Mediation 1 Mediation
June 3, 2017 Mediation 2 Applying mediation as a preferred conflict management technique Conflict situations are an important aspect of the workplace. A conflict is a situation when
the interests, needs, goals or values of involved parties interfere with one another. A conflict is a
common phenomenon in the workplace. Different stakeholders may have different priorities;
conflicts may involve team members, departments, projects, organization and client, boss and
subordinate, organization needs vs. personal needs. Often, a conflict is a result of perception. Is
conflict a bad thing? Not necessarily. Often, a conflict presents opportunities for improvement.
Therefore, it is important to understand (and apply) various conflict resolution techniques.
("Conflict Management Techniques ", N.D). Given my current situation at work, there is the
conflict of my co-workers not knowing how to separate the fact that I am an Army Reservist as
well as being an Army Civilian employee. The conflict is when I am at work as a Civilian
employee, I’m constantly given assignments based off of the Reserve side versus work as an
Civilian employee. I’ve tried on several occasions of attempting to do the separation but no
matter how hard I try, it continues to occur. This is a situation where mediation would need to be
applied as the preferred conflict management tool. There are many different types of conflict
managements tools to help in such a situation. According to "Conflict Management Techniques
" (N.D), those techniques are; Forcing- Also known as competing. An individual firmly pursues
his or her own concerns despite the resistance of the other person. This may involve pushing one
viewpoint at the expense of another or maintaining firm resistance to another person’s actions. Conflict Management Techniques
Win-Win (Colaborating), also known as problem confronting or problem solving.
Collaboration involves an attempt to work with the other person to find a win-win solution to the
problem in hand - the one that most satisfies the concerns of both parties. The win-win approach
sees conflict resolution as an opportunity to come to a mutually beneficial result. It includes
identifying the underlying concerns of the opponents and finding an alternative which
meets each party's concerns. Compromising-Compromising looks for an expedient and mutually
acceptable solution which partially satisfies both parties.
Withdrawal-Also known as avoiding. This is when a person does not pursue her/his own
concerns or those of the opponent. He/she does not address the conflict, sidesteps, postpones or
simply withdraws.
Smoothing-Also known as accommodating. Smoothing is accommodating the concerns
of other people first of all, rather than one's own concerns.
Personal Conflict
In an effort to apply these techniques, I feel that I would I have to look at the best option
to deal with such conflict. For most, it’s easy to just get upset and maybe avoid the conflict all Mediation 3 together. The way that I see it is that conflict is unavoidable and it isn’t going to solve itself. I
would avoid utilizing the withdrawal technique as I am not the type of individual to completely
withdraw and avoid solving a problem. I believe that in order to solve a problem, all possible
solutions must be considered. Once the best possible solution has been decided on, you would
begin to put that solution into action in a most civil manner. I would prefer to solve my situation
by using the technique of compromising.
I believe that through compromising, this is where myself and my co-workers can
discuss the issue and then decide on solution that can all can agree on. In this case, the solution
would be to understand that during the normal work week I am an Civilian employee and that it
would be best to hold off on all Army Reserve business until we meet during our monthly Drills
and all Annual training. It would also be better to go this route to avoid myself falling behind on
my normal work duties.
According to "Managing Conflict" (N.D), To be effective, practitioners must analyze each
conflict carefully, on a case-by-case basis, and must be sensitive to the different stages and
elements at play in that conflict. Sometimes a conflict needs to be addressed even though it has
not affected the ways in which people act or make decisions.
When conflict is not open but is a potential threat, it is described as being latent; there may be
smoke, but there is no visible fire. Latent conflict refers to social tensions, differences and
disagreements that are hidden or undeveloped. This is the stage at which incompatible goals may
exist, but parties may either not be acutely conscious of them or not be willing to reveal
themselves or their interests in the conflict.
They may allow conflict to remain latent because of fear, distrust, peer pressure or
financial reasons. In such situations, conflicts may show up through what Scott (1985: xv-xvi)
calls "the ordinary weapons of relatively powerless groups: foot dragging, dissimulation,
desertion, false compliance, pilfering, feigned ignorance, slander, arson, sabotage, and so on". In
such situations tensions build up. Reference
Conflict Management Techniques . (N.D). Retrieved from
http://www.personalityexplorer.com/FREEResources/ConflictManagementTechniques.aspx Mediation 4 Managing conflict. (N.D). Retrieved from http://www.fao.org/docrep/008/a0032e/a0032e05.htm

 

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