BBI of Chicago
The importance of mediation to the business manager
By: Rubia Telles de Souza Vidal.
Based on a critical standpoint, it is noticeable that a negotiation based on a systemic managerial view involves the relevant role of the mediator in allowing for the learning of both sides of a conflict and guaranteeing the elaboration of solutions for these problems, not outsourcing it. The mediator’s role also consists in providing more efficient decision-making, lowering emotional distress, reducing costs, increasing secrecy, and facilitating the communication of interpersonal relationships in the corporate environment (WARAT, 2001).
It is important to note that conflict is a byproduct of social processes, but the answer to these problems can make them positive, negative, or destructive. One must consider the way the problem is solved if the means were violent or not. To develop a peaceful culture in management, it is necessary the change behaviors and beliefs, until it reaches a point where conflicts are solved naturally and peacefully, through compromises (SALES, 2007).
Conflicts and their mediations are of major importance and debating about these aspects is a way of growing, keeping in mind that coexisting with others when there are converging attitudes, thoughts, and opinions, makes it harder not only for the manager but also for the employee. Therefore, maturity, self-control, and more importantly, an adequate positioning for dealing with these situations are essential (CUNHA; SILVA; MOREIRA, 2003).
The importance of exercising dialogue when reading the world to be unveiled for the person lies in the possibility of transforming oneself and transforming the reality in which one is inserted, becoming acting consciously in a negotiation. Dialogue must not be seen as just a method of getting results or as a tactic to befriend employees. This would make dialogue a manipulative technique instead of being a moment of reflection on reality and how to make it better. (VASCONCELOS, 2014).
Mediation is considered a procedure that balances and harmonizes relationships with spontaneous and secret specificity, guided by a neutral third person called a mediator, who creates a negotiation between two sides of a conflict and helps them commit to attitudes that result in a solution. Therefore, the business manager as a mediator seeks to approach people in conflict, investigating and creating favorable conditions to awaken virtues such as equality, benevolence, and support (ALYRIO; ANDRADE; MACEDO, 2014).
ALYRIO, Rovigati Danilo; ANDRADE, Rui Otávio Bernardes de; MACEDO, Marcelo Álvaro da Silva.
Princípios de Negociação Ferramentas e Gestão. 2ª Ed. São Paulo: Editora atlas S.A. 2014.
CUNHA, P.; SILVA; P. I.; MOREIRA, M. Estilos de gestão de conflito nas organizações: uma contribuição para a prática construtiva da resolução de conflitos. Recursos Humanos Magazine, v. 29, n. 4, p. 42-52, 2003.
SALES, Lília Maia de Morais. Mediação de conflitos. São José: Conceito, 2007.
VASCONCELOS, Carlos Eduardo de. Mediação de conflitos e práticas restaurativas. 3ª ed. Rio de Janeiro: Método, 2014.
WARAT, Luís Alberto. O ofício do mediador. Florianópolis: Habitus, 2001.