(George R.R. Martin)
Mediation – that is, the peaceful resolution of conflicts – can be applied in numerous situations where dialogue between the parties has broken down, trust has been undermined, and the stakes may even involve the functioning of an entire organisation. The following case study illustrates a workplace and organisational mediation in which diplomatic skills, knowledge of protocol and mediation methodology combined to bring about a successful outcome.
The British case study
A partnership with an annual turnover of 10 million GBP was on the verge of breaking down when the services of a mediator were sought. The incident stemmed from a boardroom dispute during which one of the partners behaved in a threatening manner and then left the meeting room, intimidating the other participants. The conflict not only jeopardised the company’s portfolio but also had a destabilising effect on the entire organisation.
The mediator first held separate discussions with the parties, giving equal consideration to each partner’s views. He assessed the causes of the conflict, the issues affecting the management team’s performance, and the need for change going forward. He then drew up a report and presented his findings at a joint meeting of the partner team.
Twelve clients took part in the three sessions, and the mediator had to focus on three key issues:
- How can the conditions for dialogue and cooperation be created in times of crisis?
- How can one uncover the motivations of the „problematic” partner, as well as the frustration and disappointment felt by the others, during difficult conversations?
- How can loyalty and performance be recognised and fairly rewarded?
By the end of the process, the partners had restored team spirit and decided on organisational changes that led to the overhaul of the strategic and performance management system. The partner who had previously been „critical” became chief executive, and three years later the company’s profits reached a record high, with turnover exceeding GBP 12.7 million.
In Hungarian practice
In the Hungarian legal context, the Act LV of 2002 on Mediation Activities[1] regulates mediation. The Act stipulates that the aim of mediation is the amicable resolution of disputes through the voluntary participation of the parties and the involvement of a neutral third party, focusing on the future rather than past grievances.
In the case of workplace or organisational mediation, the process generally consists of the following steps:
- Preparatory meetings separately with each party.
- Setting up a framework, establishing confidentiality, timeframes and rules of communication.
- Joint meeting facilitation, where the parties can share their views in a safe environment.
- Agreement the drawing up of which may be in writing, but in certain situations a verbal agreement is also sufficient.
Diplomatic skills in mediation
Diplomacy and mediation share several similarities. One of the fundamental tasks of diplomacy is to prevent and manage conflicts, to identify and reconcile the interests of the parties, and to find common ground. This logic also applies to mediation, regardless of whether the dispute is between states or between companies.
A degree in diplomacy, together with knowledge of international protocol and etiquette, can be put to use in a mediator’s work in the following ways:
- Discipline in negotiation techniques: The order of proceedings, forms of address and the structure of opening and closing remarks also enhance professionalism in mediation.
- Cultural sensitivity: In the case of international organisations or multicultural teams, it is essential to be aware of and respect cultural norms.
- Neutrality in conflicts: It is a fundamental principle in both diplomacy and mediation that the mediator does not give advice or make decisions, but merely facilitates communication.
- Intermediary language: Choosing your words carefully, avoiding provocative expressions and using phrases that seek compromise are key.
Mediation and coaching – parallels
Although mediation and coaching serve different purposes, both are based on trust, active listening and a non-judgemental approach.
- In relationship coaching Diplomatic skills help the parties to „free” the conversation from unnecessary emotional baggage and focus on a constructive vision for the future.
- In workplace coaching Knowledge of protocol and negotiation techniques contributes to more effective organisational communication, the clear articulation of interests and smoother decision-making.
The ethical context
Whether it is mediation or diplomatic negotiations, the ethical principles are the same: impartiality, confidentiality, respect and transparency. In Hungary, a mediator’s work is preceded by inclusion in the Ministry of Justice’s register, for which a higher education qualification and accredited training are required.
Conclusion
A comparison of the British case study outlined above with Hungarian practice clearly demonstrates that diplomatic skills and a knowledge of international protocol and etiquette are of outstanding value in mediation and coaching processes. Whether it is a corporate partnership worth several million or a family relationship, peaceful dialogue, trust and mutual respect are always the number one „weapon”.
Footnotes
[1] Act LV of 2002 on Mediation, Section 23 – detailed provisions governing the mediation process, the voluntary nature of the process, and the fundamental principles of confidentiality and impartiality.