CONFLICT MANAGEMENT The Psychology of conflict and conflict ...

10. THE ROLE OF THIRD PARTIES/MEDIATION IN MANAGING CONFLICT 301
systems in organizations. It would be useful to have additional descriptive
research. Such a program of study could describe what tactics are
used and under what circumstances. It would also be useful to know
more about workers’ responses.
Likewise, much of the evidence to date has been collected in laboratory
studies. Most of this research has been of real benefit in our understanding
of mediation in organizations, but the results would benefit from more
organizational field studies if for no other reason than to limit questions
relating to external validity of the existing studies.
Elangovan’s (1995, 1998) model provided a useful point of departure
for future research. As noted, that model contains three parts (Figure 10.1,
Figure 10.2, and Figure 10.3), each one of which may be empirically tested.
It offers advantages over a number of other models in that it is both comprehensive
and prescriptive. If research were able to verify the model substantially,
it might be of real benefit to practitioners.
Now that we have spent some time discussing informal methods of
conflict resolution, we would like to turn our attention to the specific tactical
actions and strategic thoughts that guide actual mediator behavior.
MeDiator Behavior anD strateGy
Every mediator is an individual. As such, each employs varying tactics
and strategies during the mediation process. However, the models of
mediator behavior put forth in the dispute resolution literature to explain
mediation share many similarities because most mediators espouse the
common goal of a harmonious relationship between disputing parties. We
discuss the major models of mediator behavior in the following section.
Models of Mediation
Descriptive Models. One of the most frequently referenced descriptive
models of mediator behavior is Kolb’s (1983) model of third party action
and cognition. Kolb outlined two models of action that a mediator could
utilize during the mediation process: (a) deal making and (b) orchestration.
While deal making is characterized by a forcefully and domineering
third party that almost compels parties to reach settlement using his or her
influence, a mediator espousing the ideals of the orchestration technique
can be characterized as more of a “fly on the wall” that develops a dialogue
between the parties but does not intervene unless absolutely necessary.
The orchestrator may pose questions to the parties but tends not to push
them toward any specific resolution (Lewicki, Weiss, & Lewin, 1992).
Normative Models. As with descriptive models, normative models were
conceived through the examination of labor disputes. However, they can