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Conflict and Mediation

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Conflict and Mediation
OL 7001-8 Assignment 6
Karen Platt
Dr. Benton
September 6, 2015

Mediation
Workplace-based stress may be triggered by interpersonal differences, which can produce damaged relationships, loss of productivity, decreased job satisfaction, and lowered morale (Cahn & Abigail, 2014; McKenzie, 2015). Stress is the emotional or intellectual response by someone to a perceived threat in his or her workplace or personal life (Cahn & Abigail, 2014; McKenzie, 2015). In many cases stress can result in workplace conflict.
Not all work-place conflict can be resolved without third-party intervention. A third-party is brought in to facilitate a negotiation process when individuals cannot negotiate or agree on an issue effectively. Mediation is an intervention in a standard negotiation conflict acceptable by all involved parties (Cahn & Abigail, 2014). The unbiased third-party has limited or no authoritative decision-making power, is neutral, and perceived as being fair (McKenzie, 2015). Mediation has been found to produce better organizational outcomes than other interventions.
This paper provides a closer look at mediation, mediators, and the process used during conflict resolutions. In addition, the author has provided an example of a practical application of a mediation plan used by mediators.
Mediator’s Roles and Responsibilities
Independent mediators are neutral, impartial, and normally have no prior relationships with the disputants. These independent mediators are the most commonly used mediators that seek to help parties develop voluntary, mutually acceptable solutions (Moore, 2004). Mediators work to develop trust and build cooperation (Cahn & Abigail, 2014; Coleman, Kugler, Mazzaro, Gozzi, El Zokm, & Kressel, 2015; de Wit, Greer, & Jehn, 2012; Lurie & Lack, 2014; Moore, 2004; Wilmot & Hocker, 2013).

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