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A Transformative Approach to Conflicts: What Does Mediation Tell Us?

Updated: Jan 31



As emphasized in our previous writings, conflicts are inevitable wherever human relationships exist. How these conflicts are managed also determines the outcomes that arise. An effective conflict intervention can transform the existing state of conflict between parties, providing a supportive and transformative resource for individuals or groups experiencing the conflict. In this context, negotiation and mediation are among the most widely used intervention tools. In this article, we will focus on the mediation method and examine how it can provide support to individuals and organizations.

 

In its simplest definition, negotiation is when the conflicting parties come together to try to resolve the dispute at hand. Mediation, on the other hand, involves a third party facilitating the resolution of the problem. It is often referred to as “third-party intervention” in various sources. This third party is defined as a mediator, whose primary goal is to help find solutions acceptable to all parties.

 

Although professional mediation intervention may appear to be a formal process, it is actually a familiar practice widely used in society. In many contentious situations we encounter in daily life—such as within families, among neighbours in a neighbourhood, at work, or at school—we sometimes find ourselves asking a friend or someone we trust to intervene to help solve problems. Factors such as power imbalances between the parties experiencing the conflict, lack of experience, or contentious situations that may prevent direct communication can create a need for such third-party intervention. However, understanding how this intervention can be conducted within a certain system is crucial for properly utilizing this tool when seeking support for conflict resolution or when we need to intervene in other conflicts.


 

Types of Mediation: Different Methods and Roles

 

The wide range of applications of mediation has required the development of different mediation approaches tailored to various needs and types of conflict. Accordingly, there are three types of mediation distinguished by their methods of involvement in the conflict:

 

1.     Facilitative Mediation: This is a type of mediation where the mediator does not clearly direct the parties or make explicit suggestions. In this type of mediation, the mediator enables the parties to come together and establish a dialogue. It strengthens communication regarding potential solutions.

2.     Evaluative Mediation: In this type of mediation, the mediator goes beyond merely guiding the parties toward a conclusion by providing suggestions and advice.

3.     Transformative Mediation: This form of mediation focuses on the relationships between the parties, proposing long-term and sustainable solutions. The primary aim in this type of mediation is not just to produce a short-term solution, but to strengthen the relationship between the parties and support long-term cooperation.

 

Moreover, the application of mediation in specific situations, different environments, and cultural contexts has led to diversities in both the roles of mediators and the methods employed. Christopher W. Moore describes three broad types of mediators, classified according to the type of relationship they have with the involved parties: social network mediators, authoritative mediators, and independent mediators. This classification mainly pertains to mediators engaged outside of legal obligations, and their effects and functions can be summarized as follows:

 

1.     Social Network Mediators: Such mediators can be friends, neighbours, colleagues, or even religious figures, respected community leaders, or elders known to all parties, who may have an ongoing relationship with them. Generally, their reliability, experience, and the trust we place in their sincerity influence our choice of them.

2.     Authoritative Mediators: Individuals who hold authority over the parties (e.g., managers, leaders) assume this role. They intervene when a quick resolution of the conflict is necessary and possess the power to direct decisions.

3.     Independent Mediators: An external mediator who has no direct relationship with the parties manages processes from a neutral perspective.

 



Effective Use of Mediation: What Steps Should Be Taken?

 

In the context of conflict resolution, we often proceed with a transformative mediation approach in our fieldwork with various organizations. Through this approach, we encounter examples that support the establishment of long-term, sustainable, and peaceful steps within the organizations we work with and their target groups. However, knowing the fundamental steps that need to be taken to achieve these results and making arrangements accordingly is essential:

 

1.     Understanding and Analyzing the Conflict: 

In mediation processes, before rolling up our sleeves for solutions, it is crucial to identify the sources of the existing conflict, its current stage, its causes, and who the parties might be, as well as to understand their situations and needs. Additionally, recognizing any power imbalances and/or underlying issues between the parties is essential.

 

A roadmap that details this process and facilitates the identification of obstacles and opportunities ahead is necessary. Particularly in conflicts that have been ongoing for a long time, it may become more challenging to see all these points and encounter a series of complicated factors. At this point, conflict analysis tools come to the rescue, helping clarify the situation before mediation intervention and determine the roadmap. This is an important first step. Most conflicts have multiple causes, and the mediator's job is to uncover them and create steps to facilitate action among the parties.

 

2.     Planning The Steps and Creating a Suitable Environment for Dialogue: 

After understanding and analyzing the conflict with all its dynamics and components, we must seek answers to the following questions before bringing the parties together: How can we involve the parties in the resolution process? What sources of conflict can we transform? What kind of environment do we need to create for this? After finding answers to these questions, we can move to the planning phase. Here, it is essential to create an environment where the parties feel safe and assured that their sharing will not pose a threat to them.

 

3.     Dialogue Time: Looking for Mutual Solutions: 

This is when the negotiation process begins. With the help of the mediator, efforts are made to reach outcomes that all parties can accept using a win-win approach. Non-violent and effective communication techniques aim for all parties to understand how the existing conflict affects them. This mutual understanding point accelerates the process of transforming relationships and finding lasting solutions.

 

The duration of this third step, in other words, the frequency of meetings necessary for resolution, is determined by the dynamics of the negotiation and the management of the mediator. However, if we are seeking long-term solutions, what matters is not only focusing on the solution but also on the process.

 


Outcomes

 

Mediation processes can serve as an important tool for change for individuals and communities, beyond merely being a problem-solving tool. In this regard, its use is widespread in both institutional policy development processes and capacity-building processes. 

Organizations that integrate conflict resolution and mediation strategies into their institutional policies can create a transparent and cooperative working environment by strengthening their internal structures. Rather than ignoring potential conflicts, a progressive organizational policy that views them as opportunities for transformation will not only enhance productivity in the workplace but also strengthen the quality of the services provided by the organizations and their impact on society.

 

On the other hand, organizations and individuals benefiting from conflict resolution and mediation training during capacity-building processes can support the strengthening of existing relationships by developing their skills in this area, producing more peaceful, inclusive, and collaboration-promoting solutions. Individuals with this approach will be more inclined to seek long-term and sustainable results.

 



Who Should Use It?

 

Mediation can be used as a solution tool wherever there is conflict. This method provides an effective approach not only in interpersonal relationships but also at the group level and between groups. With its strengthening and transformative effects on existing relationships, it is widely used in schools, NGOs, public and private sector organizations, within teams or among different stakeholders, as well as within families—in short, in any area where relationships exist. 

When we refer to "use," we mean not only approaching a conflicting situation with direct third-party intervention but also strengthening existing structures and/or individuals through policies and training developed from this perspective. Such strengthening will play a "preventive" role against potential conflicts, contributing to the establishment of fairer and more resilient relationships in the long term.

 

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In conclusion, the conflict resolution and mediation approach encourages us to seek "win-win" solutions in interpersonal relationships and institutional structures, supported by the idea that "another way is possible." Furthermore, it provides an important roadmap. Although this approach may seem longer and more challenging, when managed correctly, it is a strengthening process that ensures transformation and sustainability. Adopting this approach, based on the assumption that every conflict can be a learning opportunity, is a courageous and significant step toward building more constructive and resilient relationships. :)

 

Thank you for reading our post! At Conflictus, we eagerly await your feedback and insights.


Dilara Gök

Conflictus Conflict Resolution Training and Consultancy

🔗 Learn more about our services: Conflictus Website: https://www.conflictus.co/en

📧 Contact us: info@conflictus.co 



C. W. Moore, The Mediation Process, 2nd ed. San Francisco: Jossey-Bass, 1996, pp. 66–67. 

Moore, Christopher, W. "Ch 2: How Mediation Works"

Beriker, N. (2016). Conflict resolution: The missing link between liberal international relations theory and realistic practice. In D. J. D. Sandole, S. Byrne, I. Sandole-Staroste, & J. Senehi (Eds.),The handbook of conflict analysis and resolution, Routledge

Peter T. Coleman, The Handbook of Conflict Resolution (3rd ed)

Gwen Olton, From Conflict to Community: Transforming Conflicts Without Authorities,, 2022Folger, Joseph P., et al., editors. Transformative Mediation: A Sourcebook. Institute for the Study of Conflict Transformation, 2010.

Sandole, D. J. D., Byrne, S., Sandole-Staroste, I., & Senehi, J. (Eds.). (2016). The handbook of conflict analysis and resolution. Routledge


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