The conflict mediation model

The interaction between people sometimes results in conflict . If we understand that conflict is a part of life, we can view it as an opportunity for improvement and growth for the individuals within a group, and for the teams themselves. However, when this doesn't happen, conflict can negatively impact the organization and the effectiveness of its teams, their creativity, the quality of their work, and even the physical and emotional well-being of their members.

From the point of view of the people involved in the conflict, they may be acting on three different levels ( Schelenberg, 1996 ):

• at a relational level, that is, interpersonal,
• at the group or inter-group level and
• at a structural level, that is, inter-organizational.

Each organization will have its own way of dealing with conflicts, but in some cases, the decision is made to deny their existence or not to confront them.

The concept of conflict mediation implies a paradigm shift in an organization: it is to start a journey from being focused on the uncomfortable, tense situation, experienced as dangerous for all parties, to moving towards an approach centered on how to resolve it.

This new way of understanding conflict implies fostering a climate of respect , which in turn generates a solid foundation for an environment of mutual trust . Promoting this positive environment is fundamental to creating a peaceful workplace, which requires commitment from both company management and its employees. It also requires promoting leadership styles that foster the personal and professional development of individuals.

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The data indicates that in 80% of the conflict cases dealt with, these come to light when they are already chronic and, therefore, entail high costs for the person, the teams and the organizations.

The costs of not addressing conflicts

The consequences of allowing conflicts to evolve and not adopting strategies for their resolution are numerous, and they entail costs, according to data provided by the consultancy Diàlegs:

• Impact of conflict on the activity of management teams and middle management. It entails a 65% loss of management time , a decrease in the quality of decision-making, overload, etc.
• High level of workplace violence : in 47% of conflict cases, the parties refuse to continue working together, and there are threats, disruptions, etc. In 19% of cases, symptoms consistent with harassment or mobbing are present.
• Impact on the organization : In 75% of conflict cases, there is a spread of the conflict to other departments, creation of alliances and the emergence of antagonistic groups, loss of internal and external image, and a decrease in the quality of work.
• Sick leave : the impact of conflicts on work incapacity is significant. In 22% of conflict management cases, a temporary incapacity process is observed for one or both parties, resulting in absences from work, disruptions to work teams, readjustment, or replacements within teams.
• Staff turnover : in 24% of cases there is a loss of talent related to conflicts in the workplace, and the costs derived from the training of new hires, etc., must be taken into account.

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Moments of mediation

To address this reality of the work environment, under the conflict mediation model, two moments should be considered:

Before the outbreak of the conflict

Fostering a positive work environment first involves focusing on resolving potentially serious problems, proactively addressing the difficulties we sometimes encounter in our interactions with others. Furthermore, it entails establishing conflict management and resolution policies that are integrated across the entire organizational structure and contribute to emotional well-being at work.

• Promote peaceful communication.
• To train professionals in non-violent communication and mediation skills.
• Identify people with a mediating profile in work teams.

These strategies should enable the early identification and management of potential situations that could escalate into conflict and, if left unchecked, carry personal and professional costs for work teams. Therefore, the proposal is to foster a culture of mediation within the organization.

Positive conflict management

Not all conflicts can be addressed through mediation. What defines a mediation process is the voluntary participation of the parties , neutrality in the process, and confidentiality. Without these basic pillars, a good system for the positive management of conflict cannot be established. Mutual respect and trust are not imposed; it is a process of co-creation between the parties.

The conflict management approach each organization chooses will become part of its culture. There are several reasons why using an external conflict manager can be very helpful, such as promoting objectivity and independence, ensuring confidentiality, and providing the perspective gained from their experience in different organizations.