In This Issue
Chapter Officers
President
Alan L. Copland
alan@alancopland.com
Immediate Past President
Kimyatta Washington
kimyatta@gmail.com
Treasurer
Sara Gregory
sara.gregory@duke.edu
Board of Directors
Kyle Dorsey
kyle.dorsey@duke.edu
Richa Gupta
rgupta04@hotmail.com
Michele A. Jackson
mjackson@wakerad.com
Jim Murphy
jmurphy@unch.unc.edu
Brian M. Wofford
brian.wofford@duke.edu
Eastern North Carolina Local Program Council
Committee Chair
Michael R. Raisig
Committee Members
Scott B. Bankard
Megan S. Booth-Mills
Jay T. Briley, FACHE
Sem Ganthier
F. Matthew Gitzinger
Sandra J. Sackrison, FACHE
Meredith B. Sclater
Kelli P. Smith, FACHE
Lee A. Syphus, FACHE
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Tips on Effective Mediation of a Dispute
Step up when you notice that a personal conflict between two employees is starting to flare up and affect the larger group’s effectiveness. Follow these simple guidelines:
- Seek an invitation. For the most part, staffers might not appreciate having you or anyone interfere without permission. However, if they seem incapable of resolving the matter on their own, do not wait for them to ask you to intervene. Let them know up front that you have noticed a problem, and offer them the choice of solving it on their own by a certain deadline or with your assistance.
- Make it clear that you will not be taking sides. Explain in advance that you intend to be objective. Although you may speak with each employee separately, explain that you will pass along what each person tells you, to give the other person a chance to verify and also clarify.
- Pass along criticism and comments. Sharing positive remarks as well as negative comments allows each person to see the merit in the other person’s position.
- Point out miscommunication and misperceptions. The employees’ relationship may be suffering because of wrong information, invalid assumptions, misjudged intentions or incorrect conclusions. Tell them what you see, remind them of their common goals and needs and ask them to suggest solutions.
- Keep the lines of communication open. After they resolve the issue, look for or create opportunities for them to interact occasionally. Recognize and reward positive actions that contribute to open communication.
Adapted from “Change Crisis-Management Approach” Communication Briefings, November 2010; (800) 791-8699; www.briefingsmediagroup.com.
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