Here's how you can promote fairness and impartiality in conflict resolution processes.

Ensure fairness and impartiality in conflict resolution. Establish clear ground rules that everyone respects. Golden fairness builds trust and unity. Effective leaders navigate conflicts with integrity, setting the stage for resolution. Embrace this golden principle for harmony and success.

Clearly defined procedures and guidelines are fundamental to ensuring fairness and impartiality in conflict resolution. All parties involved should be made aware of the process from the outset, including the steps involved, the roles and responsibilities of each participant, and the expected outcomes. Transparency in the procedures helps to build trust and credibility in the process, reducing the perception of bias or unfair treatment.

A good first step in conflict resolution is to begin with a clear establishment of values. Whether the conflict is personal or professional, it helps all parties to understand not only what behaviors are acceptable, but also why they are important. By clearly stating a set of commonly agreed-upon values, you can develop the right ground rules and elevate the conversation beyond a simple list of dos and don’ts. This approach frames the entire dialogue in more positive and aspirational terms.

Many people approach conflict resolution as a chance to win an argument, listening just enough to position their next point. However, this approach often leads to one perspective dominating over the other, rather than true resolution. Real resolution happens when both parties work together to create a win-win solution, ensuring that each person's non-negotiable needs are met and leaving everyone with a sense of satisfaction. The only way to achieve this win-win outcome is to truly listen to each person’s needs and perspectives and to figure out how to create a solution that reflects these.

Many think that if they give a concession, listen or compromise, they are weak, won't be taken seriously, and will be walked over in conflict resolution. But the truth is those who listen, give concessions and compromise are in the 'power seats' as leaders and conflict resolvers. One of the rules of influence is reciprocity and yet so few are willing to be the first to be generous, including being a generous listener, to show interest in another perspective, cares or concerns and what they want, as if that's weak. The reality is that it's strength because it creates a joyous process, where people's trust rises and obstacles are easier to overcome. We need to move past the old "5 paces at noon" to a more human-centric focus.

Begin by establishing clear, unbiased procedures that all parties understand. Train mediators to recognize and mitigate their own biases. Encourage open communication and active listening to ensure all voices are heard equally. Use objective criteria to evaluate the issues, and document decisions transparently. Foster a culture of respect and empathy, where everyone feels valued. By embedding these principles, you create a fair and impartial environment that promotes constructive conflict resolution

Separate Facts from Emotions: Conflicts often involve strong emotions, which can cloud objectivity and hinder fair and impartial decision-making. It is essential to separate facts from emotions during the conflict resolution process. Encourage parties to focus on objective information and evidence while acknowledging and validating their emotional experiences. Provide opportunities for emotional expression in a constructive and respectful manner.

For many of my clients, they are often unaware of their own assumptions—whether it is an assumption about how the other person thinks or feels, or the simple assumption that conflict or bad experiences with this person in the past will inevitably repeat themselves. These internal narratives can significantly impact one's ability to resolve conflict constructively. In my coaching practice, we unpack the basis for these assumptions, test their validity, and strategize ways to change approach or perspective so they do not impair the outcome of the resolution process.

As humans, we all make assumptions and have biases. As a mediator, in pre-mediation, I unpack thoughts, assumptions, narratives, and biases so that there is space for a person to consider looking for evidence that doesn't support their assumption or bias and that allows them to get closer to the truth. The top 1% of leaders are great negotiators. They are willing to be vulnerable, showing they don't have all the answers or all the facts, their way or the highway. So, they come to any conversation or conflict resolution with a learning mindset, are willing to learn, see where they got it wrong or right, and shift their views. This is where the true magic happens - because they are aware of their assumptions and biases.

I disagree. Consensus isn't the goal to reach a resolution. Respect is one goal. Respect is seeing others as doing their best, with what they have, who they are and respecting their view of the world and the dispute. Telling the truth is another goal. Otherwise, we harm ourselves and others. The long-term cost is embarrassment and regret. What one person may see as fair, another won't, and fairness may never be agreed upon but it doesn't stop resolution as both parties have to compromise (not necessarily agree) Keeping integrity is a BIG goal on the way. Actions that support our genuine desires and values to reach a resolution, creating a joyous process and a result that everyone can live with, are key.

Be authentic; that builds trust Show up as your best self - you will be motivated to do the right thing - it builds trust. Use the influence levers (ethically): -Reciprocity: When someone does something for you, you feel a social obligation to reciprocate -Commitment and Consistency: Once people commit to something, they are more likely to follow through with it. This principle relies on the desire to appear consistent in one's actions and decisions. Small initial commitments can lead to larger actions aligned with the initial decision. -Liking: Individuals are more likely to be influenced by people they like: cooperative behaviour contributes to the liking principle. Building rapport and finding common ground can enhance this influence.

Of course, listen to both sides, but in addition to that, make sure you are listening to understand and not agree. Avoid forming your conclusion on who you believe or who resonates with you. When I was a case manager working with families, the majority of my work was dealing with separating/divorcing parents who made allegations against each other. To maintain impartiality and the integrity of working with the family unit, I maintained a consistent, professional tone with all family members; I gave everyone resources as appropriate and followed up with all parties. I made sure not to disclose what was said to the other party—the view of not forming my conclusion assisted with maintaining boundaries and having a healthy work environment.