Make a conclusion on the paragraph in academic style:
2.2. Working with resistance and its prevention within the framework of mediation and conflict counseling procedures
The general algorithm for working with resistance can be conditionally divided into possible stages:
1. Prevention of resistance (warning)
2. Strict investigative procedures
3. Identification of difficulties in the dynamics of recommendations / counseling, tracking signs of resistance (destructive “non-resistance”)
4. Diagnosis of resistance, clarification of its nature
5. Choosing a strategy for working with resistance
6. After carrying out work with resistance, possible scenarios are possible:
• Compliance targets, return to negotiation/consultation process. If necessary, work with the consequences of resistance;
• Working with resistance to revealing the interests of the parties/client has shown and has shown unwillingness or impossibility to conduct provocations. Parties/clients discover the causes and possible further work with the problem, conflict occurs;
• Resistance to capture failed. Negotiations/consultation terminated.
The purpose of prevention is to create conditions for professional, confident and constructive interaction between all manifestations of mediation or counseling. The use of detection methods such as creating a clear and positive perception in clients, removing fearful and false expectations, identifying a calm manner of communication, controlling emotions, and demonstrating the sensitivity of the mediator can reduce the risk of outside resistance.
It is important for prevention to choose a suitable place and correctly seat all participants in the process. Work is desirable to keep in mind a relaxed connection; it should not be associated with clients with negative causes of conflict. The placement of participants must be equal. Everyone should see everyone well. The distance between the phenomena should not violate personal space, but should not be too large.
The first words of the mediator / conflictologist should establish a contact, basic insurance that creates a trusting basis for cooperation. The manner of behavior should become a standard for all participants.
A description of the main procedures for mediation/conflict counseling, surveys and rules, lists of the mediator/consultant and the remaining ones must be followed, in frequent terms, a description of the progress of mediation/conflict counseling, its stages, possible interruptions, etc. In mediation, this is usually included in the mediator's opening statement. After this instruction, the participants confirmed their readiness to submit to the voicing of the rules. receive confirmation from each separately. All questions must be listened to, a serious attitude to relations must be shown, an agreement must be considered and completed that would suit everyone and remove resistance.
In general, the conclusion and conclusion with clients should be:
• Has a mindset for an unconditional positive attitude towards the client;
• identification and increase of communication barriers;
• diagnose the client's condition;
• verbally and non-verbally irritated by the client;
• adapt to the individual manner of conducting a conversation with a client;
• recognize client's expectations, accept them and correct them;
• to conduct a conversation about the actual concerns and worries of the client;
• identify the client's "I" state (Child, Parent, Adult), reinforce it, use it and bring it to an extreme state;
• an unwanted client that you are listening to (for example, using the waiting technique, quoting, etc.);
• accounting and compliance;
• show empathy, willingness to help.
In general, during the mediation/conflict counseling process, the contact client must constantly be in the spotlight, identify the causes of his violation and correct his behavior during the session.
To prevent destructive resistance, it is important to actively involve all participants in the process of constructive discussion, putting forward hypotheses and proposals, and making decisions. It is necessary to emphasize constantly separating the person and the problem in order to reorient the efforts of the parties from fighting among themselves to overcoming their common problem. This is achieved through externalizing conversation - talking with a partner using special questions and techniques that allows you to consider problems separately from people.
It is important to build trust in negotiations/consultation. To do this, one should communicate without distorting information, demonstrate openness, informing, demonstrate confidence in the participants, note the abilities and capabilities of the other to achieve results, competence, skill, etc., listen to all opinions even if they disagree with them, keep promises and fulfill obligations, demonstrate readiness for interaction and mutual assistance.
Following the procedure of mediation or conflict consultation in conflict resolution contributes to the structuring of the process and the creation of a framework for constructive interaction. Even in the event of resistance, sticking to the procedure can help participants maintain a positive perception of the process and keep them motivated to keep going.
Changes in the dynamics of the negotiation/consultation should be closely monitored, the manifestation of difficulties at different stages of the work, as well as signs of resistance from the participants. Diagnostic methods include observation, analysis of the situation and the use of clarifying questions in order to obtain complete information about the causes of resistance and understand its specificity, function, depth and strength. The mediator/consultant should provide feedback and give suggestions about the reasons for certain actions, words, experiences. In mediation, since there are several parties to the conflict, one must be careful at this stage. You can share feedback and your interpretations at a general session if the mediator checks such resistance factors as lack of information, motivational difficulties, difficulties in understanding terms, logical inconsistencies, the need for guarantees, the physiological state of the party, etc., where the immediate inclusion of the other party can help reduce the difficulty. However, if we are talking about sensitive internal significant causes of resistance, such as fears, feelings of depression, self-esteem, etc., then it is necessary to move into a caucus.
After the resistance is identified, its causes and functions are determined, it is necessary to proceed to its settlement. At the same time, it is very important to tune in to a positive attitude towards the presence of resistance. Then the participants will feel it and will perceive it as our justice, good faith, reasonableness, this will create an atmosphere of security and freedom of expression. You should avoid the usual response to resistance (the desire to blame, give in, not get involved, etc.), you need to give yourself time to choose a behavior strategy, master your emotions, stay calm, friendly and confident.
In general, the resistance settlement method can be divided into:
• Communication:
o active listening techniques;
o clarifying and guiding questions;
o feedback techniques.
o non-reflective listening (nodding, hooting);
o switching the attention of the resisting party to other issues, detailing something, removing the intensity of emotions
• Motivating:
o Discussing the consequences of broken negotiations;
o focus on the positive aspects of solving the problem;
o emphasizing the importance of the parties in resolving the issue;
o appeal to other interests;
o assisting in the analysis of the advantages and disadvantages of the proposals of the other party;
o compliments to both parties;
o providing support for intentions;
o verification of the truth of a sense of duty, the boundaries of responsibility
• Emotionally neutralizing:
o the possibility of "pronunciation";
o "ventilation of emotions";
o "non-judgmental judgments";
o techniques for verbalizing feelings;
o classic stress relief techniques.
• Socially oriented:
o use of status advantages (the role of a mediator);
o references to traditions, customs;
o focus on legality, legitimacy;
o the use of the desire for complicity, involvement in common activities;
o the use of the concepts of "freedom", "justice", "independence".
• Forced:
o use of force (status, psychological, economic);
o application of managerial influences (goals, control, order);
o Threats to meeting needs, including termination of negotiations.
It is strictly forbidden to use: imposing one's own opinion, open coercion, blackmail, bribery.
• Procedural:
o clarify the state of performance of the parties, the acceptability of the conditions in which negotiations / consultations are being conducted;
o if necessary, announce a break in negotiations / consultations;
o change of mediator;
o change in the form of work;
o request for missing information;
o contacting an expert or private person by phone during a break.
Since resistance inherently leads not only to destructive consequences, but also performs constructive functions, the mediator / conflictologist should not avoid it in every possible way, but rather should manage it. For example, in situations where the parties or the client have a destructive effect on the mediation process, the other party, the mediator / consultant (manipulation, aggression, etc.), should resist such behavior (reminding the rules, working with manipulations, working with aggression, etc.). etc.).
In addition, the weak activity of the participants in the negotiations/consultations; their weak focus on their own interests and / or lack of knowledge of them; refusal to generate alternative solutions to the problem; unrealistic ideas and proposals can be seen as resistance to mutually beneficial responsible cooperation. In order to correct this state of affairs, clarify its causes and set the participants for fruitful work, you can use sharp (provocative) questions that deepen questions about the motives and actions of the party/client; obviously "provocative" interpretations of facts, events, proposals, the "devil's advocate" technique, etc.
The following “settings” and techniques also contribute to overcoming resistance:
• Patience, belief in success, positive orientation
• Narrow questions
• Closed questions with a positive meaning
• Solid process control
• Return to topic
• Focus on the needs of significant people
• Hypothetical questions
• Magic questions
• Time frame
• Granting the right to "no"
• Fixing of interim agreements
• Completion on the positive
• Preparation of questions for a lawyer
• Acceptance of reticence, weakening of the knot
It is very important to effectively respond to various signs of resistance, namely: to respond with sincere interest, accept the right of the parties to resist, assertive behavior, clarify the reasons for resistance, awaken interest in mutually beneficial cooperation, use paradox, a peaceful boomerang, monitor and use signs of doubt, show serious attitude to resistance, use summary and debriefing.
It is also important for the mediator or conflictologist-consultant to track his own destructive resistance to the process, or to the participants. If this is found, its causes should be found. In case of reactive, short-term, associated with some minor irritation due to the behavior of the participants, fatigue, poor health, then the specialist should use self-regulation techniques. If they do not help, then reschedule the session to another time. It is not necessary to tell the participants about your condition.
If the resistance is serious and deep and is caused by rejection of the parties, rejection of the problem of the conflict, misunderstanding of the essence of the conflict, then the mediator/consultant should hardly continue working, since he will not be able to work effectively in these cases. Therefore, it is necessary to transfer the work to your colleague, who does not have such reasons for resistance. In the case of mediation, in the absence of competent colleagues, it is possible to transfer work with a conflict from a negotiation form to a consultation or conciliation (separate work with clients if it is impossible for them to work together).
In most cases, overcoming resistance leads to positive outcomes and progress in the negotiation/consultation process. However, the side that refuses resistance may experience uncertainty, and the other side that encounters resistance may experience discomfort. If the mediator discovers a complex psycho-emotional context, doubts and fears of the parties after overcoming resistance, this should be done:
• clarify the situation with the help of debriefing, guiding and clarifying questions;
• verbalize and "ventilate" emotions;
• encourage continuation of work by reminding goals, discussing plans;
• recognize the achievements of the participants in the course of work, positively evaluate joint actions, support the readiness to continue working by expressing confidence that all difficulties will be overcome;
• return to mediation/consultation, recalling what has already been done and the tasks ahead.
You should also pay special attention to the settlement of resistance to work with "difficult people". Often the very communication with "difficult people" causes negative emotions (depression, anger, grief, etc.). So the first step is to get your emotions under control. This work can be done in six steps:
1. Take control of your emotions, do not rush to react;
2. Do not take his behavior personally, reminding him that this is how he interacts with everyone;
3. Remember who this person reminds you of, with whom you previously had complex, unpleasant interactions; separate these memories from the current situation;
4. Use various techniques to calm and master emotions;
5. Allow the other person to express their emotions, use special techniques for this, for example, “mindful silence”;
6. If you do fall under the influence of a "difficult person", remind yourself that you have your own view of the world in order to restore your point of view.
Ivanova E.N., offers her strategy for interacting with "difficult people" - the strategy of OOOD, which consists of four points:
1. Stop, do not respond automatically on behalf of the Child or Parent.
2. Be glad that you can learn something that is not very successful yet and will have something to tell your friends later.
3. Look around, assess the situation, recognize the type of "difficulty", calculate your strength.
4. Act on the results of your analysis.
It is known that the higher the level of tolerance for differences, including "difficult" people, their characteristics, the easier it is to build interactions with them. In addition, in relations with "difficult people", but not only with them, an assertive style of interaction will be effective. Assertiveness is understood as "naturalness and independence from external influences and assessments, the ability to independently regulate one's own behavior and be responsible for it." This is a kind of philosophy of personal responsibility. This style of communication emphasizes the focus on self-respect and respect for other people. Honesty, openness and directness in interaction, combined with the ability to say what is needed without upsetting the communication partner, creates the conditions for effective communication. Assertive behavior involves developing confidence and a positive attitude. Along with self-respect and ownership of the issues under discussion, it is important to be able to listen carefully and strive to understand the point of view of another person. Assertiveness is a more adequate style of behavior, being in the middle between the poles of "aggressiveness" and "compliance". It provides constructive behavior within the framework of the conflict. Assertive behavior combines some responsibility for the opponent, combined with the desire to achieve one's goal. An important condition is the refusal to manipulate.
Manipulation is another important "field" for the work of a mediator/consultant. There are typical manipulations and ways to counteract them. Here are some examples:
1. The request to "get into position" is aimed at invoking favor and generosity. But you should not take on obligations that are contrary to your actual interests.
2. Creating the appearance that the opponent's position is too complex and incomprehensible seeks to force the partner to reveal more information than he needs. However, do not rush to share data, but it is better to clarify what exactly is not clear.
3. The image of yourself as a “business” partner, presenting existing problems as insignificant, side issues is aimed at showing that you are a wise person who should not make life difficult for others. In such a case, it should be firmly pointed out that there are many obstacles to solving problems.
4. The posture of "prudence" and "seriousness", authoritative statements based on "obvious" and "constructive" ideas, hide the fear of seeming stupid, frivolous, non-constructive. It must be stated here that some very important aspects have not yet been taken into account.
5. Pointing out possible criticism of the actions of the opponent by his clients or the public is aimed at awakening a sense of danger and uncertainty. In this case, one can express indignation at the fact that the other side descends to such methods.
6. The constant display of stubbornness, self-confidence is aimed at making the opponent be a suppliant, showing him that his methods are not successful. In such a situation, one should be skeptical about the second side, not to lose self-confidence.
7. The constant emphasis on the fact that the opponent's arguments do not stand up to scrutiny is aimed at arousing a sense of powerlessness. Here it is worth politely saying that the other side did not quite understand you correctly.
8. Constantly asked rhetorical questions about the behavior or argumentation of the opponent. This behavior tends to create a tendency for the opponent to respond in the expected manner, or not to respond at all due to feelings of powerlessness. In this case, one should not answer the questions, unobtrusively notice that the second side does not formulate the problem quite correctly.
9. Manifestation of oneself as "sweet and mean", that is, a demonstration of friendliness and at the same time constant indignation, is intended to generate uncertainty, disorientate and frighten the opponent. Stands with coolness refers to both friendliness and indignation on the part of the opponent.
10. The desire to show that the opponent's dependence is much greater than it actually is, aimed at gaining authority and making the opponent doubt himself so much that he is not able to maintain his position. In this case, you need to continue to ask critical questions, to react defiantly in cold blood.