Advancing Workplace Mediation Through Integration of Theory and Practice (eBook)

Katalien Bollen is assistant professor at the University of Maastricht (ERD). She is also affiliated to the University of Leuven, Fellow of the Leuven Centre for Collaborative Management (LCM) and involved in different executive master programs on mediation nationally and internationally. Katalien obtained her PhD at the University of Leuven entitled: Mediation in hierarchical labor conflicts. Her research focuses on conflict management (esp. mediation), teams and the use of online tools in conflict resolution. Special attention is granted to the impact of power and hierarchy. Currently, she coordinates a research project which focuses on informal learning, teamwork and its impact on sustainable employability. Katalien is a trained and certified mediator.Martin C. Euwema is Full Professor in Organizational Psychology at KU Leuven. He is specialized in conflict management, organizational change and (international) leadership. He is chair of the research group Occupational and Organizational Psychology and Professional Learning, and co-director of the Leuven Center for Collaborative Management (LCM). He is past-president of the International Association for Conflict Management and visiting professor at Tsinghua University (Beijing), Ieseg Business School (Paris) and University of Kopenhagen (Denmark). He is (co)author of more than 120 publications and is an experienced consultant and mediator.Lourdes Munduate is Full Professor of Organizational Psychology at the University of Seville. Her research focuses on conflict management, negotiation, power dynamics, and employment relations. She is member of the Executive Committee of the International Association of Applied Psychology (IAAP) and Chair of the Spanish Research Agency for Psychology (ANEP). She is serving as member of the Specialist European Awarding Committee (SEAC) of the EuroPsy Specialist Certificate in Work and Organizational Psychology. She is past-dean of the Psychology Faculty, past-pro-rector for international relations, and she holds the Lifetime Achievement Fama Award by University of Seville.

Preface 6
Contents 8
Chapter 1: Promoting Effective Workplace Mediation 10
Introduction 10
The 3-R Model of Workplace Mediation: Regulations, Roles and Relations 13
Regulations 14
Roles 15
Relations 17
Structure and Content of This Handbook 18
Part I: The Mediation Process 18
Chapter 2: Getting Beyond Win-Lose and Win-Win: A Situated Model of Adaptive Mediation 18
Chapter 3: Workplace Mediation: Searching for Underlying Motives and Interests 19
Chapter 4: A Psychological Toolbox for Mediators: From Theory and Research to Best Practices 19
Chapter 5: Workplace Mediation: Lessons from Negotiation Theory 19
Part II: Context of Workplace Mediation 20
Chapter 6: Mediation and Conflict Coaching in Organizational Dispute Systems 20
Chapter 7: HRM Practices and Mediation: Lessons Learnt from the UK 20
Chapter 8: Towards an Integrated Workplace Mediation System: Reflections on the South African Experience 21
Chapter 9: Mandatory Workplace Mediation 21
Part III: Mediation and Other Third Party Roles in the Organization 21
Chapter 10: An Appreciative Approach to Conflict: Mediation and Conflict Coaching 21
Chapter 11: The Manager as Mediator: Attitude, Technique, and Process in Constructive Conflict Resolution in the Workplace 22
Chapter 12: Conflict-Positive Organizations: Applying Mediation and Conflict Management Research 22
Part IV: New Developments 22
Chapter 13: Looking Back to Leap Forward: The Potential for E-mediation at Work 23
Chapter 14: It Takes Three to Tango: The Geometry of Workplace Mediation 23
Conclusion 23
References 24
Part I: The Mediation Process 27
Chapter 2: Getting Beyond Win-Lose and Win-Win: A Situated Model of Adaptive Mediation 28
Mediation: A Method in Search of an Evidence-Based Model 29
Toward a Situated Model of Adaptive Mediation 30
Step 1: Identifying the Fundamental Dimensions of Mediation Situations 31
Step 2: Conceptualize How the Basic Dimensions Might Combine to Create Distinct Types of Mediation Situations 34
Step 3: Validate the Conceptual Model and Identify Which Mediation Strategies and Tactics Are Most Commonly and Effectively Employed in Each Situation-Type 37
Next Steps in the Program of Research 41
Conclusion 41
References 42
Chapter 3: Workplace Mediation: Searching for Underlying Motives and Interests 46
Social Conflicts in Organisations 46
Sustainable Solutions for Workplace Conflicts 47
Perceived Injustice as Root Cause in Workplace Conflict 48
Mediating a Leadership Conflict: A Case Study 49
Reflections on the Mediation Case 53
Strategies to Achieve Sustainable Solutions 55
References 58
Chapter 4: A Psychological Toolbox for Mediators: From Theory and Research to Best Practices 61
Intra-individual Differences 62
Psychological Distance 63
Framing 64
Utility 66
Inter-individual Differences 67
Need for Closure 68
Trust 68
Regulatory Focus 69
Conclusion 70
References 70
Chapter 5: Workplace Mediation: Lessons from Negotiation Theory 73
Lessons from Negotiation Theory 74
Social Motivation in Negotiations 74
Epistemic Motivation in Negotiations 77
Procedural Framing 79
Outcome Framing 81
Intergroup Negotiations and the Social Identity Approach 82
A Remedy: The Common Ingroup Identity Model 84
Empirical Validation of Negotiation Theories in Workplace Mediation 86
Conclusion 87
References 87
Part II: The Context of Workplace Mediation 93
Chapter 6: Mediation and Conflict Coaching in Organizational Dispute Systems 94
An Overview of Conflict Coaching 95
When Is Conflict Coaching Effective and Appropriate? 96
Who Is Best Qualified to Be a Conflict Coach? 97
How Can a Conflict Coaching Program Be Sustained Once It Is Initiated? 97
Three Limiting Assumptions of Current Thinking on Conflict Coaching 98
Current Thinking About ODS 99
A Brief Overview of ODS in the United States Government 99
Limiting Assumptions of Current Thinking on ODS 101
Optimizing Conflict Coaching in ODS 103
Using Conflict Coaching as “Coaching-Plus” Wrap-Around Support for Workplace Mediation and Other ADR Processes 104
Appreciating Conflict Coaching as a Tool to Prepare for Other ADR Processes 106
Using Conflict Coaching to Support Online Dispute Resolution Processes 107
Using Conflict Coaching and “Meta-Coaching” to Address Change Related Conflict for Leaders 108
Conclusion 113
References 113
Chapter 7: HRM Practices and Mediation: Lessons Learnt from the UK 116
The Influence of Law and Policy 117
The Traditional Approach and the Search for Alternatives 117
Workplace Mediation: A Tool for Change? 118
Issues of Clarity: Understanding Mediation in the UK 119
A Practical Agenda 119
The Dominance of Facilitative Mediation 120
Questioning the Integrity of Workplace Mediation 121
Current Practice, Exploring the Potential for Cultural Transformation 122
A Familiarity in Formal Approaches 122
The Inhibiting Fear of Litigation 123
Distinguishing Internal and External Workplace Mediation 124
Factors Influencing the Success of Internal Workplace Mediation 124
Mediation as One Potential Option 125
The Role of HR and Line Managers 126
Lessons Learnt from the UK 128
References 129
Chapter 8: Towards an Integrated Workplace Mediation System: Reflections on the South African Experience 131
Workplace Mediation and Its Assumed Benefits 132
Workplace Mediation in Addition to a Statutory System 133
The Statutory System 133
Private Dispute Resolution 135
Limits of Workplace Mediation 136
Internal Versus External Mediators 136
Power Imbalance Between Disputants 137
Responsibility for the Conflict 137
Timing of the Mediation Process 137
Voluntarism in Mediation 138
Confidentiality 138
Good Principles to Underpin the Introduction of Workplace Mediation 138
Transparency: Balancing Access to Information with Confidentiality 139
Participation and Self-Determination: Promoting Voluntarism and Informed Decision-Making 140
Equality: Finding an Antidote for Power Imbalances 140
Accountability of the Mediator: Addressing Questions of Mediator Status and Impartiality 141
Rationality 141
Workplace Mediation as a Part of an Integrated Conflict Management System 142
Enabling Environment 142
Organization Size 143
Emphasis on Early Resolution 143
Showcase: CRS of the World Bank Group 144
Participant Evaluation and Continuous Improvement 145
Debriefing of Mediators 146
Conclusion 146
References 146
Chapter 9: Mandatory Workplace Mediation 149
Introduction 149
Mediation and Access to Justice 150
Workplace Mediation and Access to Justice: Voluntary or Mandatory Mediation? 153
The US Approach: Workplace Mediation for Improving Access to Justice 153
The EU Approach: Workplace Mediation as an Instrument for Supporting Collective Bargaining 156
The System in the UK 156
The Spanish System 158
Mediation at the EU Level 159
Mandatory Mediation: The “Magic” Ingredient for a Successful Future of Mediation? 161
Benefits of Mandatory Mediation 161
Legal Implications of Legal Mediation 162
How to Reconcile Mandatory Mediation with Access to Justice? 165
Mandatory Mediation and the ECrtHR 166
Mandatory ADR and the ECJ 168
The General Requirement of Pursuing and Achieving an Objective of General Interest 169
The Specific Requirements 169
Conclusions 170
References 170
Part III: Mediation and Other Third Party Roles in the Organization 175
Chapter 10: An Appreciative Approach to Conflict: Mediation and Conflict Coaching 176
Some Basic Definitions 177
Workplace Mediation Overview 177
Conflict Coaching Overview 179
The General Intersection of Workplace Mediation and Conflict Coaching 180
Propositions, Priority Actions, and Ongoing Cautions for the Integration of Workplace Mediation and Conflict Coaching 181
Propositions 181
Priority Actions 182
Ongoing Cautions 184
Conceptualizing Workplace Mediation and Conflict Coaching in an Even Wider Expanse 185
Content Goals from Appreciative Inquiry 186
Positive Narrative Expansion Process Language 186
Additional Positioning Within the Field of Positive Organizational Studies 187
Conclusion 188
References 188
Chapter 11: Manager as Mediator: Attitude, Technique, and Process in Constructive Conflict Resolution in the Workplace 191
Introduction 191
Components of Constructive Conflict Resolution Practice 193
Conflict Case: Mary and Her Team… the Setting 195
Scenario I: “The First Day on the Job” 196
“The First Day on the Job”/The Paths Not Chosen 197
“The First Day on the Job”/The Manager’s Action: Mary’s Attitude 198
“The First Day on the Job”/Was Mediation a Good Option? 201
Scenario II: “The Promotion” 202
“The Promotion”/The Paths Not Chosen 202
“The Promotion”/The Manager’s Action: Mary’s Techniques 204
“The Promotion”/Was Mediation a Good Option? 206
Scenario III: “The Two Rams” 207
“The Two Rams”/The Paths Not Chosen 207
“The Two Rams”/The Manager’s Action: Mary’s Mediation 208
“The Two Rams”/Was Mediation a Good Option? 211
So What’s a Manager to Do? 213
When Mediation Is a Good Choice and When It Is Not 214
Conclusion 215
References 216
Chapter 12: Conflict-Positive Organizations: Applying Mediation and Conflict Management Research 220
Leadership for Motivation 221
Conflict Theory as a Common Mission and Guide 222
Defining Conflict 222
Cooperative and Competitive Contexts of Conflict 223
Approaches to Managing Conflict 223
Impact of Approaches 224
Constructive Role of Cooperative Context 225
Developing Cooperative Conflict Management 225
Cooperative Goals 226
Open-Minded Discussion 226
Becoming a Conflict Positive Organization 227
Workshops 227
Book Clubs for Leadership and Mediation 227
Conclusion 228
References 228
Part IV: New Developments 232
Chapter 13: Looking Back to Leap Forward: The Potential for e-mediation at Work 233
A Brief History of Online Dispute Resolution 233
e-mediation in Context 237
e-mediation: Not Just for Online Disputes 240
Research on e-mediation in the Workplace 241
Research on Effectiveness of e-mediation 241
Perceived Usefulness of the Online System 244
Other Variables 244
Suggestions for Workplace e-mediation 246
Conclusion 247
References 247
Chapter 14: It Takes Three to Tango: The Geometry of Workplace Mediation 250
The Changing Context of Workplace Mediation 250
The Paradox of Workplace Mediation Practice and Research 252
Social Exchange in Employment Relations and the Use of Workplace Mediation Frameworks 253
The 3-R -Model and the Geometry of Workplace Mediation 254
Regulations and Roles Promoting Efficiency 256
3-Rs Promoting Equality in Relations 257
3-Rs Promoting Voice 258
Conclusion 259
References 260