1. Do preliminary planning, scheduling, and room setup.Getting the right people in the right room at the right time is a good first step to creative problem-solving. Do some leg work upfront to determine who’s involved in a conflict. Then put some effort into creating an inviting environment so your employees have the best shot at successfully resolving their issue.
2. Greet parties and discuss the process.Setting ground rules, discussing your role as a neutral facilitator (which may be new to your employees) and letting the parties know that you’re open to helping them resolve their differences are all ways to demonstrate that this conflict — and its resolution — belongs to them.
3. Share perspectives.Refining the art of reflecting and reframing helps you identify core values, neutralize emotional language, and demonstrate that listening to each other’s point of view is far more productive than listening to rebuttals.
4. Build an agenda together.Creating a cooperative agenda after hearing each other’s perspective lets employees build a list of topics that acts as a compass for the rest of their meeting and provides a yardstick for their progress.
5. Negotiate in good faith.Giving employees the space to brainstorm and make proposals for solutions that benefit both of them can create remedies that are longer lasting and more durable.
6. Hold private meetings if necessary.Meeting privately gives each employee an opportunity to share sensitive information, practice how he might ask for what he needs, apologize for his role in the conflict, or acknowledge the positive aspects of his working relationship.
7. Craft agreements, with details.The best agreements are detailed agreements. Leaving anything to the imagination can cause trouble down the road, so crafting agreements with an eye for detail gives employees the boundaries and certainty they seek.
8. Monitor follow-through.Looking for signs that things are going well or tuning into cues that there’s more work to be done gives you an opportunity to praise your employees for what they’re doing well and to coach them on next steps.

http://www.dummies.com/how-to/content/mediation-process-for-resolving-conflict-at-work.html

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http://www.resolutionmediation.net/

It will be hosting Mediation Skills Training on March 19-23 from 8 a.m.-4:30 p.m. at the Coughlin Center. This training is especially valuable to people who deal with client, employee, and/or family conflicts on a day-to-day basis. Participants will learn a problem-solving process that focuses on empowering the people involved to take responsibility for the decisions they need to make.

Participants spend the first day of mediator training looking at individual styles of communication and conflict resolution. Skilled trainers Kristy Bradish and Pat Nichols help participants enhance their strengths. Participants experience the mediation process through an interactive format of lectures, demonstration, small group discussions, and simulation exercises.

For professionals, the fee for the five days of classroom instruction is $775.
Professionals in human resources, attorneys, teachers and people in all other fields of work who find themselves in the middle of disputes with customers, clients, and businesses can learn how to handle these disputes in a positive way that resolves the problem long-term without adding stress to the workforce, slowing production and creating more conflict.

Professionals may also become part of our Mentoring Program and have the opportunities to observe eight hours of actual mediations and to co-mediate another eight hours of actual mediations with experienced WCRC mediators, times and dates to be arranged on an individual basis. 40 CLE credits including 1.5 Ethics credits have been approved for attorneys by the Wisconsin State Bar.

For volunteers, the fee is $100 (for those applicants approved by the WCRC Board). In addition to the five days of classroom instruction, volunteer mediators must complete the Mentoring Program – eight hours of observation time and an additional eight hours of co-mediating with experienced mediators within five months of the classroom training. Volunteers commit to five hours of volunteer time to the Center per month for at least one year. On Thursday mornings we conduct the majority of our mediations and when we need the most volunteers. Therefore, only those applicants who can be available on Thursday mornings will be considered. The class size is limited and held only once a year.

http://www.thenorthwestern.com/article/20120118/OSH10/120118105/Conflict-Resolution-Center-hosting-mediation-skills-training?odyssey=mod|newswell|text||p

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http://www.resolutionmediation.net/

Conflict management is often confused with conflict resolution, but the management of various conflict issues such as gossip, feuding or terrorism is a long term approach to an issue and may or may not end in a resolution.  Conflict resolution is the act of resolving a dispute between two parties.

There are various types of conflict that one can find in the workplace or that we impose on each other in our personal lives.  Understanding the nature of conflict and how we react to it can assist in overcoming the problems.  In addition, there are various methods that can be implemented in order to resolve the issues at hand.  While conflict may seem to be a stumbling block in our lives, it can also be an excellent learning curve and can result in a much better understanding of how to address certain aspects of our lives.

The advantages of engaging in conflict resolution include:-

•  A Better Understanding of the Situation.  Having the ability to discuss openly the predicament allows both parties to clearly understand how the other thinks and feels.  This additional understanding will benefit their long term relationship.

• Resolutions Result In Better Bonding Between Co-Workers.  Mutual respect achieved through communication has long term benefits for all parties concerned.

• The Process Results In Self-Analysis.  The process of conflict resolution affords people the opportunity to analyse their own goals much more closely and this attention to details often results in a much clearer focus both in their careers and their personal lives.

In conflict resolution, you can stem the tide of a negative environment but a good understanding of the process is vital.  It is important to understand that conflict often results in a heightened level of emotion and knowing exactly what conflict is will help to ensure that you address it properly.

1. Conflict, when left alone, will develop and grow
2. Conflict is much more than a disagreement.
3. Conflict can result in intense emotional behaviour
4. Conflict is perceived as a threat to our nature and results in a non objective view of the facts.

Once you have established that a conflict requires resolving, you can make use of a range of services which will include actively listening to the parties concerned, gathering all the information with regards to the conflict, agreeing to the origins of the problem and brainstorming to find possible solutions.  Finally you will be able to negotiate a solution between the parties and learn from the experience.

There are some important key factors to consider when getting involved in conflict resolutions in the workplace or elsewhere. 

• Listen attentively to all parties and pay close attention to the method of delivery as well as the actual words used as this will inform you more clearly of the intent as well as the information.

• Take the focus away from who is right and who is wrong.  Negotiations and compromise can only be achieved when both parties feel that they are being respected and that blame is not laid on either side.

• Remove the personal from the professional.  Conflict can often result in personal emotions taking over where professionalism should be.  Being able to make the conflict about the work and not the person if vital.

• Deal with one thing at a time.  Conflict is very difficult to work through and can be exhausting, so deal with one issue at a time and take breaks when required particularly if you see that no progress is being made.

• Accept, Forgive and Move On.  There are times when letting go may be required.  Accepting that some situations are beyond your control that you may be required to forgive and move on.  Not having this ability can result in long and tiresome negotiations that may not lead to a resolution.

• There is extensive information on dealing with conflict in the workplace and how to achieve your aims.  It is vital to ensure that the conflict is deal with in order that it doesn´t escalate further.  Having a good understanding of the conflict resolution procedures and methods used will help to ensure that you remain in control and that a resolution is achieved which is mutually beneficial for both parties and where respect and teamwork can be maintained.

There is extensive information on dealing with conflict in the workplace and how to achieve your aims.  It is vital to ensure that the conflict is deal with in order that it doesn´t escalate further.  Having a good understanding of the conflict resolution procedures and methods used will help to ensure that you remain in control and that a resolution is achieved which is mutually beneficial for both parties and where respect and teamwork can be maintained.

http://www.mediationprocess.org/conflict-resolution

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Resolution Mediation

http://www.resolutionmediation.net/

1. Do preliminary planning, scheduling, and room setup.Getting the right people in the right room at the right time is a good first step to creative problem-solving. Do some leg work upfront to determine who’s involved in a conflict. Then put some effort into creating an inviting environment so your employees have the best shot at successfully resolving their issue.
2. Greet parties and discuss the process.Setting ground rules, discussing your role as a neutral facilitator (which may be new to your employees) and letting the parties know that you’re open to helping them resolve their differences are all ways to demonstrate that this conflict — and its resolution — belongs to them.
3. Share perspectives.Refining the art of reflecting and reframing helps you identify core values, neutralize emotional language, and demonstrate that listening to each other’s point of view is far more productive than listening to rebuttals.
4. Build an agenda together.Creating a cooperative agenda after hearing each other’s perspective lets employees build a list of topics that acts as a compass for the rest of their meeting and provides a yardstick for their progress.
5. Negotiate in good faith.Giving employees the space to brainstorm and make proposals for solutions that benefit both of them can create remedies that are longer lasting and more durable.
6. Hold private meetings if necessary.Meeting privately gives each employee an opportunity to share sensitive information, practice how he might ask for what he needs, apologize for his role in the conflict, or acknowledge the positive aspects of his working relationship.
7. Craft agreements, with details.The best agreements are detailed agreements. Leaving anything to the imagination can cause trouble down the road, so crafting agreements with an eye for detail gives employees the boundaries and certainty they seek.
8. Monitor follow-through.Looking for signs that things are going well or tuning into cues that there’s more work to be done gives you an opportunity to praise your employees for what they’re doing well and to coach them on next steps.

http://www.dummies.com/how-to/content/mediation-process-for-resolving-conflict-at-work.html

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Resolution Mediation

http://www.resolutionmediation.net/

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The note was addressed to “John Holland Scab”. It reads: “We know where you live … we know what you drive.

“Stop the scabs. We know what you do. We will win this. We always do. We have your photo. We know what you do. Put a stop to all this now we will be watching you.”

VicRoads confirmed yesterday there had been an incident concerning one of its employees on Thursday. Police are understood to be investigating.

The threat is a clear sign that mediation between construction giant John Holland and the Construction Forestry Mining and Energy Union and the Australian Manufacturing Workers Union has broken down, less than a week after the parties began talks.

Speaking on Melbourne’s 3AW radio yesterday morning, John Holland group manager of human resources and operations Stephen Sasse said the unions had not been prepared to compromise. “I can confirm that we withdrew from the mediation process on Wednesday evening; essentially we found that the unions were simply not prepared to move on any of their claims,” Mr Sasse said.

The six-week dispute has held up strengthening work on the West Gate Bridge, with all construction, except for the establishment of anti-suicide barriers, grinding to a halt.

Mr Sasse said the unions had demanded the reinstatement of 38 CFMEU and AMWU workers sacked before Christmas because they refused to accept John Holland’s terms of employment.

“We certainly don’t want to expose our staff and our supervision to people who may well be found to have made threats against them or their families,” Mr Sasse said.

A spokesman for the CFMEU would not comment on the status of the mediation but said: “The CFMEU is not aware of this incident. The union does not condone such behaviour.”

Speaking at the Melbourne Press Club last week, the new Chief Commissioner of Victoria Police, Simon Overland, said authorities were concerned bikies might have been present at the West Gate Bridge protest.

Following news of this latest alleged threat, Opposition industrial relations spokesman Robert Clark called on Premier John Brumby to condemn violent and illegal conduct by unions and to expel unions with a record of violence and intimidation.

“Victorians would be disgusted that an innocent VicRoads employee and his family have been subject to violence, intimidation and threats simply because he is doing his job on behalf of the community, yet John Brumby still refuses to take action to end this lawless conduct,” Mr Clark said.

“John Brumby needs to take tough action against union intimidation and thuggery to stop Victoria sinking back into an industrial dark age of union militancy and disruption.”

http://www.theaustralian.news.com.au/story/0,25197,25382934-5006785,00.html

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http://resolutionmediation.net/

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The note was addressed to “John Holland Scab”. It reads: “We know where you live … we know what you drive.

“Stop the scabs. We know what you do. We will win this. We always do. We have your photo. We know what you do. Put a stop to all this now we will be watching you.”

VicRoads confirmed yesterday there had been an incident concerning one of its employees on Thursday. Police are understood to be investigating.

The threat is a clear sign that mediation between construction giant John Holland and the Construction Forestry Mining and Energy Union and the Australian Manufacturing Workers Union has broken down, less than a week after the parties began talks.

Speaking on Melbourne’s 3AW radio yesterday morning, John Holland group manager of human resources and operations Stephen Sasse said the unions had not been prepared to compromise. “I can confirm that we withdrew from the mediation process on Wednesday evening; essentially we found that the unions were simply not prepared to move on any of their claims,” Mr Sasse said.

The six-week dispute has held up strengthening work on the West Gate Bridge, with all construction, except for the establishment of anti-suicide barriers, grinding to a halt.

Mr Sasse said the unions had demanded the reinstatement of 38 CFMEU and AMWU workers sacked before Christmas because they refused to accept John Holland’s terms of employment.

“We certainly don’t want to expose our staff and our supervision to people who may well be found to have made threats against them or their families,” Mr Sasse said.

A spokesman for the CFMEU would not comment on the status of the mediation but said: “The CFMEU is not aware of this incident. The union does not condone such behaviour.”

Speaking at the Melbourne Press Club last week, the new Chief Commissioner of Victoria Police, Simon Overland, said authorities were concerned bikies might have been present at the West Gate Bridge protest.

Following news of this latest alleged threat, Opposition industrial relations spokesman Robert Clark called on Premier John Brumby to condemn violent and illegal conduct by unions and to expel unions with a record of violence and intimidation.

“Victorians would be disgusted that an innocent VicRoads employee and his family have been subject to violence, intimidation and threats simply because he is doing his job on behalf of the community, yet John Brumby still refuses to take action to end this lawless conduct,” Mr Clark said.

“John Brumby needs to take tough action against union intimidation and thuggery to stop Victoria sinking back into an industrial dark age of union militancy and disruption.”

http://www.timesheraldonline.com/news/ci_12252183

• Unions Are Corporations, Too The rampant anti-corporatism in America today is somewhat infuriating to me.  The notion that corporations can only prosper by cheating the people is as old (and illogical) as government itself.  Successful businessmen will almost universally tell you integrity, honesty, and...
• Making the Switch to a Credit Union Most people would experience advantages if they switched from a traditional bank to a credit union. Here's what you need to know before you try to make the switch: Are You Eligible for a Credit Union?   In recent years,...
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