Stereotyping undermines neutrality, damages trust and distorts communication. It damages the prospects for successful conflict resolution.
The Dangers of Stereotyping in Mediation and Conflict Resolution
By Chris Breedon
Introduction
Stereotyping is a deeply ingrained cognitive shortcut. It allows us to make quick judgments based on limited information —often drawn from cultural, societal, or media-driven narratives. While this might serve some basic survival functions, in the context of mediation and conflict resolution, stereotyping can cause serious harm. It undermines neutrality, hinders communication, and damages the trust essential to manager in resolving disputes.
This blog explores how stereotyping manifests in mediation and conflict management settings, why it is dangerous, and how mediators and managers can work to identify, challenge, and ultimately reduce its impact.
What Is Stereotyping?
Stereotyping is the act of assigning characteristics to an individual based solely on their perceived membership in a particular group. These groups can be based on:
Stereotypes are often unconscious — meaning individuals may not even be aware they are operating under biased assumptions.
Why it’s a Problem in Mediation and Conflict Resolution
Mediation and conflict resolution are built on core principles: neutrality, impartiality, empathy, and active listening. Stereotyping compromises all of them.
1. Loss of Neutrality
A mediator or manager influenced by stereotypes may unconsciously side with one party over another. For instance, assuming a young employee is inexperienced and emotionally reactive might lead the mediator/manager to discount their concerns.
2. Damaged Trust
Parties involved in a mediation process need to feel heard and respected. If someone feels stereotyped — even subtly — they may lose faith in the process altogether.
3. Miscommunication
Stereotyping can cause mediators or managersto misinterpret language, tone, or intent. Cultural stereotypes, in particular,can distort how behaviour is perceived.
4. Escalation Rather Than Resolution
When people feel dismissed or labelled, tensions rise. Stereotyping may unintentionally escalate conflict instead of resolving it.
Real-Life Example: Cultural Stereotyping at Work
Scenario:
In a multinational firm based in London, a conflict arose between a British manager and a Nigerian colleague. The manager perceived the colleague’s direct communication style as “rude and confrontational,” while the colleague felt the manager was being passive-aggressive and dismissive.
Outcome:
During mediation, it became clear that both parties were operating under cultural stereotypes. The British manager expected indirect, “polite” language, while the Nigerian employee came from a culture that values assertiveness. Once this was unpacked, both sides developed greater empathy, and the working relationship improved dramatically.
Lesson:
Stereotyping masked the true nature of the conflict and nearly derailed the working relationship. Through mediation, those assumptions were confronted and resolved.
How Stereotyping Affects Managers
Managers play a critical role in resolving workplace issues before they reach formal mediation. If a manager stereotypes a team member — consciously or unconsciously — it can influence:
Managers must cultivate bias awareness to lead fairly. This can be done through courses and workshops.
How Mediators Can Identify Stereotyping
Mediators should look out for red flags that indicate stereotypes are at play:
Practical Exercises: Recognising and Reducing Stereotyping
Here are some exercises that mediators and managers can use for self-reflection and team development.
Exercise 1: Bias Journaling
Objective: Increase self-awareness of automatic thoughts.
Instructions:
Example:
“I assumed Sarah was being emotional — is that because she raised her voice, or because I expect women to be calmer in meetings?”
Exercise 2: “Name the Stereotype” Workshop
Objective: Help teams become more conscious of how stereotypes show up.
Instructions:
Example:
What are the stereotypes about people in admin roles? How might that affect how others in the team interact with them?
Exercise 3: Case Study Role-Reversal
Objective: Breakdown assumptions by switching perspectives.
Instructions:
Example:
Would we react the same way if an older male was raising the same concern as a young woman?
Strategies for Mediators and Managers
1. Use Neutral Language
Avoid descriptors that carry assumptions. For example, “emotional,” “aggressive,” “passive” — all can be coded language tied to stereotypes.
2. Check for Bias Before Intervening
Pause and ask yourself:
3. Encourage Direct Storytelling
Rather than asking parties to describe their “side,” ask them to tell their story from their own perspective. This reduces the likelihood of filtering their experience through stereotype-laden narratives.
4. Normalise Difference
In team meetings and training, regularly discuss cultural norms, communication styles, and unconscious bias. This normalises differences and reduces the reliance on stereotypes. The ‘Hofstede Insights’ App is a useful tool.
Real-Life Example: Stereotypes About Age
Scenario:
A mediation was initiated in a marketing company between a senior employee(aged 62) and her younger manager (aged 34). The manager was frustrated by the older employee’s resistance to using new tech platforms. The senior employee felt patronised and excluded from decision-making.
Stereotype in Play:
The younger manager assumed older colleagues are “technologically challenged ”and “stuck in their ways.”
Mediation Outcome:
By discussing assumptions openly, the team developed a plan where the senior employee would receive personalised tech support, and the manager committed to including her in decisions early on.
Takeaway:
Age stereotypes nearly sidelined a valuable team member and exacerbated generational tensions.
Why Stereotyping Is So Persistent
Our brains are wired for pattern recognition, and stereotypes offer a cognitive shortcut. They're reinforced by:
Breaking them requires intentional effort, not just good intentions.
Final Thought: Stereotyping Is Lazy Thinking
At its core, stereotyping is a form of intellectual laziness — reducing individuals to assumed traits instead of understanding their lived experience. For mediators and managers, resisting this instinct isn’t optional. It’s essential.
Mediation is an art of curiosity, patience, and nuance. Stereotyping erodes all three.
Summary
