This is not a comprehensive answer, but I would add the following tenets worth keeping in mind: 1. A good mediator should always think win/win——-are there options that partially or fully meet both parties’ needs? 2. At all costs, focus on face-saving options. Pride is probably the greatest barrier to resolving interpersonal conflict; 3. Disputes about facts——he says/she says—-are rarely productive. Look for objective benchmarks for a resolution that does not depend on one party’s version of the truth being discredited. For better or worse, professors value intellect above almost all other mediator attributes, so avoid vapid or facile truisms.

Mediating disputes between one’s colleagues can indeed be tricky, and I’ve found myself in this situation a few times in my career. It's crucial to maintain neutrality and professionalism throughout, ensuring that both parties feel genuinely heard and respected. Acknowledging their extensive experience and expertise, while focusing on facts, shared goals, and the need to work for the higher good, helps to diffuse tension. Balancing power dynamics means staying calm, guiding the conversation toward constructive dialogue, and adopting mutual respect. One can help both parties reach a resolution that honours their perspectives while promoting a positive, productive environment for the greater benefit of all involved.

Clarify your role as an impartial mediator, emphasizing that you're there to facilitate a fair resolution, not to favor one side. In addition, set clear ground rules for the discussion, ensuring that each professor understands the process and the expectations for mutual respect.

Il est important de pouvoir mettre en avant une stratégie de négociation afin de résoudre les problèmes complexes et pouvoir avancer lorsque des éléments contraignants apparaissent.