Mediating / Negotiating Conflict Resolution: Term Paper

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For example, in a group meeting: 'I understand that you're angry about the fact that the administrative staff is consistently late, and you think a time clock is the best way to address this issue, but I'm not sure this addresses the real, underlying issue that most of the staff is unhappy with their schedule.' or, on an individual basis, when faced with the prospect of being forced to wait: 'I understand that the restaurant is understaffed tonight, but my wife and I were looking forward to dining here, and unfortunately we have theater tickets for a performance in an hour. Could you perhaps seat us at a table in your bar and serve us there?'

Self-awareness of how an individual functions or how a group functions is thus critical to creating an effective conflict management style. Without understanding one's personal bias, not simply in terms of specific issues, but in terms of one's level of comfort with conflict, a habitual shift will never take place. Encouraging an individual or members of the group to take a personal inventory, to see if their style is avoidant, competitive, accommodative, or collaborative, and why, is an excellent way to generate such internal self-dialogue, which will then hopefully yield a greater willingness to break bad habits. Self-exploration as to 'how has this style hurt me in the past' may make even a competitive individual realize that shouting loudly does not necessarily yield real and productive change.

In generating a more effective conflict management approach, an advisor should first assess the group dynamic -- is there a single party who continually, competitively uses his or her authority to assert dominance and would benefit from an individual session in learning good listening skills? If the group is largely made up of avoidant personalities, having a clear agenda that must be addressed, regardless of the level of discomfort some of the issues provoke, might be necessary.

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While there is nothing inherently wrong with compromise, too much compromise can leave group members feeling cheated, and it also might be a symptom of insufficient dialogue and debate within the group, and a general lack of interest about the issues involved. In short every group has its own 'personality' and style of conflict resolution, just like every individual, and both the group and the individual personalities must be assessed, made aware of their tendencies and bad and good habits, and strive to create a more effective dynamic through learning how to give constructive criticism and productive listening techniques.

Recognize there is a problem, understand the problem, and treat the problem through awareness, the use of effective listening, and a creative approach to conflict. Through these simple steps both individuals and groups can alter their bad conflict management habits and characters and become healthier, happier, and more productive mediators and negotiators whenever there is a dispute. There is no need to fear conflict, only to fear bad habits of conflict resolution.

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