Conflict Resolution: The Five Conflict Handling Modes

1) The five conflict handling modes are avoiding, competing, accommodating, compromising, and collaborating.

The avoiding handling mode is categorized by low assertiveness and cooperation. The conflict is not being resolve or directly addressed. Over avoiding can contribute to resistance and resentment over time. Failure to use avoiding as a handling mode can be a problem when it can be useful as a tool to cool of a conflict before further addressing it in another manner.

The competing handling mode is categorized by high assertiveness and low cooperation. A competitive individual seeks to reach their preferred outcome that will satisfy their needs and wants at the expense of other individuals. Over competing can lead to ignoring others

wants and needs and ultimately might lead to ignoring important concerns. The competing handling mode can be used appropriately when the goal requires quick action and there is little hope of an agreement otherwise.
The accommodating handling mode is categorized by low assertiveness and high cooperation.

An individual who accommodates will put aside their own goals in favor of the needs of others. Over accommodating can lead to ones own needs and wants to not be taken into consideration. Under use of accommodating can lead to the other individuals needs and wants not being considered.

The compromising handling mode is categorized by equal levels of assertiveness and cooperation. Under this handling mode both parties have similar goals and work together to meet each other halfway. Overuse can lead to long-term drawbacks since it might offer a short-term solution. Underuse can lead to ignoring the wants and needs of an individual party or both.

The collaborating handling mode is categorized by high assertiveness and cooperation. This mode involves both sides to work together towards a solution that meets the goals and objectives of all persons involved. This can be the ideal handling more in addressing a conflict. However, it is the most time consuming.

2)
Facilitative mediation, the mediator structures the process to assist the parties in reaching a mutually agreeable resolution. The mediator asks questions; validates and normalizes parties' points of view and assists the parties in options for resolution. The facilitative mediator does not make recommendations to the parties, give his or her own advice or opinion as to suggest the outcome of the case. The mediator structures the process, while the parties are in charge of the resolution.

Evaluative mediation, the mediator assists the parties in reaching resolution by pointing out the limitations of their cases, and predicting what a judge likely rule. The mediator might make recommendations to the parties as to the outcome of the issues. Evaluative mediators are concerned with the legal rights of the parties rather than needs and interests. They help the parties and attorneys evaluate their legal position and the costs vs. the benefits of pursuing a legal resolution rather than settling in mediation. The evaluative mediator structures the process, and directly influences the outcome of mediation.

Transformative mediation, the mediator tries to empower each of the parties as much as possible, and helps the parties recognize the other parties' needs and interests.

Transformative mediators want to allow and support the parties in mediation to control the direction of their own process. In transformative mediation, the parties structure both the process and the outcome of mediation.

3)

Stage 1: Mediator's opening statement. After the disputants are seated, the mediator introduces himself to everyone, explains the goals and rules of the mediation, and encourages the parties to collaborate toward a resolution.

Stage 2: Disputants' Opening Statements. Each party in their own words explains what the dispute is about and how they have been affected by it, and how they want to resolve it. While one person is speaking, the other party cannot interrupt.

Stage 3: Joint Discussion. The mediator brings the parties together to start talking directly about what was said in the opening statements. The issues that need to be addressed are also determined at this

time.

Stage 4: Private Caucuses. The private caucus is a chance for each party to meet privately with the mediator to discuss their position and new ideas for settlement. These private meetings are considered the confidential unless given permission to disclose.

Stage 5: Joint Negotiation. After caucuses, the mediator brings the parties back together to discuss further.

Stage 6: Closure. This is the end of the mediation. If an agreement has been reached, the mediator may put its main provisions in writing. If no agreement was reached, the mediator will review the current progress that has been made and discuss their options, such as meeting again or going to court.

4)
Reality testing, allows the meditator to help the parties step back and get a more inclusive perspective. Through reality testing the mediator helps the person see the divide in their position for themselves and thus allowing a more structure thought process.

BAT/WATNA, it allows the mediator to demonstrate the best alternative or likewise worst alternative to a case. The goal is to have both parties acknowledge that there are options and clearly one might be better then the other. Often helps the parties see that failing to come to an agreement is not the solution they are after.

Flip side, involves asking one party to see the dispute from the perspective of the other party. The idea that after acknowledging the perspective of the other party it might allow for more alternatives to derive to solve the conflict.

5)
Step 1: Create an effective atmosphere, mentally prepare yourself to understand what exactly you want to discuss with the individual. Pick a location that is appropriate and a time that works for both parties.
Step 2: Clarify perceptions; clarify what the conflict is really about, use effective listening skills and clarify realistic expectations.
Step 3: Needs and interest, Address and identify each parties needs and interest
Step 4: Build share positive power, develop positive power, remember to clarify anything you don’t understand and ask questions.
Step 5: Look to the future first, then learn from the past, romancing the past is not looking forward learn from the past but look forward at the goal.
Step 6: Generate options, mention a resolution and brainstorm plausible options.
Step 7: Develop doables, make plausible small options that can be agreed upon right away
Step 8: Make mutual beneficial agreements, ultimately decide on a solution that meet both parties needs and interests.