Roanoke Times
Copyright (c) 1995, Landmark Communications, Inc.
DATE: SUNDAY, May 28, 1995 TAG: 9505270003
SECTION: BUSINESS PAGE: F3 EDITION: METRO
SOURCE: CAMILLE WRIGHT MILLER
DATELINE: LENGTH: Medium
A: Kathy G. Stockburger, executive director of Conflict Resolution Center, says mediation is one method of conflict resolution. Conflict resolution is an umbrella topic for negotiation between two or more parties whether it involves mediation, arbitration or court proceedings.
Stockburger sees clear differences among the forms of conflict resolution. Conflicts resolved in courts ``are a public process using a third party'' to provide resolutions. Arbitration also uses a third party, with the conflicting parties agreeing in advance to abide by the decision of the arbitrator.
Negotiation happens when parties have a ``vested interest in the outcome and discuss their wants and needs until they reach agreement.'' Unlike courts and arbitration, individuals in negotiation can halt the process at any point.
Mediation, Stockburger explains, uses a ``third party who doesn't render a decision. Mediation is the equivalent of facilitated negotiation. The mediator empowers parties to come to a resolution.''
Skilled mediators offer ``a new model for resolving problems and lets them work through the problem themselves. People feel like winners'' because they're involved in creating the resolution.
Company-supported mediation underscores that autonomy, individual worth and empowerment are valued. The alternative is to have supervisors create and enforce changes in working relationships.
Entering mediation with an open mind and honest desire to resolve problems will help resolutions emerge more quickly. Welcome the opportunity.
Q: A co-worker uses the photocopier and postage meter for personal use, contrary to company policy. Initially, the use was occasional; however, the abuse is now frequent. Should I blow the whistle?
A: Your concern for ethical behavior is admirable. The reality, though, is that whistle blowers often suffer harsh consequences ranging from being shunned by co-workers to unfavorable performance reviews. It's unfortunate.
If whistle blowing were rewarded, there would be far fewer unethical acts in the work world. While theft is theft, no matter the size of the larceny, you need to consider your own career.
Rather than turning your co-worker over to your supervisor, first approach your co-worker and state that ``At some point, the copier and meter are checked for volume use. You may want to make personal copies elsewhere and use standard postage to avoid endangering your job.''
You aren't responsible for this person's actions; however, alerting the individual to rules and consequences could be helpful if the co-worker is unaware of the rules.
If your co-worker fails to heed the warning, advise your supervisor that the copier and meter are receiving very high use. Suggest that employees may not realize personal use of equipment is forbidden. You needn't name the guilty party. It is the supervisor's charge to investigate and enforce rules.
Responsibility for ethical behavior extends to everyone in an organization. Beyond the issue of compliance, there's the reality that theft reduces profit, which costs everyone.
Providing only a general alert to your supervisor should protect you from whistle-blowing consequences while allowing you to adhere to your ethics.
Q: I have a ``troublemaker'' in my department. How do I prevent this individual from negatively orienting new employees?
A: While you can't prevent negative employees from influencing new employees, you can minimize the damage by fostering relationships with stronger employees. Rather than telling new hires which people to avoid, reinforce alliances with positive role models.
Identify employees who have excellent habits and attitudes. Request their help in forming a mentoring crew. Meet with them and explain that they've been selected because of work styles and attitudes. Ask them to assist actively in the cultural orientation of new employees.
Introduce new employees to all co-workers, then assign each new worker to a mentor. Tell the new employee that ``Mr. Jones is one of our most admired employees. If you have any questions about any aspect of your work or workday, please ask Mr. Jones first. If you follow his lead, you'll do very well here.'' Be very positive in your introductions.
Give extra effort to keeping your door open for new employees; access to you and positive workers can offset negative messages.
Avoid making negative statements about problem employees to other employees; this reinforces your professionalism and reduces potential lawsuits.
by CNB