Informal Negotiation and Mediation Techniques

Interest-Based Negotiation (Harvard Model)

Conflict is inevitable; harassment is optional. To prevent the former from becoming the latter, it is useful to apply principles of collaborative negotiation. This involves separating the person from the problem.

In a labor dispute, the goal should be to resolve the technical discrepancy (the problem) without attacking the worth of the colleague (the person).

Focusing on interests ("we both want the project to go well") rather than positions ("do it my way or get out") builds bridges.

Harassment arises when a position is imposed by force; negotiation seeks agreement for mutual benefit, eliminating the winner-take-all dynamic.

Informal Mediation by the Leader

Leaders should act as informal mediators at the first signs of friction between co-workers.

This does not require a formal HR process, but rather a timely intervention.

The leader brings the parties together and establishes ground rules: "Let's talk about the operational disagreement, but personal attacks and sarcasm are prohibited."

By arbitrating early dialogue, the leader prevents sides from forming and conflict from becoming entrenched in the form of mobbing.

Ignoring these small frictions under the premise of "let them solve it" is negligence that often leads to horizontal harassment.

Explicit Coexistence Agreements

Sometimes, common sense is not so common. A powerful tool is the joint creation of "Coexistence Agreements" by team.

These are not rules imposed by the company, but a pact between colleagues: "How do we want to treat each other when we are under pressure?", "What channels will we use for criticism?".

By writing and signing these rules, the group becomes co-responsible for the climate.

If someone violates the agreement (e.g., by raising his or her voice), it is the group itself that reminds him or her, exerting positive