Conflict Resolution Process and Two Mediation Models - Essay Example

? Mediation Model Analysis Introduction The process of conflict resolution, also referred to as alternative dispute resolution, has long been an essential aspect of organizational success. One considers that organizational culture can be strong, but is at least partly contingent on the ability of the firm to mediate conflicts internally. Mediation broadly refers to the process where a third party aids two individuals or a group of individuals reach a resolution. In recent decades specific Meditation Models have emerged. Mediation Models are organized collections of specific methodologies that provide a systematic approach to conduct mediation. Practitioners often adopt a theoretical model base that reflects their central core beliefs. This essay considers two prominent mediation models – problem solving and transformative – within the context of a specific case study. The essay concludes with a recommendation for the model that would be most appropriate in the situation. Problem Solving Mediation Model I. i) Strategies & Goals The problem solving mediation model seeks to establish a settlement between the conflicting parties. The mediator actively examines the issues that are dividing the individuals. Once the mediator establishes the specific disagreement or disagreements then this individual works towards establishing common ground by establishing what the individuals agree on. The mediator takes an active roll in the process as they must determine the structure of the discussion and direct how the specific conflict will be resolved. ii) Interactional Interventions In terms of interaction interventions in the problem solving approach the mediator takes a very active approach. The most important aspect of the interactional interventions is when the mediator establishes or frames the discussion (Boulle 1996). This interaction ensures that a pro-active and productive way of understanding is established that contributes to a direct and objective solution (Boulle 1996). In the specific case study this would involve framing the conflict around the specific job responsibilities both individuals have. iii) Conflict Analysis and Data Collection Conflict analysis and data collection occurs as the mediator listen to the ways that the participants respond to the framed discussion (Mayer 2000). iv) Handling Impasse During an impasse it becomes the mediator’s responsibility to actively determine the areas where the participants are disagreeing. In problem solving mediation these areas of dispute become the crucial areas around which the mediation occurs. An impasse will then be explored from different angles (Moore 1996). v) Resolution The specific resolution in the problem solving method is the establishment of a clearly defined solution. In the case of Lisa and Michelle the specific problem resolution would involve the mediator leading the two women to clearly define their roles in the organization, having them both agree to this resolution, and ensuring that significant barriers are established to create functional professional interaction. vi) Pros & Limitations There are a number of pros and limitations to this model. In terms of the specific conflict between Lisa and Michelle, they could clearly benefit from a swift and objectively determined resolution regarding whether Michelle is doing things behind Lisa’s back, the exact hierarchical structure of their position within the organization, as well as the degree to which Michelle should continue to perform the duties that were Lisa’s before her leave of absence. In terms of limitations, it’s recognized that to a large degree there is a personality conflict between these individuals. While a short-term solution may be reached, this could potentially restrict the greater functionality that could be reached in the transformative approach. II. i) Historical socio-cultural roots Similar to transformative mediation, problem-solving mediation was first articulated in Bush & Folger (1994)’s text ‘The Promise of Mediation.’ This text considered the ways that this mediation process contrasted with the newly established transformative process. Bush & Folger (1994) recognize that the problem-solving mode of mediation was the traditional perspective on conflict resolution as it sought to establish a clearly defined solution to the problem. ii) Assumptions There are a number of assumptions for this form of mediation. Perhaps most significantly this model assumes that there is a conflict in need of a solution (Spangler 2000). It is also assumed that this conflict is a short-term situation and as such can be resolved through the mediation process (Spangler 2000). iii) Hallmarks The main hallmarks of this approach are the highly active role the mediator plays in the dialogue and resolution (Spangler 2000). Additionally, the resolution model necessitates that a clear and objective resolution is established (Spangler 2000). Transformative Mediation Model I. i) Strategies & Goals The transformative mediation model stands in direct contrast to the problem-solving model. This problem-solving model is classified as a directive and prescriptive approach as it actively involves the mediator and participants in problem solving. This is contrasted with the non-directed approach of the transformative model where the mediator assumes a less active role. In these situations the mediator encourages the individuals to reach a conflict agreement through facilitating interaction and conversation. Specifically the mediator will look towards specific aspects of the conversation where each party can be empowered, allowing them to move past their conflict and establish solutions. Ultimately the parties are in total control of the process, but the mediator takes a passive approach towards opening the conversation. ii) Interactional Interventions The interactional interventions in the transformative model considers that rather than the mediator actively framing the discussion they focus on the micro-issues that arise during the conversation between the individuals involved in the conflict (Mayer 2000). In these regards the mediator allow the participants to frame the discussion. In terms of Lisa and Michelle then the mediator would intervene at specific instances when their conversation was veering into areas that was counter-productive or off topic. iii) Conflict Analysis and Data Collection Conflict analysis and data collection occurs not in terms of the participants’ response to an externally framed discussion, but instead to the specific modes of interaction the individuals are having (Mayer 2000). iv) Handling Impasse During an impasse in transformative mediation it becomes the mediator’s responsibility to move the individuals to a new stage of discussion. This new stage will result in the participants establishing new perspectives or means of resolving the difficulties in the conflict (Moore 1996). v) Resolution In terms of resolution in the transformative approach there is not as clear and objective resolution reached as in the transformative process. In the case of Lisa and Michelle the specific means of approaching resolution would involve both individuals engaging in significant conversations with each other. During this process, where each is empowered, the conflict resolution would work towards transforming both individuals internally and in terms of their perception of the other individual. This would allow for Lisa and Michelle to establish a stronger understanding of each other that would mitigate the issues they have between each other. vi) Pros & Limitations There are a number of pros and limitations to this model. Among the pros of this approach are that it assumes a much broader consideration of the problem. For instance, the conflict and Lisa and Michelle is multi-layered in that it isn’t simply between these participants, but also is occurring in the context of the organization. As such this approach might facilitate greater communication between these individuals. In terms of limitations the lack of a strong mediator and clearly defined solution may be a setback between Lisa and Michelle, as this might create avenues wherein they could fall back on past dysfunctional modes of interaction. II. i) Historical socio-cultural roots The transformative model is originally linked to Bush & Folger (1994)’s text ‘The Promise of Mediation’. These foundational theories were adopted by other theorists and advanced through a variety of hybrid models that maintained the non-directed approach of the transformative resolution. ii) Assumptions This text considered that conflict resolution was not simply about reaching a clearly defined ‘solution’ but rather establishing more holistic and effective dialogue between the conflicted parties. In these regards, it assumes that in the process of conversation the parties will move towards a greater degree of personal understanding. It will be in this process that the conflict achieves true resolution. iii) Hallmarks There are a number of hallmarks to the transformative conflict resolution process. The overarching hallmark is that the mediator doesn’t direct the process. Instead it becomes the responsibility of the mediator to facilitate conversation between the separate parties. While this may seem that the mediator is not as important in the process, that would be a misconception as the mediator ensures that the barriers to conversation that had given rise to the dispute do not prevent open lines of communication between the participants. Conclusion Ultimately, it seems that the problem solving mediation model would be the most effective in the conflict between Michelle and Lisa. While undoubtedly there appears to be on-going personal conflict between these individuals that would be aided by a degree of transformative mediation, more thoroughly it seems that the issue is one of an ambiguity in their position in the organization. Essentially what has occurred is that following Lisa’s absence, Michelle assumed her responsibilities and seemingly unwilling to absolve herself of these responsibilities as they would reduce her status. The problem solving mediation approach would more clearly define the ambiguities in job responsibilities that are causing conflicts between Lisa and Michelle. Specific agreements and boundaries could then be established that the two individuals could agree to as a means of creating a functional professional relationship. References Boulle, Laurence (1996). Mediation: Principles, Process, Practise. Sydney: Butterworths. Bush, R. A. B., & Folger, J. P. (1994). The Promise of Mediation. San Francisco: Jossey- Bass. Mayer, B. (2000). The Dynamics of Conflict Resolution: A Practitioner's Guide. San Francisco: Jossey-Bass Publishers. Moore, C. (1996) The Mediation Process: Practical Strategies for Resolving Conflict, 2nd Edition. San Francisco: Jossey-Bass Publishers. Spangler, B. (2000) "Problem-Solving Mediation." Beyond Intractability. Eds. Guy Burgess and Heidi Burgess. Conflict Information Consortium, University of Colorado, Boulder. Read More