Que faites-vous si vous rencontrez un conflit entre les employés du secteur des transports ?

Allow each employee involved in the conflict to share their perspective without interruption. Actively listen to their concerns, emotions, and viewpoints to gain a comprehensive understanding of the situation. Dig deeper to identify the underlying reasons behind the conflict. Sometimes, conflicts in transportation settings can arise due to misunderstandings, miscommunication, differences in work styles, or competing priorities.

We should listen to our employees actively, we need to listen to their perspective without interrupting. Always encourage them for honest conversation and open communication. This happens many a times with us as HRs - there are n numbers of conflicts -intra and inter both ways. And what we do- simply understand their concerns separately, understand the pain points and resolve neutrally.

The industry is immaterial vis-a-vis the mediator's position. The process or methodology remains the same. As I reread William Ury's excellent book on negotiation, Getting to Yes, I contemplate his observation that people are surprised to be heard and their positions acknowledged as the result of active listening. This admirable trait makes it easier to lower the natural defenses and skepticism of the participants. Potentially, the stage is set for a more fluid discussion.

It is critical to actively listen to and comprehend the underlying problems in situations where transportation employees are at odds. Set up a mediation session where all parties concerned can communicate openly and work together to find a solution that benefits them all.

To resolve conflicts between transportation employees: 1. Address conflict directly. 2. Remain neutral and impartial. 3. Listen actively to both parties. 4. Encourage collaboration. 5. Identify solutions together. 6. Implement conflict resolution strategies. 7. Follow up to ensure effectiveness. 8. Promote positive communication and mutual respect.

I follow Bernie Meyers' advice to go Beyond Neutrality. Be a coach, advocate, ally and organizer since people in dispute are looking for more than neutrality. This is an inherent dilemma within the ADR industry. How to offer greater value as a mediator without moving inappropriately or exceeding one's prerogatives? I define neutrality as not being biased or favoring one side over the other. The above four roles are not a contradiction because the help is rendered to both sides of the conflict. It may not be equally proportional to both parties; however, it is situational and presumably allocated fairly without prejudice or preference.

taking sides can sometimes be beneficial, as it demonstrates support for one party's perspective, fostering a sense of validation and solidarity. By aligning with one party, you may better understand their position and advocate more effectively for their needs, potentially leading to a swifter and more satisfactory resolution. Taking a stance can also demonstrate leadership and decisiveness, providing clarity and direction in resolving the conflict. Moreover, showing solidarity can strengthen bonds within teams, fostering a culture of support and cohesion. Ultimately, the goal is to achieve resolution and maintain positive relationships, even if it means temporarily departing from strict neutrality.

Limiting communication and discouraging open dialogue can sometimes expedite the process by focusing on finding practical solutions rather than dwelling on grievances. Emphasize the importance of efficiency and action-oriented discussions, steering the conversation towards problem-solving rather than prolonged debate. By streamlining communication and encouraging a solution-oriented mindset, you can expedite the resolution process and minimize disruptions to workflow and team dynamics. Additionally, providing a structured framework for discussion ensures that all parties' perspectives are considered while maintaining a forward-thinking approach to conflict resolution.

Here is where the preliminary work presents its value. The straight talk, warts and all, starts at this point with the clear and realistic exchange of information. Prepare a strong questionnaire for all parties in advance. It should be customized to address the prevalent issues. It is important for the mediator to be open and receptive, but it is equally important to know the answers to the pertinent questions and points of conflict in advance. I stress the caution of suspending any preliminary conclusions based on this investigative work. Move forward into the conflict resolution arena armed with the attained knowledge, while maintaining neutrality.