Mediation and AI chatbots

Comparison between ChatGPT 4.0 and INKOVEMA Assistant for mediation preparation

Introduction

Since November 2023, our Website www.inkovema.de (Yes, exactly! right here at the bottom right!!! :-)) as well as on our Learning and knowledge management tool www.elemente-der-mediation.de our digital INKOVEMA assistant is activated and switched on.

This is an artificial intelligence that runs on the basis of ChatGPT and has been fed with all our materials, specialist books and articles as well as INKOVEMA's blog posts. With this we have our INKOVEMA AI is aligned with our understanding of conflict and mediation and their „knowledge “ about conflict and mediation – hopefully – deepened.

The question now arose as to what difference this alignment and feeding of a ChatGPT-based artificial intelligence makes compared to the planned ChatGPT 4.0 version. We deliberately used the 4.0 version of ChatGPT because it is currently the benchmark for chatbots.

Spoiler alert:

For the impatient, here is a first answer: the outputs of our INKOVEMA assistant are shorter, more concise and sometimes similar to our INKOVEMA language. While this linguistic approximation was to be expected, we are quite surprised by the shorter and more concise, if not more precise, answers. However, ChatGPT, with its greater richness of ideas and aspects, has a good point for the mediation practitioner who wants to prepare for many eventualities. But more on further insights and conclusions later.

Procedure

We both have artificial intelligence with Five questions which we wrote down at the beginning and did not develop with the previous answers. This does not quite correspond to our practical way of working with one(!) AI, but should serve the comparability of both AI versions. We have reproduced both answers in full in the following post, whereby we always gave ChatGPT priority first and then quoted our INKOVEMA AI.

At the end of each question we have a Brief comments on the answers noted. Dear reader, please feel free to add your comments and observations. We have certainly overlooked one or two things.

Question 1

I have a mediation assignment for a conflict mediation in a scientific research institution. They are researching new materials. Two department heads, a woman and a man, are arguing in a joint project about the use of the available funds. The order has been issued by the institute management. The works council has been informed and agrees to mediation. As a mediator, what five aspects do I need to pay attention to when I start working with the two department heads in mediation?

Answer ChatGPT 4.0 to question 1

Answer INKOVEMA Assistant 1.0 to question 1

As a professional mediator in this case, you need to pay attention to the following five aspects when working with the two department heads in mediation:

1. Maintain neutrality and impartialityAs a mediator, it is crucial that you remain neutral and impartial in order to gain the trust of both department heads and ensure a fair mediation.
2. Clear communication and agreementsMake sure that you establish clear communication rules and make agreements about the course of the mediation in order to avoid misunderstandings and make the process transparent.
3. Emotional intelligence and empathyBe aware of the emotional dynamics and show empathy towards the feelings and concerns of department heads to create a supportive and constructive atmosphere.
4. Focussing on interests instead of positionsEncourage department heads to identify their interests behind the positions in order to develop joint solutions that meet their underlying needs.
5. Conflict culture and long-term solutionsWork towards fostering a positive conflict culture and developing long-term solutions that not only resolve the current dispute but also improve co-operation in the future.

These aspects are crucial to facilitating effective mediation between department heads and achieving sustainable results.

Comment on the answers to question 1

Both answers are quite general and focus on the basics. We found the reference to making concrete agreements with the mediants at the beginning of the process helpful. In addition, the shorter answer from the INKOVEMA assistant is more appropriate, assuming that the questioner is an (experienced) mediator.

In their answers, both hardly mentioned the organisational aspect that needs to be considered here. ChatGPT 4.0's answer at the very end was helpful here, stating that the „consent“ of the institute's management and the works council was required. We will have to come back to this.

Question 2

What are the three advantages and disadvantages of working as a mediator on the one hand on the common future prospects of the two departments represented (strategy-oriented mediation) and on the other hand placing the personal interests and needs of the department heads involved at the centre of the mediation (needs- and interest-oriented mediation)? Write the advantages and disadvantages (rows) in a table that lists these two styles (columns).

Answer ChatGPT 4.0 to question 2

The mediation styles you describe - strategy-orientated mediation, which focuses on the departments' shared future prospects, and needs- and interest-orientated mediation, which focuses on the personal interests and needs of the parties involved - each have specific advantages and disadvantages. Here is a table comparing them:

This table provides an overview of the possible advantages and disadvantages of both mediation styles. The choice of the appropriate style depends heavily on the specific context and the objectives of the mediation.

Answer INKOVEMA Assistant 1.0 to question 2

As a professional mediator, it is important to consider the advantages and disadvantages of strategy-orientated mediation and needs- and interest-orientated mediation, especially in a scientific research environment. Here is a table showing the advantages and disadvantages:

This table shows the advantages and disadvantages of the two mediation approaches to be weighed up in relation to the specific situation of mediation between the heads of department in the scientific research institution.

Comment on the answers to question 2

Here, too, the INKOVEMA assistant's answers are shorter and more concise and not as redundant as those of ChatGPT. Otherwise, the field of tension is well captured by both artificial intelligences. It would still be desirable to point out that the institute management and the works council should/should be involved in the mediation and that the mediation setting with the two department heads alone is inadequate.

Question 3

What procedural steps should I follow as a mediator for this organisational mediation and what should I pay attention to in each phase?

Answer ChatGPT 4.0 to question 3

For successful organisational mediation, as in your case in a scientific research institution, you should observe the following procedural steps and focus on certain aspects in each phase:

1. Preparation phase:
   • ClarificationInform all parties involved about the mediation process, the objectives and the roles.
   • Clarify framework conditionsMake sure that the framework conditions such as confidentiality, voluntary participation and neutrality of the mediator are clear.
   • Collect participantsIdentify all relevant stakeholders and decision-makers.
2. Conflict exploration:
   • Collect perspectivesListen to the views and positions of all parties involved.
   • Promote understandingHelp the parties to understand each other's perspectives.
   • Conflict analysisAnalyse the underlying causes of the conflict.
3. Exploring interests and needs:
   • Identify interestsRecognise the actual needs and interests behind the positions.
   • Finding common ground: Look for common interests and goals.
   • Promote empathySupport an empathetic understanding of the participants for each other.
4. Develop options:
   • Stimulate creativityEncourage the development of creative and diverse solutions.
   • Check feasibilityDiscuss the feasibility and consequences of the proposed solutions.
   • Seeking consensusEncourage those involved to find solutions that are acceptable to all.
5. Negotiate an agreement:
   • Set detailsHelp formulate a clear, detailed agreement.
   • Obtain consentMake sure that all parties involved agree to the agreement.
   • Create commitmentEnsure that the agreement is recorded in writing and signed by everyone.
6. Follow-up and follow-up:
   • Support implementationOffer support in the implementation of the agreement.
   • Performance reviewSchedule follow-up meetings to review progress.
   • Enable customisationBe prepared to adapt the agreement if necessary.

At every stage, it is important that you as a mediator maintain neutrality and impartiality, listen actively and create an environment of trust and respect. Effective communication and responding to the specific needs and dynamics of the organisation are crucial.

Answer INKOVEMA Assistant 1.0 to question 3

As a mediator for an organisational mediation, you should adhere to certain procedural steps in order to make the process effective. Here are the procedural steps you should follow:

1. Preparation:
   • Clarify the mediation mandate with all parties involved and clearly define the objectives of the mediation.
   • Create an atmosphere of trust and clarify the organisation's expectations and the parties involved.
2. Initiation phase:
   • Welcome and introduce the participants.
   • Explain the mediation process and lay down the basic rules.
   • Clarify the confidentiality and neutrality of the mediation process.
3. Exploration phase:
   • Gain a comprehensive understanding of the conflict situation and identify the underlying interests and needs of the departments involved.
   • Encourage the parties to share their perspectives and concerns openly and promote respectful communication.
4. Negotiation phase:
   • Work with the parties to develop solution options that are both the strategic goals of the organisation as well as the individual needs of the departments.
   • Support the parties in reaching agreements that promote long-term cooperation and conflict prevention.
5. Finalisation phase:
   • Document the agreements you have reached and Ensure a clear implementation strategy.
   • Conclude the mediation with a summary and an outlook on possible Follow-up processes from.

During each phase, you should pay particular attention to promoting an open Communication, consideration of the organisation's overarching strategic goals and the creation of a cooperative environment. You should ensure that the interests and needs of all parties involved are taken into account. appropriate and that the agreements reached are sustainable and realisable.

Comment on the answers to question 3

ChatGPT has a „correct“ but boring answer ready. As if mediation should be applied in a template-like manner. The answer is also very, very long. At least for the content provided.

The INKOVEMA assistant keeps the organisational aspect high in comparison (answer parts in bold). To be honest, this has – – „ reassured us“. Here we can indeed recognise added value by preparing for mediation using (aligned) AI. The reason for our AI assistant was probably the keyword in the question „organisational mediation“, which put it on the track.

Question 4

Let's assume that the department heads can't reach an agreement. What happens next, what can I do as a mediator in this case?

Answer from ChatGPT 4.0 to question 4

Answer from INKOVEMA Assistant to question 4

If the department heads do not reach an agreement despite the mediation process, some additional steps can be taken to deal with the conflict further:

1. RevaluationReview with department heads whether all relevant information and perspectives have been adequately considered. Additional discussions or information sharing may need to take place to enable a more comprehensive assessment of the situation.
2. In-depth explorationEncourage the parties to delve deeper into the underlying interests and needs. It is possible that important aspects of the conflict have not yet been sufficiently explored and a deeper exploration could lead to new insights.
3. Stakeholder involvementIf relevant, other stakeholders within the organisation can also be involved in the mediation process. This can help to bring in additional perspectives and resources to facilitate an agreement.
4. External expertiseIn some cases, it may be useful to call in external experts or consultants to clarify specific aspects of the conflict or to obtain additional support in conflict resolution.
5. Review of the mediation agreementIf the parties have already signed a mediation agreement, it may be helpful to review it and adapt it if necessary to facilitate an agreement.

It is important that as a mediator you work in close consultation with the parties and, where appropriate, other relevant stakeholders to develop appropriate and effective steps to resolve the conflict.

Comment on the answers to question 4

Once again, ChatGPT's response is very, very long and extremely general. Nevertheless, it would have been possible to ask about the individual aspects in more detail. ChatGPT has almost hidden the organisational aspect of this mediation in its answer in point 6. For mediators who are unsure or inexperienced in such contexts, the answer is hardly supportive or not very helpful.

The response from our INKOVEMA assistant is also not very satisfactory, even though it was clearly stated that „other stakeholders within the organisation are involved in the mediation process“ should. What is particularly encouraging here is that this advice stands out more among the five aspects mentioned than among the nine others. Nevertheless, for comprehensive practical assistance, an AI assistant must provide more precise and direct support than the two AIs currently do.

Question 5

What role would the institute's management, which is also the client, be able to play in the event of a failure to reach an agreement?

Answer from ChatGPT 4.0 to question 5

If no agreement is reached in a mediation, as in your case between the heads of department of a scientific research institution, the institute management, which is also the client of the mediation, can take on various roles:

1. Decision makerThe institute management can intervene as a higher decision-making authority to make a decision or provide guidelines, especially if the failure to reach agreement is detrimental to the overall interests of the institution.
2. Taking on a mediating roleIn some cases, the management of the institute may try to act as a mediator itself in order to bring the parties to an agreement, especially if it has information or perspectives that were not taken into account in the mediation process.
3. Initiate external arbitrationThe management of the institute may decide to call in an external mediator or a specialised conflict resolution mechanism if internal mediation is unsuccessful.
4. Initiate further discussionsThe management of the institute can initiate further discussions between the parties, possibly involving other key persons or departments, in order to find new solutions.
5. Determine consequencesIn cases where no agreement can be reached and the conflict affects work performance or the working atmosphere, the management of the institute can determine consequences or make changes to responsibilities or structures.
6. Feedback and reflectionThe institute management can organise a debriefing with you as mediator and the parties involved to reflect on the process, give feedback and learn from the experience.
7. Offer supportIt can offer support in the form of coaching, training or other resources to avoid or better manage similar conflicts in the future.
8. Developing long-term strategiesBased on the findings from mediation, the institute management can develop long-term strategies for conflict prevention and management.

In any case, the role of the institute's management should aim to safeguard both the welfare of the departments involved and the overall interests of the institution. It is important that the institute management acts transparently and ensures the neutrality and fairness of the process.

Answer from INKOVEMA Assistant 1.0 to question 5

If a disagreement arises, the institute's management could play an important role as the commissioning body and authorised decision-maker. Here are some possible options for how the institute management could intervene in this case:

1. Clarification of expectations: The institute management could help to clarify the expectations of the department heads and possibly point out new perspectives or solutions.
2. Introduction of further measures: If the failure to reach an agreement leads to a significant impairment of work processes or the working atmosphere, the institute management could consider further measures to manage the conflict. This could include, for example, re-evaluating resources, reorganising teams or implementing new communication and conflict resolution strategies.
3. Consideration of the corporate culture: The institute's management could take an in-depth look at the corporate culture and, if necessary, initiate changes to promote more constructive conflict management.
4. Involve external support: The institute management could call in external consultants or mediators to provide additional expertise and support in resolving the conflict.

Ultimately, the role of the institute's management depends heavily on the corporate culture, the existing structures and the specific circumstances of the conflict. Careful consideration of the various options for action and open communication with the parties involved are crucial for constructive conflict resolution.

Comment on the answers to question 5

Both AI assistants named several options for the institute management. The INKOVEMA assistant even mentioned repeated mediation, which is in fact not very practical and hands-on. It became clear in both answers that the institute management (as the client and highest authority of the organisation) (re)enters the scene and has to act in the event of a disagreement between the heads of department. Both answers offer a wealth of possibilities that can be discussed in specific cases.

This answer is extremely important for preparing for the mediation assignment at the start of the mediation and when clarifying the assignment! After all, this scenario must be clear to all parties involved from the outset and represents an enormously important framework condition for the mediators in charge of the department because it guides their motivation.