Here's how you can navigate the key steps to mediate a workplace conflict.

L'une des manières de reconnaître l'existence et les fondements d'un problème consiste à adopter la position de vie "je suis ok / tu es ok", pilier l'analyse transactionnelle repris par Taibi Kahler comme pilier de #PCM. En acceptant de reconnaître que la position de l'Autre a autant de valeur que la nôtre, nous sommes alors en capacité d'écouter et d'entendre, condition préalable à la prise de conscience du problème. A l'inverse, rester dans une position "j'ai de la valeur / tu n'as pas de valeur" empêche d'entendre l'Autre et prive les protagonistes de toute chance de prendre conscience de l'existence même d'un problème. Je l'expérimente aussi souvent que possible et je suis, à chaque fois, surpris du résultat.

It is not always possible for a person to admit that there is a problem or conflict and ask for help in resolving it, asking for help is a difficult task for many, the task of the leader is to recognize the conflict and bring the parties to negotiations.

I always listen to all the opinions of the parties to the conflict, in order to make a decision on bringing the parties to negotiations, the main thing for me is to understand the subject of the conflict and get its assessment from the parties, it always turns out that for one side the value does not coincide with the value for the other side. The simplest for me, but the most emotional for the parties, were conflicts when moving to a new office and the distribution of new jobs, it was funny lotteries, exchanges, but there were still conflicts, this was all resolved, but required attention to detail and value for everyone.

L'écoute active va au-delà de celle pratiquée par certains coachs. Il me semble indispensable, dans cet exercice d'écoute active, de faire émerger les besoins (y compris psychologiques) de la personne écoutée. En #PCM, nous savons qu'un besoin psychologique qui ne serait pas satisfait positivement sera recherché négativement. En d'autres termes et par exemple, la personne qui éprouve le besoin de reconnaissance de ses convictions ou valeurs devra être écoutée (pas nécessairement entendu). Sinon, cette personne risque de partir en croisade sur ses positions et de déclencher un mouvement de rejet de la part de certains membres de l'équipe, la jugeant trop rigide.. Dans cet exercice, je recommande une écoute active que j'appellerai premium.

The mediator's opening statement is the beginning of the mediation; it must be clear, short and describe the rules and principles and be accepted by the parties to the conflict.

I also conduct individual meetings during the mediation process to discuss possible options for resolving the conflict tête-à-tête.

At this stage, it is important not what the parties decide, but whether they will fulfill their obligations, it is always necessary to check the decisions for realism and feasibility by the parties and, most importantly, as a mediator, take responsibility to return the discussion to the beginning if it is clear that the parties are not ready to fulfill their obligations.

Monitoring the implementation of the mediation agreement is the basis, but it is also necessary to hold regular meetings with key employees, as well as team building, but in interesting places, not organizing sports competitions, but choosing places based on hobbies. team members we engage in surfing, cooking classes, hiking and rope park activities. Let us immediately show where there is such tension between team members!