Mediation

Mediation

            As a leader, manager, boss, teacher, or parent, the ability to effectively mediate conflict is vital.  Conflict among team members, employees, students, and siblings inevitably will occur.  Therefore, the leader is required to act as the mediator, a neutral third party and assist “disputing parties in reaching a mutually agreeable resolution” (Kovach, 2005, p. 304).  In effort to mediate conflict, the participants must progress through stages, as listed, which highlight the essential occurrences in mediation.

1)  Preliminary Arrangements- This occurs before the actual mediation begins.  It includes the referral, the selection of a mediator, determines who will be in attendance, costs, and issues to be resolved.

2)  Mediator’s Introduction- Introduces the participants, describes the process, and sets the ground rules.

3)  Opening Remarks- A presentation of each side’s views are expressed to the mediator.

4)  Venting / Information Gathering- Inquiries are made from both parties and the mediator in effort to gain a better understanding of the issues and what caused them.

5)  Issue & Interest Identification- The mediator expresses the issues in agreeable terms in effort to heighten parties’ understanding, acceptance, and ability to find solutions.  Agenda setting, private caucus, listing options, and reality testing may ensue.

6)  Bargaining & Negotiating- The mediator helps the parties find trade-offs, which will hopefully lead to a settlement, the…

7)  Agreement, followed by closure (Kovach, 2005).

Some experts consider the opening remarks, venting and information gathering, and issue and interest identification as the most critical for a successful mediation process.  Each of these set the tone and basis of understanding and building toward a favorable resolution.  Once the disputants have openly voiced their concerns, they may begin to accept and respect one another.  If these steps are ineffective, the mediation is severely impaired.

References:

Kovach, K. (2005). The Handbook of Dispute Resolution. In M.L. Moffitt, R.C. Bordone,

            Mediation (pp.304-317). San Francisco, CA: Jossey-Bass.

Qualitative and Quantitative Data

Qualitative and Quantitative Data

            When examining the difference between qualitative data and quantitative data one must begin by defining the terms.  First, qualitative data refers to data collection expressed through incident description, actions, properties, levels, and procedures.  It characterizes and describes.  However, quantitative data is measured or calculated and is verifiable.  The results are numerically defined.  In addition, quantitative data collection is typically time and cost efficient and often considered more credible.  Yet, effectively communicated qualitative data may be deemed even more convincing.  Furthermore, it should be duly noted that generally this method requires a higher level of expertise and proficiency (Russ-Eft & Preskill, 2009).

            Qualitative data would be advantageous within an organizational assessment focused on the improvement of employee relations.  This would enable the researcher or consultant to analyze and consider behavior patterns, opinions, emotions, interpretations, and group dynamics.  The data would convey descriptions of incidents, organizational processes, and actions.

            Quantitative data would be beneficial within an organizational assessment based on defensive lines throughout the league.  As the researcher calculated the height, weight, and strength (generally determined by max bench and squats) of a given team versus their opponents, they could numerically assess which defensive lines were more dominant.  This is generally expressed by a defensive line’s average figures versus the opposition.

References:

Russ-Eft, D., & Preskill, H. (2009). Evaluation in organizations: A systematic approach

to enhancing learning, performance, and change (2nd ed.). New York:

Basic Books.