Resolving Conflict Without Mediation

I recognise that for a workplace mediator to encourage looking at ways to resolve conflict that do not include mediation, is perhaps a little contrary. Let me begin by asserting that I am still a sold-out advocate for mediation and regularly see it work its ‘magic’ in wonderful ways.

There are, however, occasions when mediation is not the required solution.

Here are some example scenarios:

1.     Mediation would be the ideal option but one or more of the individuals are not willing to explore mediation.

2.     There seem to be issues requiring resolution within a team or wider organisation, but it is not clear what the core issues are, which solutions should be explored, and whose involvement is required.

3.     An individual has been through a personal or professional conflict and is looking to separately develop their own conflict management skills, rather than seeking a facilitated or mediated conversation.

4.     The issues between colleagues are still relatively minor and they seem to just need a few tools to improve interactions with each other.

Alternative 1: Conflict Coaching

I came across conflict coaching, a few years into being a workplace mediator, and it made so much sense to me. As many mediators do, I had regularly experienced receiving an enquiry about mediation and the situation being ideal for a mediation process, but for the fact that one person or more was not willing to go for it. 

This left the organisation or the willing party feeling frustrated and discouraged. They had been so willing to use a peaceful method of resolving the issues and now they were left with limited options.

Thankfully, conflict coaching has become more widely embraced as an option – used as both an addition to the mediation process or a separate solution.

For those of you who have yet to hear of it or use it, conflict coaching can be used to help the individual prepare for a difficult conversation, feel equipped to manage a conflict situation, or to process a previous personal or professional dispute.

Alternative 2: Neutral Evaluation

This process offers a similar approach to mediation - in that neutrality of the facilitator is paramount, the process is informal, confidentiality is a key principle, the focus is not on blame, and nor is the process regarded as an investigation. The distinction is that there may not be a joint, mediated conversation – at this point, at least.

A Neutral Evaluation process enables individuals to share their opinion or concerns confidentially and individually, which for some removes the fear of potential confrontation in a joint conversation with the other person.

Neutral Evaluation works particularly well when the issues may be complex, or it is unclear what should be the key focus for resolution.

The process for a Neutral Evaluation incorporates individual confidential calls with every person relevant to the situation and then a report is presented to the organisation, with a summary of the core issues that have been highlighted, and recommendations for next steps to resolve the issues. Sometimes the recommendation may include mediation (or a couple of separate mediated conversations), but it may also include other practical steps an organisation could take to improve a situation, or training suggestions.

Alternative 3: Equipping and Training

Unfortunately, communication and conflict resolution skills are yet to be part of the school curriculum. There is the hope that individuals organically develop the knowledge and skillset over time – which may happen to a certain extent, but it is unlikely to equip people enough to know how to navigate tricky team dynamics or manage people.

Conflict may sometimes arise in the workplace based upon little frustrations they have with each other. Conflict prevention methods can include equipping individuals with self-awareness, an understanding of different communication styles, and being empowered to be a proactive manager in employee relation situations.

As a DISC practitioner, I have successfully used DISC profiles to help individuals understand themselves and their colleagues more – the knock-on effect being that they take offense less and seek to communicate more effectively. I have also used DISC within coaching, or to help individuals who work together and want to improve how they communicate with each other. It is amazing what a little bit of applied knowledge and insight can do!

Psychometric profiling tools like DISC may not fully resolve issues, but they are a very useful tool in reducing the likelihood of unnecessary conflict and, if communication differences are a key factor in the colleague dispute, they may indeed be a way of resolving conflict.

Likewise, training a manager in essential communication skills and conflict management skills may not stop all conflict occurring, but it certainly reduces unnecessary conflict and empowers a manager to know what can be done - feeling confident and capable to do it too – if tension, misunderstandings, or unpreventable conflict does arise.

Ineffective management intervention or delayed/absence of management intervention are very common factors in a workplace mediation – even if at surface-level the conflict seems to be between a couple of colleagues. I would love to see managers be equipped to tackle situations before they become complex and hard to manage.

Management training that I highly recommend as a workplace mediator:

-         Effective feedback skills

-         Holding difficult conversations (or ‘essential conversation’ as I refer to them)

-         Conflict management skills

-         Team communication

-         Confident communication skills

-         Leadership skills - including clear communication, managing change, building trust, boundaries, assertiveness, and demonstrating compassionate leadership

Alternative 4: Roles and Processes

Managing expectations effectively and consistently are a wonderful prevention method. Very often, some of the actions committed to following a mediation session involve clarifying the responsibilities and expectations of different individuals. In one multi-party mediation, that was such a vital part of the breakdown in communication that we spent a few hours just on that element.

When people do not know what is expected of them, tension occurs between them and their manager. When individuals within a team or organisation are unsure of what each person’s role is and where there may be crossovers, they are likely to metaphorically ‘step on each other’s toes’ or get frustrated with anticipated actions that may not have been part of that person’s remit.

Equally, sometimes a little change or clarification of a process is enough to lessen the tension between colleagues. This is especially true for cases when the process was decided by someone who does not perform the role or fully understand the daily operation, or when the process needs updating due to changes in the situation since the process was formulated.

When individuals are performing a regular task and the process is inhibiting them, frustrations are going to arise. If that is further exacerbated by differences in communication style or misunderstandings, you are likely to see conflict of some sort. An experienced workplace mediator will be able to spot a pattern occurring or potential build up of frustration.

So, there are several alternatives to mediation that may still be a way of resolving conflict – or even preventing it in some cases.

One of the core principles of mediation is that the process is flexible and every situation that comes my way is unique, so it is important to me to be flexible and open-minded with every new enquiry. And it is possible for mediation to also be used in conjunction with one or more of the approaches above.

Essentially, mediators love facilitating a problem-solving process – whatever that might involve!

Do you have a situation developing in your workplace, but you are not sure which solution is required, book a Consultation Call to discuss the situation and explore which option/s are right for your unique situation. Or you can enquire by emailing enquiries@mosaicmediation.co.uk .