Conflict Resolution and Self Mediation has become very important in an era of organizational downsizing, right-sizing, mergers, acquisitions, having to do more with less, rapid growth or expansion and change created by an increasingly competitive environment, work groups can become conflicted to the point of dysfunction. When this occurs, the corporate culture suffers.

What does your corporate culture communicate to internal and external customers? Is there excessive turn over, poor employee attitudes or a wide gap between policies (what is written) and practices (the way things really are)?

:: Unwritten codes of conduct example.pdf  

Does the work group have subcultures and pockets of dissent, to the point that the organizational problems are now the focus of the effort expended, causing people to constantly put out fires?  Is there a need to have decisions made at the level of necessity and have work groups accountable for dealing with their own issues? Our signature service the Self-Mediation Method™ program may be the answer.

Step One Issue Identification
The initial reaction is one of catharsis and ventilation.  In order to move forward the team members needs to let go of past negative perceptions, feelings and issues. This is essential for the work group to transition from feeling powerless and blaming others (usually blaming management) to focusing instead on the issues they can control (usually relationships with their peers).

:: Issue Id example.pdf

Step Two Understanding Human Behavior
The team members need a shared conceptual framework on the influences of feelings and behavior.  Perceptions or beliefs (accurate or inaccurate) drive feelings and behavior.  A corporate culture is a shared set of perceptions. This conceptual framework lays the foundation for skill acquisition as skills focus on dealing more effectively with perceptions.

Step Three Acquisition of Interpersonal Skills
Team members are trained to confront issues with others using leveling and constructive confrontation  techniques. Communications and listening skills learned in this process will help team members avoid unnecessary, destructive conflict in future situations. Mediation techniques are taught as an alternative method to resolve disputes which seemingly cannot be settled any other way. Mediation provides a structure to challenge old paradigms, involves those affected by its outcome, creates ownership of problems and solutions and promotes “win/win” agreements in a non-adversarial, side-by-side approach.

:: Code of Conduct.pdf

Step Four Code of Conduct Development  
Team members discuss and write a code of conduct [Code of Conduct.pdf] which outlines an agreement on how individuals will interact with each other. Typical desired codes of conducts involve issues such as trust, honesty and teamwork; however, these will always be individualized for each organization and the perceptions with which team members view their circumstances.

Step Five Action Plan Development 
This is the culmination of the diagnostic, cathartic/ventilation and skill-building portions of the process. At this point, teams revise issues identified in Step One, reaching consensus on the important issues and detailing action steps for goal attainment.

:: Action plan example.pdf