Organizations have long recognized the value of bringing in professional mediators to help resolve disputes. Increasingly, however, managers are also seeing the benefits of investing in mediation training for themselves and their teams. While some situations will always require an impartial, highly trained mediator, many workplace conflicts can be resolved quickly and effectively by employees who possess basic mediation skills.
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Download this FREE special report, Mediation Secrets for Better Business Negotiations: Top Techniques from Mediation Training Experts to discover mediation techniques for selecting the right mediator, understand the mediation process and learn how to engage the mediator to ensure a good outcome from the Program on Negotiation at Harvard Law School.
The Benefits of Mediation
In mediation, a neutral third party helps people in conflict work toward a resolution that is voluntary, nonbinding, and sustainable. Rather than imposing an outcome, mediation relies on the parties themselves to identify solutions they can live with.
As employees learn through mediation training, this approach offers several advantages in organizational settings. Workplace mediation actively engages disputants in solving their shared problem. By brainstorming options together and addressing underlying concerns, employees often strengthen their working relationship—and are better prepared to collaborate going forward.
Mediation is also relatively fast and cost-effective, even when the expense of training is taken into account. Because it can reduce tensions early, mediation is often a smart first step before turning to more formal—and far more expensive—processes such as arbitration or litigation.
Through mediation training, employees can develop skills that help them support coworkers and prevent disputes from escalating, including the ability to:
- Air negative emotions with the goal of being heard and understood
- Listen to criticism and complaints without becoming defensive
- Brainstorm solutions that address the interests of all parties
- Foster a workplace culture where resolving conflict constructively is the norm
6 Stages of Mediation
In her chapter, “Mediation,” in The Handbook of Dispute Resolution (Jossey-Bass, 2005), professional mediator Kimberlee K. Kovach outlines typical mediation guidelines:
- Planning. Before mediation begins, the mediator works with the parties to decide where the session will take place and who should attend.
- Mediator’s introduction. With all parties present, the mediator explains the process, introduces participants, and establishes ground rules.
- Opening remarks. Each side is given uninterrupted time to present its perspective on the dispute, including the issues at stake and—often—pent-up frustrations.
- Joint discussion. The mediator and disputants ask questions to clarify needs and concerns. Because parties in conflict often struggle to listen to one another, mediators restate what they hear and seek clarification when necessary.
- Caucuses. If emotions run high, the mediator may hold private meetings with each side. These confidential caucuses can encourage parties to share sensitive information about their interests and priorities.
- Negotiation. The parties begin developing options that address core interests. Some agreements are clearly win-win; others may simply be acceptable. If consensus is reached, the mediator summarizes the terms and may draft a written agreement.
Mediation Training for Leaders
Unlike judges or arbitrators, mediators do not impose decisions. Instead, they rely on communication skills, neutrality, and creativity to help disputants reach their own solutions.
For leaders, however, the mediator role is more complex. In Leading Leaders, Tufts University professor Jeswald Salacuse notes that managers must live with the outcomes of workplace disputes long after a mediation session ends. Their relationships with the parties involved—and their responsibility to the broader organization—can make pure neutrality difficult.
Managers also need to ensure that negotiated outcomes serve organizational goals, not just the interests of the disputants. As Salacuse observes, leaders may feel justified in influencing behavior through rewards, sanctions, or expert judgment—provided they retain the respect and trust of those involved.
That said, for particularly sensitive or high-stakes personnel issues, a truly neutral, professional mediator may still be the better option.
A Practical Takeaway
Mediation training doesn’t turn managers into full-time mediators—and it doesn’t need to. What it does is equip leaders and employees with tools to address conflict early, productively, and at lower cost.
By investing in mediation skills, organizations can help coworkers resolve disputes, preserve relationships, and get back to what matters most: doing the work.
Have you ever used mediation training to resolve disputes in the workplace?
Claim your FREE copy: Mediation Secrets for Better Business Negotiations
Download this FREE special report, Mediation Secrets for Better Business Negotiations: Top Techniques from Mediation Training Experts to discover mediation techniques for selecting the right mediator, understand the mediation process and learn how to engage the mediator to ensure a good outcome from the Program on Negotiation at Harvard Law School.
Good blog. One friendly amendment. Many mediated agreements are binding so not sure why they were characterized in the article as being “non-binding.” For example, a mediated agreement to resolve a court case might take the form of an “Agreement for Judgment.”
Work place disputes is easy, there’s a common interest. Having had the privilege of being trained by Roger Fisher (yes I’m that old), I’ve used mediation to resolve disputes between inmates and officers in the environment of Federal Prison. I would like to see HLS train in Restorative Justice for use in the CJ system.
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