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Introduction
A new coworker, Mark, made an unfavorable first impression on an existing employer, John. The new coworker asked for assistance with a customer inquiry, but it was declined because of the tight schedule of John in the working area. Since then, Mark started feuding with John, who at a point wanted Mark to help with a project. Mark played the same way and turned down the request of John. It was a serious conflict since John declined to help Mark at the start. The manager intervened and requested John to ask for forgiveness from Mark. John offered a cup of tea to John after work, and they were able to forgive each other and continue with work as usual.
10-Steps of Interest-Based Conflict Resolution That Porter-O’Grady Present
Begin the Relationship on a Happy Note
The manager’s first task was to establish trust with the parties and explain the process. To resolve the conflict, the parties must first comprehend and agree on the conflict’s components and rules (Oghenechuko & Godbless, 2018).
Methodologies for Process Development
John and Mark were allowed to share the story before the manager could intervene and come up with a solution. The discussion was held about the issue, and John was able to explain the situation to the other participants. The discussion helped parties learn about the process and select activities that they believe will assist them in reaching an agreement.
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The manager who acted as the mediator was able to get the root cause of the issue. Early in the process, the mediator should inquire about the parties’ backgrounds, experiences, and perspectives in order to establish priorities and choose an approach. The mediator spends some time after the meeting reflecting on the nature of the conflict and how it affects the approach and resolution process.
Developing a Mediation Plan
The mediator considered the approach and structures to be used for mediation of the issue. The goal is to come up with a strategy that is appropriate for the situation and the parties involved while also considering the contingent factors that have been identified thus far.
Self-assurance and Communication
The mediator was able to establish and maintain trust between the parties. The parties’ disagreements and negative emotions acted as a clear mediator, and it is evident that there is a problem. The role of the mediator is to persuade the parties to have enough faith in the process to benefit from it.
The Procedure for Resolving the Issue Has Begun
Parties were prepared for the rest of the process during the first stages of conflict resolution. At the start of the mediation, the mediator clearly stated the rules of engagement, ensuring that both sides are aware of what to expect and how to proceed.
Priorities and Issues Must Be Established
The manager was able to set priorities for the case. After the mediator had thoroughly understood the initial issues, the parties were given the opportunity to explain their respective points of view and expectations.
Looking for Hidden Information, Agendas, and Interests
While making long-term recommendations, the mediator kept the parties focused on the most important issues.
Determine and Assess the Parties’ Potential Solutions
As the parties approach an agreement, the mediator focused on assisting them in understanding so that they can reach an agreement. The mediator’s primary role was to assist the parties in identifying and articulating any agreements they may have reached (Williams et al., 2019).
The Arrangement’s Drafting
Once all of the issues in the dispute had been resolved, the parties understood and agreed to the terms of their agreement. Thus, the mediator and both sides drafted an official agreement that is both clear and acceptable.
References
Oghenechuko, O. J., & Godbless, E. (2018). Interest-based conflict management systems: Beyond traditional and adr systems of conflict resolution.
Williams, C., Moore, E., Williams, C., Jones, R., Bell, R., & Holloway, R. (2019). Using an integrated system approach to manage conflict. Journal of Leadership, Accountability, and Ethics, 16(4).
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