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Conflict Management
& Mediation

Definition

Ability to effectively resolve disputes among others. Manages disagreements. Methods and style of dealing with disagreements. Requires the ability to remain impartial and unbiased.  Help others resolve complex or sensitive disagreements and conflicts.  Effectively lead a rational process of illuminating issues, enhancing understanding of divergent interests, and identifying common grounds for a workable solution.
 

Behavioral Descriptions
Proficiency Level 5

  • Successfully defuses hostile situations.

  • Highly skilled in seeing early warning signs of conflict and takes steps to prevent problems; gets to essence of the problem to resolve issues before they escalate to a conflict.

  • Excels in transforming conflict into problem solving; insightfully diagnoses issues and develops effective solutions that are accepted by others.

  • Creates an environment where differences of expression or opinion are valued; differences are used to achieve superior results.

  • Navigates hostile situations by calming others.

  • Operates "behind-the-scenes" to resolve conflict.
Proficiency Level 4

  • Facilitates to resolve disputes.

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  • Uses positive and constructive techniques to help team members anticipate and effectively deal with pressures and interpersonal conflicts that may occur in the work environment.

  • Understands underlying "personal" issues.

  • Successfully facilitates interactions among others to resolve disputes.

  • Defuses situations before they escalate uncontrollably.

  • Maintains composure when faced with escalating conflict.
Proficiency Level 3

  • Remains calm and neutral.

  • Identifies that there is a problem or conflict occurring and takes steps to resolve it.
  • Assesses when to get involved with the conflict and when to let parties resolve it without involvement.
  • Recognizes different interests, viewpoints, or needs of others and allows them to express their views in a respectful manner.
  • Recognizes potentially harmful or illegal (violent, dangerous, harassment, etc.) situations and takes appropriate actions.
  • Assists parties to achieve mutually acceptable “win-win” solutions.

  • Listens to all sides before offering suggestions.

  • Remains impartial, doesn't allow personal bias to interfere.

  • Remains calm and presents balanced opinions and alternatives.
Proficiency Level 2

  • Intervenes in inappropriate time and manner.

    •

  • Allows conflicts to escalate before getting involved; slow to react.

  • Offers suggestions before hearing all pertinent information.

  • Becomes stressed when faced with managing conflict.
Proficiency Level 1

  • Exacerbates conflict.

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  • Accepts or recommends acceptance of “win/lose” situations rather than seeking compromise of collaboration.

  • Ignores conflict among coworkers.

  • Inappropriately avoids conflict; allows conflict to “fester” without bringing it out into the open and attempting to negotiate acceptable solutions.

  • Inability to remain impartial; "Takes sides."

  • Reacts emotionally when conflict arises.

  • Does not recognize when conflict is occurring or emotions are escalating; does not probe for interests of conflicting parties.

  • Defines only own interests; establishes own positions and biases rather than seeking common interests.

  • Personalizes conflict; sometimes attacks people rather than issues.

 
Suggested Activities for Development

  • Become a State of Wyoming Peer Mediator.  (Peer Mediation Program)

  • Seek out a manager or co-worker who has effective conflict resolution skills and ask them to coach you or give you feedback.

  • Subscribe to management newsletters or websites. Conflict management is usually a popular topic. Read the articles and apply what you have learned.

  • Research past incidents of workplace violence in both private and public sector (newspapers, magazines). Form a group discussion on the initial conflict and how it could have been resolved before violence occurred.

  • Keep a log of situations that involve conflict and stress. Write down key points and try to identify any common themes.

  • Participate in role plays where you must deal with a difficult customer, coworker, or employee. Ask for feedback.

  • Volunteer to assist in mediating between team members to resolve conflicts.

  • Co-teach a conflict management class.

  • Involve yourself in projects or committees that will require working with challenging persons or colleagues that you have difficulty working with. Keep a journal of difficult situations and how you handle them.

  • Identify recurring conflict situations. Investigate the barriers that prevent agreement to help determine the root cause for disagreement. Discuss your observations with your manager and create a plan to address the issues.

  • Reflect on patterns of conflict that might exist within the entire organization. Formulate a plan to begin to address the workplace issues. This could benefit the organization/agency as a whole.
Recommended Courses
Additional Resource

Books

  • The Mediation Process: Practical Strategies for Resolving Conflict by C. W. Moore (Jossey-Bass, 2003). Landmark resource for mediation practitioners, trainers, students, and professionals in corporate, legal, health care, education, and governmental arenas.

  • Capitalizing On Conflict: Strategies And Practices For Turning Conflict To Synergy In Organizations by K. Blackard & J. W. Gibson (Davies-Black Publishing, 2002). The authors draw from diverse business, legal, and academic backgrounds, sharing proven strategies and best practices for resolving big or small conflicts, business-related or personal.

  • Getting to Resolution: Turning conflict into collaboration by S. Levine (Berrett-Koehler Publishers, 1998). Suggests that disputes can be resolved by practicing ten basic principles ranging from an "assumption of abundance" (there is more than enough to go around in this conflict) to a state of being what he calls "responsible" (looking to oneself rather than to outside professionals for solutions).
  • The Book of Agreement: 10 Essential Elements for Getting the Results You Want by S. Levine (Berrett-Koehler, 1998). The Book of Agreement is the first practical book on how to realize the potential of really working together in the world, at the office, or in the home.
  • The Promise of Mediation: Responding to Conflict Through Empowerment and Recognition by A. B. Bush & J. P. Folger (Jossey-Bas, 1994). This book explores the trans informative potential of mediation, showing what that potential is, why it is important, and how it can be realized in practice.
Behavioral-Based Interviewing Questions