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as they talk more, get even more worked
up. As the mediator, you must make sure
both parties remain as calm as possible
and stay focused on the topic at hand if
they begin to stray. Direct and redirect the
conversation if tempers flare so the situa-
tion doesn't turn hostile.
• No bullying. Assess the personalities of
the combatants before the meeting. Is one
stronger or quieter than the other? Some
arguments might involve staffers who both
have strong personalities and end up bully-
ing each other, refusing to back down from their stances.
Know whom you're dealing with before the meeting starts, so you
have an idea of how actions will be shared or explained. A strong per-
sonality can be perceived as the bully. She might attempt to steer the
conversation her way or intimidate the other person by interjecting to
accuse the other person of lying or by denying each point made
against her.
Some staff members don't feel comfortable coming to you for help,
and will only do so in a last-ditch effort to save the situation. You
must act as the go-between in the room, ensuring both parties, regard-
less of their personalities, have fair opportunities to express their
opinions.
The next steps
After you've heard the issues from both individuals, determine what
other steps you need to take. Perhaps the opportunity to vent their
frustrations in an open and honest dialogue will release some of the
tension and convince them to recommit to working together in a
Ms. Daley will discuss sure-fire
solutions to your toughest
staffing challenges during a
special workshop at
OR Excellence, Oct. 14-16 in
San Antonio (orexcellence.com)
