The Situation: Masterful mediating Published Feb. 7, 2012 By Capt. Jeremy Kroshus 9th Airlift Squadron DOVER AIR FORCE BASE, Del. -- Every day, Team Dover members encounter and overcome situations that test their experience and skill. In "The Situation", service members share their advice on how to face these challenges head-on, and overcome them. The Situation When I deployed to Balad Air Base, Iraq, in 2010, I found myself in the middle of a tense work environment. My unit, which was comprised of Air Force, Army, Marine and Navy members, was suffering from infighting resulting from poor direct communication between the enlisted force and the officers in charge. Two majors were trying to implement significant policy changes within the unit that the enlisted force did not agree with; inability on both sides to compromise and empathize led to several heated encounters and many closed-door meetings. For the sake of the mission, I was placed in a middleman role and had to advocate for both sides. The Solution I had to resolve these office disputes if our unit was to function efficiently. My first step was to establish credibility with my coworkers. I got to know them and listened to their concerns. As the middleman, I acted as a filter for my coworkers' venting, letting them get issues off their chest while I listened for any legitimate complaints. With trust established with my supervisors and subordinates, I was able to address and direct everyone's concerns, thereby relaxing the tension in the workplace. For people facing similar circumstances, remember - listening is key; people have to know their issues matter to you. Understanding your workers' concerns and where they come from is important to establishing a positive professional relationship with them. However, if someone tries to influence you to their side of the situation, you should always fall back on the priorities of your commander. Stressing these priorities will direct the conversation back onto the issue at hand, helping to resolve it quicker. In the same way good pilots do plenty of "chair-flying" before going on a mission, good mediators thoroughly prepare before having a meeting with a coworker. Know the context of the situation, the person's emotional state and concerns, and have a plan to address both. Let them speak their piece - remember to listen - and try to empathize. Once they know you are aware of their goals and concerns, they will be more willing to trust in your judgment.