Comment naviguez-vous dans la dynamique du pouvoir lorsque des conflits surviennent entre les panélistes sur scène ?

Three forms of intelligence must co-exist to enter a heated discussion and intense debate: rational, emotional and sensible. Each must contribute to create a setting where people will engage in sharing their ideas and knowledge, recognize and control the emotions that necessarily arise in the discussion and use their senses to capture the signals that express the non-verbal signs behind the words said. A healthy debate requires those three forms of intelligence to enrich the participants and viewers.

Establishing common ground and clearly defining the topic at the beginning of a panel discussion are crucial strategies for maintaining control and ensuring a productive conversation. It sets the tone for respectful and focused dialogue and helps the moderator keep the discussion on track. The revised statement effectively combines the original advice on moderating conflicts with your focus on setting clear expectations. This comprehensive approach will help moderators manage panel discussions more effectively.

As someone who has chaired many conference sessions and panels, maintaining authority and control over time is essential to managing the equal distribution of time to all contributors and ensuring all voices have the opportunity to be heard. Some times this means you need to assert that authority to cut off louder voices and invite the quieter one to contribute.

That's why it's crucial to maintain control over the microphone. Cut off their mics to regain control of the debate and diffuse the tension. Using humor can help. Summarize both perspectives so everyone feels heard, then shift to another topic, ideally involving two other panel members.

To facilitate respect, a certain mindset called 3G mindset (Genuine, Generous, Generative), is key to generate respect in any relational setting. The combination of the 3Gs creates the authenticity required to build trust, the attention and listening posture required to build mutual respect and the desire to co-create value, innovate for a larger purpose. This 3G mindset is the lighthouse of the Savoir-Relier method that creates the conditions for respectful relationships. They enhance the quality of interactions in the most difficult and conflictual settings in favor of constructive dialog.

I emphasize mutual respect in every conference, panel or training I lead. To create a brave, safe space, we follow key ground rules: active listening, no judgment, addressing behaviors—not individuals—and engaging with curiosity and humility. I remind participants of these rules, encouraging leaders to reassess their judgments and biases, especially during conflict. As DEI often draws skeptical individuals due to misleading understandings, I’m frequently challenged. I anticipate this and stress mutual respect between speaker and audience, responding with facts to open minds and storytelling to open hearts.

I use an exercise called CORES (COllaborative RESilience and RESolution) to facilitate peer to peer sharing of difficult situations and finding common solutions. Participants share past and real a moment of adversity (using story telling) and how they bounced back. When all stories have been shared in small groups of 5-6, they analyze the resources they pulled and mechanisms they used to bounce back and co-construct a recipe for being more resilient. The shared narratives and dialog behind the analysis allow them to take a step back and feel the power of the group to resolve conflicts.

El moderador deberá haberse preparado con extenso conocimiento del tema y de los panelistas para redirigir con la habilidad y eficacia la conversación hacia una generación de ideas productiva. De la misma forma un apropiado conocimiento del tema permitirá al moderador intervenciones que generen empatía, como el rescatar planteamientos valiosos de cada panelista y enriquecer la redirección de la conversación. Debe, por supuesto, cuidar esa línea delgada que lo separa entre llevar a cabo su función como moderador y no terminar interviniendo como un panelista más.

Dialog is the condition for human relationships to prosper. But not just any kind of dialog. There are necessary rules to foster dialog: The first one is to accept self-questioning as a source of enrichment. The "I don't know it all" is a form of sincere humility that opens the door to dialog. The second is to listen first, really listen, i.e. "I use my ears to capture every word and my eyes to perceive every movement of hands or face" to give full attention without judgment. And the third is to truly believe that in dialog, there is something to build that is bigger than us and that our exchange will bring new value. Dialog therefore requires a specific setting, mindset and method to exist: Let's reinvent this dialog, with Savoir-Relier.

I was called to run a seminar for a Sales Team of a luxury watch company where the Director was experiencing direct conflict with his #2. The whole was suffering, one about to quit the team, another taking sick leaves and the overall performance degrading. The whole team went through the Savoir-Relier process over 3 days and experienced the SOLO, DUO and team exercises to share moments of adversity and co-build solutions to their issues. In three days the whole team was back on track, the Director and his #2 understood why they were in conflict and were able to design a roadmap that allowed them to work together - not agreeing with each other on everything but respectful and trusting each other's person and contribution to the team.

To build a culture of trust! Creating a win-win negotiation for all parties to the dispute is often difficult. When there is unfair protest and criticism with threats and intimidation, it is important to use courage and apply soft skills to succeed in managing and running the negotiation table.

Opinions not the judgements. One thing that I have found useful is clear instructions mentioning that everyone has the right to express one's opinion and penal discussions are clearly expressing the opinions not the judgements.