The Manager-as-Mediator

1. The Manager-as-Mediator Speaker: Peggy Wolfe Noca Concepts, Inc.

2. Outline • Key concepts • Key Steps of Simple Managerial Mediation: 1: Decide to mediate 2: Preliminary meeting 3: Plan the context 4: Three-way meeting 5: Follow-up • Why mediation works • Video Example

3. The Core Challenge “In the life cycle of every conflict, there is a point when it’s large enough to be recognized, but small enough to be resolved.” In today’s environment: • Trends toward downsizing, teams, quality and multiple responsibilities increase interdependency, and potential conflict, between employees • Controlling or coercive management does not work • Demographic and economic changes require managers to deal with staff and problems themselves

4. Complicated by the evolution of ISwithin the business ERA IT STAFF FROM TRAINEDBYLate 50’s User Area n/a60’s Engin. Majors User ISEarly 70’s Math Majors Eng. Majorsmid 70’s- 80’s CS Majors Math MajorsLate 80’s Bus. Majors CS Majors 90’s Tech trained Bus Majors Now everywhere ???

5. Result: • Conflict between End-Users and IS • Mis-communications • Mis-understandings • Mis-aligned goals • Resentment • Perception of lack of teamwork

6. The Cost of Conflict in a Project • Costs hard dollars! • Wasted time • Loss of skilled employees • Restructuring • Sabotage/theft/damage • Lowered job motivation • Lost work time • Health costs • Increases project risk • Degrades decision quality

7. Conflict degrades Quality of Decisions!! • Every solo decision-maker requires information from others to make the best decision. When information providers are in conflict the information supplied is inevitably distorted. • Decisions can result from a power contest, rather than objective judgment of what is best for the company.

8. Ways to Handle Conflict You Control Others Control • Non-binding arbitration • Binding arbitration • Litigation • Informal Discussion • Negotiation • Mediation Seriousness

9. Crises Clashes Blips Levels of Conflict Use EAP or a professional mediator ManagerMediation Don’t bother

10. Managerial Mediation • A way to handle • communication problems • personality clashes Can be easily learned and employed by: • Managers & Supervisors & Team leaders • Human resources professionals • Employee relations professionalsand by . . . everyone who is responsible for the work of others . . . everyone who is responsible for the work of others . . . everyone who is responsible for the work of others . . . everyone who is responsible for the work of others . . . everyone who is responsible for the work of others . . . everyone who is responsible for the work of others . . . everyone who is responsible for the work of others . . . everyone who is responsible for the work of others . . . everyone who is responsible for the work of others . . . everyone who is responsible for the work of others . . . everyone who is responsible for the work of others . . . everyone who is responsible for the work of others . . . everyone who is responsible for the work of others . . . everyone who is responsible for the work of others . . . everyone who is responsible for the work of others . . . everyone who is responsible for the work of others . . . everyone who is responsible for the work of others . . . everyone who is responsible for the work of others . . . everyone who is responsible for the work of others . . . everyone who is responsible for the work of others . . . everyone who is responsible for the work of others . . . everyone who is responsible for the work of others

11. What is Managerial Mediation? • A communication tool • Assumes no professional interest in mediation • Not negotiation, not arbitration • manager does not decide the solution • A way to help employees work together • performance problem is relational, not individual • A business meeting about a business problem • not a personal or professional service • Should be a core management competency

12. Step 1: Making the decision to use Managerial Mediation Know the Business Problem, the Business Impact of it, and the Authority level to solve • Not a substitute for discipline • Not a substitute for job training • Not a substitute for EAP services • Only used to address a well defined problem that the involved parties have the authority to solve

13. Step 2: Preliminary Meetings To lay the Groundwork To define the business problem to be solved To hear each person’s “side of the story” To explain key information about the process To secure each person’s commitment to attend

14. Step 3: Plan the Context for the Mediation Face-to-face talking about the problem without interruption long enough to find a solution Prevent distractions and interruptions BASIC PROCESS Helps ensure that a Solution will occur in the three-way meeting.

15. NEGOTIATION vs. MEDIATION Recognition that there are different sidesEnsuring that both sides win An attitude shift from me-against-you to us-against-the-problem NEGOTIATIONGOAL MEDIATIONGOAL

16. Step 4: Holding the Three-way meeting The Manager / Mediator’s job: Keep individuals focused on problem to be solved Support both individuals – no bias Recap, be sure true / complete resolution is reached. OTHERWISE: BE QUIET.

17. Why Mediation Works Breakthrough happens spontaneously if the parties stay engaged long enough to allow naturalhuman forces toward harmonyto take effect.

18. Why Mediation Fails • Manager Mediator can’t keep quiet • Parties become disengaged during session • Parties are allowed to leave before completion

19. Summary • Mediation is different than Negotiation • Once learned, simple Management Mediation is a valuable tool in the Project Manager’s Pocket that can help: • Reduce project conflict • Enhance decision-making • Reduce project risk • Minimize hidden costs • Mediation is a SKILL that can be learned

20. Noca Concepts, Inc. Nostrum Onus Cogitat ad Astra – Our Work Leads to the Stars Margaret, R. (Peggy) Wolfe Noca Concepts, Inc. 551 Roosevelt Rd #144 Glen Ellyn, IL 60137 630-858-5298 Working with MTI Global, Inc.