Conflicts in the workplace are unavoidable. Differing opinions, communication gaps or misunderstandings can lead to tensions. How these conflicts are resolved not only influences the working atmosphere, but also productivity and employee satisfaction. Neutral mediation is particularly important here – whether by a manager or an uninvolved colleague. The ability to to moderate fairly and impartiallyis essential for sustainable conflict resolution.

Studies, including the investigations of François Cooren et al. (2022)¹ show that active listening, open communication and an interest-based approach can make a significant contribution to de-escalation. In this article, you will find out which methods have proven effective and how you can manage conflicts professionally.

The core competencies of neutral mediation

1. Active listening as the key to understanding

The basis of any successful mediation is active listening. It is not just about what is said, but also about recognizing the emotions and needs behind the statements. Repetition, asking questions and mirroring emotions help to gain the trust of the conflicting parties. Active listening means confirming the other party by asking questions and repeating key statements, thus creating a deep understanding. François Cooren and colleagues¹ emphasize in their study that the ability to perceive both verbal and non-verbal cues is crucial to understanding conflicts on a deeper level. Especially in emotionally charged conversations, active listening helps to reduce tension and build trust.

2. Enable open communication

In addition to listening, promoting open communication is essential. Many conflicts arise because important information or unspoken feelings are not communicated transparently. Open and respectful communication is therefore essential. A mediator should create an atmosphere in which all parties involved can present their point of view without fear of judgment or negative consequences.

According to Otto Federico from Feigenblatt² open communication is not only the best way to de-escalate, but also to develop joint solutions that are acceptable to all sides. It is crucial that the mediator remains neutral and does not favor either party.

3. Focus on interests rather than positions

Gaffney³ emphasizes that this approach paves the way for creative and sustainable solutions that meet the needs of all stakeholders.

4. Developing emotional intelligence as a mediator

Emotional intelligence is another key skill that a mediator should master. Conflicts are often emotionally charged. A mediator should therefore be able to both regulate their own emotions as well as recognize the feelings of others and remain calm in tense situations. According to Cooren et al,¹ a high level of emotional intelligence significantly improves the quality of conflict resolution.

5. Setting structure and clear rules for mediation

A structured process provides security. Clear rules should be established before the meeting, such as

✔ Maintaining confidentiality

✔ Each party gets the same amount of speaking time

✔ Do not allow any interruptions

Karl W. Kuhn⁴ shows in his studies that such rules not only provide orientation, but also help to balance power imbalances and create a constructive atmosphere.

This ensures that everyone involved feels equally heard and that the conversation takes place in an orderly manner.

Despite all efforts, however, it is a challenge to maintain true neutrality. Personal biases, organizational pressure or power structures can influence a mediator’s perceptions and decisions. Bernadine Van Gramberg and Julian Teicher⁵ point out that awareness of these potential pitfalls and regular self-reflection are crucial to maintaining neutrality.

Conclusion: Seeing conflicts as an opportunity

The ability to moderate conflicts neutrally is a valuable tool for a healthy working atmosphere. The methods presented here – active listening, open communication, focusing on interests, emotional intelligence and clear discussion structures – help to resolve conflicts sustainably and strengthen trust within the team.

Sources

• Cooren, F., Matte, F., Taylor, J. R., & Vasquez, C. (2022). The Work of Conflict Mediation: Actors, Vectors, and Communicative Dynamics. PMC. Available at: https: //pmc.ncbi.nlm.nih.gov/articles/PMC8862124
• von Feigenblatt, O. F. (2020). Mediation for Management: Dealing with Conflict in the Workplace. Harvard Scholar. Available at:
  https://scholar.harvard.edu/files/ottovonfeigenblatt/files/mediationformanagement-otto.pdf
  
• Gaffney, I (2022). Impartiality and Neutrality in Mediation. Maynooth University. Available at: https://ojs.maynoothuniversity.ie/index.php/jmaca/article/download/57/50/206
• Kuhn, K. W., et al. (2019). The Long-Term Effectiveness of Mediating Workplace Conflicts. MIT Direct. Available at: https://direct.mit.edu/ngtn/article/34/3/243/121617
• Van Gramberg, B., & Teicher, J. (2006). Managing Neutrality and Impartiality in Workplace Conflict Resolution: The Dilemma of the HR Manager. SAGE Journals. Verfügbar unter: https://journals.sagepub.com/doi/10.1177/1038411106066396