensure the best possible chances for a reliable and lasting resolution of the dispute, the manager should:

• be impartial
• listen carefully to objections
• Take a look at emotions
• give both parties the feeling that they have been understood
• help to build consensus
• examine the possibility of implementing the developed solution in the organization
• be the guardian of the arrangements made
• take care of proper communication in the team

A manager in the role of a mediator is not only someone who helps in a situation when we already have a conflict. It is also a kind of teacher and guide in the process:

• Constant change
• intergenerational conflicts
• misunderstandings resulting from cultural differences

Source: https://poradniknegocjatora.pl/mediacje-menadzerskie/

Supported by Norway through Norway Grants 2014-2021, in the frame of the Programme “Social Dialogue – Decent Work”.