MEDIATION OF CONFLICTS IN INTERPERSONAL RELATIONSHIPS BETWEEN PUBLIC SERVANTS AND MANAGERS

Abstract

This article analyzes conflict mediation as an essential strategy for strengthening interpersonal relationships between public servants and managers. The study is based on the understanding that conflicts are part of institutional dynamics and, when not managed properly, can compromise communication, the organizational climate, and the efficiency of services provided to the population. The main objective was to understand how mediation contributes to building more harmonious, safe, and collaborative work environments, promoting dialogue and cooperation among the professionals involved. The research is bibliographic in nature, based on books, scientific articles, and documents that discuss mediation, public management, and communication in the institutional environment. This approach allowed us to gather theoretical perspectives that explain how mediation acts in the prevention, transformation, and resolution of conflicts, enabling a broad view of the benefits of this practice in the public sector. The results found demonstrate that mediation favors active listening, strengthens professional bonds, and reduces recurring tensions, contributing to the improvement of the organizational climate. In addition, mediation helps rebuild trust, improves communication between employees and managers, and encourages humanized leadership practices. It was observed that environments that adopt mediation experience greater cooperation, higher motivation, and better institutional performance. It can be concluded that conflict mediation is a valuable tool for contemporary public administration. Its application contributes to more balanced and ethical relationships, strengthens organizational culture, and supports the development of healthier and more productive teams. For these reasons, it is recommended that internal mediation policies and continuing education focused on dialogue and professional coexistence be expanded.