"Every conflict is started by two people."

A flexible and impactful one-day learning module, The Self-as-Mediator Seminar (see customized applications and alternative titles) is the most cost-effective way to empower your employees to handle the challenges of today's intensely interdependent workplace. They will learn how to use a simple yet powerful communication tool "Self Mediation" to manage the differences that impair teamwork, quality, decision-making, and cooperation throughout your organization.

But more than just a training seminar, this practical program contains resources for changing organizational culture, surgically altering the norms that so often cause obstructive behavior and replacing them with constructive, positive behaviors. A core element in the MediationWorks Training System, the Self-as-Mediator Seminar puts the tools of the professional mediator in the hands of every employee to build better workplace relationships. It is an essential component of every successful organization HRD and OD strategic effort.

Following the training, the learner will be able to:

1. Assess workplace conflicts to determine whether Self Mediation is appropriate based on:
   A. Level of seriousness of the conflict
   B. Degree of functional interdependence between oneself and the co-worker
   C. Balance of power, and risk of power abuse
   D. Characteristics of the co-worker that would contraindicate Self Mediation
2. Identify the two reflexive behaviors, in a case study or an actual conflict, that obstruct joint problem-solving, and to describe how to eliminate those behaviors.
3. Identify the five elements of the retaliatory cycle, in a case study or an actual conflict, and to describe how to interrupt the cycle to make joint problem-solving dialogue possible.
4. Initiate dialogue with a co-worker to solve a workplace conflict.
5. State the issue in conflict in terms that promote cooperation and minimize defensiveness.
6. Persuade a reluctant co-worker to participate in dialogue to solve a workplace conflict.
7. Describe the necessary features of context (time-and-place environment) that will prevent failure of dialogue.
8. Use techniques for beginning a scheduled dialogue with a co-worker that focuses attention on the issue to be solved and removes obstacles to successful conclusion.
9. Perform the two essential tasks during a scheduled dialogue that are necessary to produce a shift in attitude from me-against-you to us-against-the-problem.
10. Recognize and identify conciliatory gestures that naturally occur during arguments, and to seize the opportunity they present to solve the conflict.
11. Recognize and identify the four psychological forces that produce consensus, and to describe them in a case study or an actual conflict.
12. Form agreements that meet the three criteria that prevent recurrence of conflict.

Prepare the best CONTEXT for a mediation meeting Perform the three PRIMARY TASKS of the manager-as-mediator Negotiate agreements to PREVENT RECURRENCE
Specific objectives, application aids, learning materials, and seminar title will be customized to reflect your organization痴 unique requirements.