Analytical Journal of a Mediation Session

Running head: ANALYTICAL JOURNAL OF A MEDIATION SESSION 1
Analytical Journal of a Mediation Session
Name
Institution

ANALYTICAL JOURNAL OF A MEDIATION SESSION 2
Analytical Journal of a Mediation Session
Situation
Mediation is a skill that all the leaders should possess because of the important roe that it
plays in the management of employees in a workplace. As matter of fact, conflict has become
part and parcel of organizational management because it is virtually impossible to prevent it no
matter how committed the management is. This means that it is inevitable to run a conflict-free
organization as long as it brings people together. When people come together, there might be
high chances of conflicts hat do arise due to the social, cultural, educational, professional,
gender, age, racial, religious, political and economic diversities.
In this journal, I present a critical analysis of the mediation process in which I had taken
part. It was one day when serving as the Personnel Manager in my current workplace; I got an
opportunity to resolve a conflict that had involved two of my employees. As the leader, the case
was brought before me to resolve by finding an amicable solution. When I enquired, I was
informed that the two workers had conflicted because of personality clashes, work style,
differences, and culture-based dissension. Since the two workers had divergent perceptions,
understandings, and worldviews, it became changing for them to cohesively work together. That
is what promoted them to disagree, engage in verbal exchange, quarrel, and fight one another
(Liu, Fisher & Chen, 2018). As the concerned manager, I had to intervene and resolve this
problem because it was my responsibility to resolve such conflicts, restore the employees’
confidence, and demonstrate my commitments to the establishment of a conflict-free and
cohesive workplace that can be accommodative to all the employees regardless of their
diversities.

ANALYTICAL JOURNAL OF A MEDIATION SESSION 3
Theory/Technique
When I got an opportunity to preside over this case, I knew that I had a challenging task
to undertake. However, as an experienced mediator, I could not shy away because it was another
chance to display my mediation prowess. What I did, hence, was to employ the use of the
appropriate theoretical frameworks that would enable me to successfully resolve the personality
clashes, work style, differences, and culture-based dissension conflict that was threatening to tear
the organization into pieces. To effectively mediate in this situation, I had to apply two theories:
behavioural therapy theory, and cognitive theory.
Behavioural is a theory which focuses on the management of individual behaviours.
According to this theory, behaviour is not innate, but acquired as one grows and interacts with
the immediate environment. This means that one’s behaviour is a true reflection of one’s
immediate surroundings. So, just the same way behaviour is learnt, it can be unlearnt (Alen,
2018). I had to apply this theory during my mediation because of the significant contribution it
played in determining the success of my mediation. The first why through which I used has
theory was to understand the kinds of behaviours that had been displayed by the two employees.
A thorough analysis of this aspect enabled me to know exactly what made the two to disagree
and engage in a conflict. Besides, I used the theory to understand and make a decision on how
behaviour can be unlearnt (Mafirja, Wibowo & Sunawan, 2018). So, what I did is that I had to
provide the necessary guidance to the employees to consider reforming their stance especially
when dealing with others who are diverse in one way or the other.
Cognitive theory is an approach that focuses on the analysis of individuals’ mentality ad
mental thought. Each person has cognitive capabilities that enable them to think, behaviour, and