As we were preparing for the Coaching Skills for HRBPs training, we gathered real-life work cases that HR professionals face daily. Conflicts were at the top of the list of challenges—both between employees and between employees and managers. In this context, we invited Garabed Barakian, certified mediator (Sporazumenia Association, IMI Qualified Mediator), to discuss the role of HR professionals in resolving conflicts and when it is appropriate to seek professional mediation.
When Can HR Professionals Themselves Take on the Role of Mediator?
Mediation is a voluntary method of dispute resolution, where a third, neutral party—a mediator—supports the parties in reaching a mutually acceptable agreement. The mediator manages the interaction and encourages constructive communication through specialized techniques, creating space for dialogue and managing the emotions of the conflicting parties.
HR professionals play a vital role in shaping an organization's structure and fostering a positive workplace culture. In this sense, their main responsibility is to act as mediators in intra-organizational and team conflicts.
Effective conflict management begins with the early identification of tension in the organization or team. The HR specialist must be vigilant for signals of an emerging problem and take preventive actions. In an already existing conflict situation, they must approach neutrally and objectively, listen carefully to all affected parties, and support the analysis of the conflict, clarification of positions, and joint reaching of a solution that satisfies the interests of each party. We are the ones who must facilitate communication, create conditions for open conversation, and direct the discussion towards finding common interests (rather than getting stuck on personal positions) to find a mutually beneficial solution.
As HR professionals, we can successfully mediate conflicts of lower intensity, those arising from communication misunderstandings or related to work processes. It is important that there is trust in the people from the HR department and that the specialist possesses basic mediation skills.
In Which Situations Is It Advisable to Seek an External Mediator?
HR professionals can take on the role of mediator when the conflict is internal and has not escalated to a level that requires external intervention—resolving a legal case or mediating a conflict between the company (or its employee) with external people or organizations.
An external mediator is recommended when the conflict has escalated seriously, involves senior management, and has potential legal consequences, or when internal attempts at resolution have been unsuccessful. In such situations, the external expert can provide greater objectivity and, with their neutrality, open the door to finding new ways out of the conflict case. Since HR professionals are employed by the employer and ultimately protect its interests, it is not appropriate for them to mediate formal disputes between an employee and employer after the formalization of a decision that is expected to be implemented. In this sense, it cannot be assumed that they can perform the role of an impartial mediator. They can mediate at earlier stages in internal discussions about a given decision before it is finally taken and implemented.
What Techniques Can HR Professionals Use to Guide the Conflict Toward a Constructive Resolution?
The arsenal of techniques is rich. It starts with active listening and rephrasing of negative messages that hinder constructive dialogue. It is important to identify the common goals and interests of the parties. We can use brainstorming to generate possible solutions, focus the discussion on the problem rather than the person, and ask questions that provoke reflection.
At the core of constructive conflict resolution is a deep understanding of the viewpoints of all participants. That is why it is extremely useful to discuss with each of the participants in the situation what the problems, needs, and priorities are in the specific case, as well as what options they see for resolution. This individual approach gives us valuable information and helps each party feel heard and understood.
After gathering this information, the next step is to jointly discuss the options that could satisfy everyone. The role of the HR professional in this context is to facilitate the discussion, encourage the search for common ground, and prevent the conversation from becoming stuck in irreconcilable positions. An important moment is to help prioritize all stated interests—both the personal goals of each and the goals of the company. This allows us to see where there is overlap and where compromise is needed.
Then we can move to a more creative phase, imagining together the best possible outcome of the situation for each of the participants and coming up with different creative options for achieving it. Often, stepping outside the boundaries of familiar solutions leads to unexpectedly good results.
After we have several possible options, it is important to help evaluate the pros and cons of each of them. This structured approach helps with objective evaluation and informed decision-making.
All these steps, skillfully led by the HR professional, can turn a potentially destructive conflict into an opportunity to strengthen the team and improve work processes.
How to Build Trust and Create Space for Open Dialogue Between Conflicting Parties?
Building trust is a key skill in conflict management. Trust is the foundation on which every successful conflict resolution is built. To build it, several conscious steps must be taken.
First of all, we must guarantee complete confidentiality. Conflict participants must feel secure that the information they share with us will remain confidential. This creates a sense of safety and encourages them to be more open.
Second, as already mentioned above, is the need to demonstrate impartiality. The HR specialist must not take sides but be perceived as a neutral intermediary striving for a fair solution for all. Any doubt about our objectivity can destroy fragile trust.
The next important step is active listening and encouraging empathy. We must be an example of how to carefully listen to the other, how to ask clarifying questions, and how to attempt to understand the opponent's point of view. We must also encourage the participants themselves to put themselves in the other's shoes.
It is important to validate the feelings and experiences of all parties. Even if we do not agree with certain behavior, we must acknowledge the emotions behind it. Expressions like "I understand that you feel..." can be very soothing and open the door to more constructive dialogue.
Focusing on facts, rather than assumptions and personal attacks, also helps build trust and create a more rational discussion.
It is useful to set clear rules for communication during meetings—for example, one person speaks at a time, avoiding insults and interruptions. This structures the conversation and helps maintain respect between participants.
And most importantly—we must show sincere respect for all participants, regardless of their positions in the conflict. When people feel respected and heard, they are much more inclined to participate in an open and honest dialogue and to seek a solution to the problem together.
What Are the Common Mistakes in Conflict Management and How to Avoid Them?
Unfortunately, common mistakes include avoiding or delaying conflicts, which leads to escalation. To avoid this, we must intervene early and proactively. Another mistake is taking sides, which undermines trust. We must remain neutral and objective. Rushed decisions are also a problem, so it is important to take time to understand the situation. Focusing on positions rather than the facts and interests of the parties can deepen the conflict, so we must direct efforts toward constructive solutions. Neglecting emotions can lead to disagreement, so we must acknowledge and validate them. The lack of follow-up can lead to the recurrence of the conflict, so we must monitor the situation. And finally, the attempt to impose a solution is often not well received, so we must encourage collaboration.
And how can we avoid these traps?
To avoid them, we must apply the basic principles and techniques known from mediation. First, we must listen actively and understand the viewpoints of all parties. This means giving each person the opportunity to express their opinion without interruption, asking clarifying questions, and trying to see the situation through their eyes.
Second, we must maintain neutrality and direct attention to the facts and interests of the parties in conflict. Emotions often escalate during conflict, but it is important to focus on objective data and avoid personal interpretations or assumptions. We must explore the interests behind the positions and seek joint solutions. Often, parties focus on specific demands, but the real needs and desires may be different. If we understand these interests, we can find creative and mutually beneficial solutions that satisfy more than one party.
In addition to these basic principles, it is important to intervene early, before the conflict has escalated too much, to devote enough time to understanding all aspects of the situation, to seek solutions rather than blame, to acknowledge and validate the emotions of the participants, and not to forget to monitor the implementation of the agreements reached. Only in this way can we turn conflicts into opportunities for growth, rather than sources of tension and division.
How to Turn Conflict Into an Opportunity to Improve Team Dynamics?
This is a key question because the right perspective can completely change the way we deal with conflicts. Instead of seeing them as a threat, we must see them as valuable feedback and a chance for growth.
First, conflicts often point to hidden problems in the organization and team that would otherwise go unnoticed. It could be ineffective communication, unclear roles and responsibilities, unfair task distribution, or even disagreement with certain work processes. By bringing these issues to the surface, the conflict gives us the opportunity to address and resolve them.
The very process of conflict resolution improves team communication. When people are forced to express their views, listen to others, and seek common solutions, they develop better communication skills.
Successfully going through a conflict strengthens understanding and empathy among team members. When they learn to see things from others' perspectives and understand their needs, it leads to greater empathy and better relationships.
Overcoming a conflict together can significantly build more trusting relationships in the team. When employees see that they can rely on each other and that they can find solutions even in difficult situations, it strengthens the bonds between them.
We must not underestimate the fact that the clash of different viewpoints during a conflict can encourage innovation and creativity. Different opinions can lead to generating new ideas and better problem-solving solutions.
When employees feel heard and see that their concerns are taken into account during a conflict, this can increase their engagement and motivation. They feel more valued and included in the team.
Every successfully resolved conflict is a valuable lesson for the team. It provides the opportunity to analyze what led to the problem and how it can be prevented in the future. This leads to learning and development of the team as a whole.
And finally, conflicts can serve as an occasion to clarify team norms, rules, and expectations. Often, ambiguities in these areas can be a source of tension.
To turn conflict into an opportunity, the HR professional must approach it proactively, with a focus on finding constructive solutions and with the understanding that successfully managed conflict can be a powerful catalyst for improving team dynamics and achieving better results.
