Here's how you can effectively mediate conflicts between employees.

In my experience in order to mediate conflicts between employees effectively the active listening is key and I always used these steps: 1. Set up neutral space where both parties feel safe and comfortable expressing themselves. 2. Summarize and paraphrase the key points expressed by each party to ensure accurate comprehension and demonstrate that you are actively listening. 3. recognizing the significance of their feelings and showing empathy towards their experiences. 4. allowing them to fully articulate their thoughts and emotions. With the above steps, we can create a supportive atmosphere for constructive dialogue and ultimately facilitate a more effective resolution of conflicts between employees.

Conflict is a tango for Two, and you are here to help, so don’t judge; your job is to listen, analyze (repeat the needed amount of times). Conduct 1:1 meetings with participants and witnesses of the conflict, ensure that you build rapport and trust, that you don’t convey hidden messages (job security, penalty, showing sympathy to one of the parties). Unwrap the conflict, instead of doing corrective actions in the initial stages. Be ready to have a series of 1:1s as more details are coming. Conflict is a conflictogen in a conflict situation. So, ideally, it is not to solve the conflict situation, but to remove the conflictogen (source of the problem).

La escucha activa es un componente crucial en la resolución efectiva de conflictos. Te permite comprender mejor la perspectiva del otro, identificar las causas del conflicto y encontrar soluciones mutuamente aceptables. Es importante prestar atención y escuchar con empatía, hacer preguntas abiertas que inviten a la otra persona a explicar su punto de vista con más detalle, validar emociones incluso si no estas de acuerdo con ellas y siempre mantener la calma.

Listening actively and empathetically is key to conflict resolution. Listen to actually understand someone's perspective - IE don't just use the time they talk to consider what your response will be. True listening means suspending all judgment and leading with curiosity.

To effectively mediate conflicts between employees, it is essential to adhere to several key principles. Firstly, act as a neutral mediator and ensure the confidentiality of the process. Begin by allowing each party to express their viewpoint without interruption. Listen carefully and try to understand the root of the problem. It is also important to emphasize common goals and interests that can help in finding a compromise. Encourage employees to openly discuss possible solutions and help them agree on terms acceptable to all parties involved. Establishing clear and fair rules for resolving conflicts in the future can also prevent their recurrence.

When you need to mediate, you have to try to keep feelings outside the room. This is sometime very hard. You have to be the detective of your own bias. Ensure that there is none, ask yourself why you are seeing things in a certain way and ensure you see it right.

When presented with facts from both ends, fairly evaluate the situation. Be cautious - people are emotional. It is important to respect emotions, yet remain impartial.

Second step is conflict analysis, also be ready to continue 1:1 with involved parties and witnesses of the conflict, while new details unfold. Analysis needs time and patience. During analysis take this into account: - Everyone is biased (including yourself); - Everyone lies (and this is normal); - Environment, org, structure; - Responsibilities, authority level, positions; - Processes, in which people involved. Don’t share your findings with the parties until the resolution phase of the conflict and dig until all needed details are found.

Sempre devemos tomar decis?es justas, com base na qualidade do colaborador, sempre separar aqueles que est?o prejudicando o andamento dos outros, mas sempre tentar conversar para que o que está falhando se corrija e venha a fazer o certo .

Establish rules not only for participants but for yourself, make sure that you are right person to resolve the conflict, consult with HR, review code of conduct. In general be neutral and fair. Establish and voice rules, explain your role and motivation. After rules are established (Ex..:not escalate conflicnt further, do not interrupt, talk facts..etc..), you must be ready, that they might not be followed, this is where your mediation skill enters the chat.

Once you have clearly understood the conflict, have some ground rules in place. Encourage your team to see the situation positively and offer compromises.

There can be so many layers to peel back when finding the root of a conflict. I believe listening, truly listening is essential, and action along with care needs to be taken when understanding how best to move forward. Psychological safety is a critical key to ensure people can share what caused the problem and ensure it never happens again. If there is a lack of trust and need to feel guarded, this problem will occur again.

During mediating a dispute between team members, as the team leader, we should listen carefully to both sides and remain fair, impartial and unbiased. To help team members to solve their conflict, we should focus only on facts and rules instead of our own interests or our personal perceptions, deductions, or interpretations. Our previous background image of being in good faith, logical, fair, and impartial is a vital requirement to play the role of a successful mediator/team leader.