How do you mediate employee disputes?

Hi Karen,
My answer is that mediation in this case depends on the following:
If the dispute affects the current job tasks (performance) I would go on mediation by trying to convert the negative aspects of the conflict to a positive situation. Sometimes conflicts can be taken as a good source of: getting new ideas, motivation...
It's up to you to see if the employee disputes are affecting the job. My opinion is that in 75% of the cases are having a big and negative effect on employee performance.
For instance my personal believes about one of my colleagues made me to act improperly by having rude comments all the time he had an idea even if it was good or not and all the meetings were transformed into a big show until our manager interfered and showed me were I was wrong.
Also see the books and articles of George Kohlrieser. http://www.imd.org/about/facultystaff/kohlrieser.cfm

Kind regards!
Iulia Mitrache

I will step in once it affects their performance. As a professional they should know their limitations. The company is paying them for the job, so once they enter the office door they must do their tasks well. But when it affects their productivity just what Peter said you'll be losing money. People around them will be affected too... And it will be harder for the company to work as well. Always remind them to maintain good relationship with each other for the good of the company. Know the root of the issue (There's nothing wrong to know the real issue between your staffs especially when it's affecting their job), talk to them sincerely and try to understand both sides and just let them open up. Just stay as a mediator and don't bias even if you know who's wrong or right instead tell them that the issue is affecting company's productivity and you don't want it. Tell them that you want to help fix the issue so ask both parties to help too... Or else let them put it in a legal way. Make them realize that you only want a healthy environment to work on.

While I tend to agree with Peter about diffusing the issue early, I'd stop short of getting both parties together. This is probably more a matter of personal preference, but I generally prefer to speak with each party individually and without it being obvious to the other party. I do this in an effort to prevent the discomfort of being forced to "kiss and make up" in front of the boss. In a professional setting this can cause more latent tensions. I prefer private one-on-one meetings to discuss the issues and offer possible solutions to each party and allow them to work it out knowing that I'm aware and expecting a clean resolution.

Great question Karen. I've found it helpful to have a series of one to three or four conversations where both parties can talk openly and without interruptions about their situation. The issue doesn't need to be fixed and often these dialogues will suggest solutions. The idea is to increase understanding and empathy between the parties. If you still need to mediate a resolution you can start after they have had a chance to listen to one another without the pressure of having to fix anything or being in trouble. Then it's a matter of helping the two arrive jointly at a solution that works for both of them.

Hi, I agree with with the approaches by John & Guy. I want to caution though, as Mediation is by now a Profession and numerous techniques being applied. The nature of the conflict has to be evalauted and one should carefully weigh if one has the ability to mediate (training is a must here)=depending on the subject. If you have a Consellor, rather use him, such having the expertise. If not, an external approach often is more useful as internal assistance can easily be mis-interpreted when the outcome is not the wished for by either party in dispute. In simple words, it can turn against you / the company, etc. This MUST be avoided at all cost. Let me know if you need more.

Hi, I start out by meeting with each individual separately to hear both sides. Once I evaluate the situation, I discuss it with each person individually pointing out the issues and offering solutions. If need be I will go to the next step of sitting down with both of them and discussing it rationally. For the most part I find that it's more a matter of personality conflicts rather than actual job performance.

Good question Karen,
I just finished putting together a training on this topic. Meeting all together to mediate is your best alternative. Unfortunately, not all employees act like adults so if we leave it for them to work out on their own we may end up having work issues such as low morale and low productivity. The other harm is that good workers are turned off by nobody doing anything about a dispute. Inaction may end up making your good employees leave.

A positive outcome can be accomplished if you can get to the root of the problem and get both to agree to a common goal in the mediation. It is a process of actively listening with mutual respect, acknowledging feelings, being open to possible solutions and focusing on the real problem. It also must be addressed and resolved promptly.

Try to find new ideas or shed light on a growing workplace issue. Turn it into a positive as Lulia suggests.

Not all problems can be resolved but they are inevitable. Unfortunately, by the time they reach HR they are usually a much bigger problem. If they are personality conflicts they may not be resolvable.

The best thing to do is follow the 6 step conflict resolution process: 1. Clarify what the disagreement is. 2. Establish a common goal. 3. Discuss ways to meet the goal. 4. Determine barriers to the goal. 5. All agree on best way to resolve. 6. All acknowledge the agreed solution and then decide who has what responsibilities to keep.

Don't get caught in the Drama triangle of Victim /Rescuer /Persecutor. Just try to keep each side listening and remaining non-defensive. Get them to agree up-front not to make it personal and to stick to the facts. Fears about their own significance, competence or likeability will cause defensiveness and keep them from listening.
Hope this helps.

Karen,

The simple fact that you are aware of the issue means that it has already spilled over into the workplace. It's now time for you to step in and take action (note that I didn't say "resolve it").

It's not really your place to resolve personal issues between team members. However, it is your place to make sure that everyone is fully contributing to making the company a success. A talk with each individual is in order.

Once again, you are not going to be trying to resolve the issue. Instead it's your job to get each party to admit that they have allow the issue to distract them from what's really important. You need to get them to agree that refocusing on the job at hand is what is really important. You also have to get them to individually agree to either find a solution or put the issue behind them.

You've probably got enough on your plate, have the talk and then move on.

- Dr. Jim Anderson
Blue Elephant Consulting
Your Source For Real World IT Management Skills™
Facebook: goo.gl/JO0S
Web: http://www.BlueElephantConsulting.com

Hi Karen,

I wish managers and supervisors would take a more active approach to resolving personal conflict in the workplace. Aside from the potential obvious affects on productivity, personal drama between employees can affect the morale of the entire department, and that's a recipe for disaster. The truth is, you never really know "when" to step in. I can tell you that its rarely better not to do anything at all.

Mediation in the true sense does require some training. You will know whether the conflict has reached the level of requiring that type of intervention. Assuming you're not there yet, this is a great opportunity to problem-solve. These two employees need to have a facilitated discussion about how they can best work together to serve the needs of the department.

Sit down with them and find out how they have successfully worked together in the past and help them build on that success. Your discussion with them may take you into the realm of what went wrong, and that's OK. Try, however, to focus their efforts on building a better relationship going forward. Work with them on some "rules of engagement" and what to do should they find themselves in conflict again. Ask them what should happen if they are unable to resolve their issues. If the solution is their own creation, they'll likely stick with it.

Most importantly, the two employees need to feel they have been heard and are appreciated as valued contributors to the organization. Good luck, Karen.