mediation case study: a multidimensional approach

In this blog we explore a complex workplace conflict and how multidimensional conflict resolution approaches and services were successfully utilised.

The Problem –

When Managing Director Darren rang to discuss the situation, the problem appeared multi-layered with complex trajectories. The business had expanded quickly, and as a consequence, Martina, the receptionist who had been with the company since its start, was now at the nexus of all the company’s expanded operations. As front of house, she greeted clients, organised meeting rooms, took charge of deliveries and post, fielded enquiries and communications, both in person, over the phone and by email, to the various operations teams, keeping track of staff across various sites. She complained about how the other team members were communicating with her, and this was often specifically directed at some of the new, professionally qualified female staff. Crucially, they in turn had complained about her, and eventually Martina was subjected to a disciplinary investigation.

The Analysis- The organisation had undergone significant change, which can often result in conflict. Martina’s role had changed as well, but crucially these changes and new responsibilities hadn’t actually been discussed with her. Her role placed her at the nexus of the company logistics and operations, and this too increased the likelihood that there might be conflict between her and other employees, rather than something about her personally, that made her the epicentre of workplace conflict.

The Solution – The solution needed to address the different trajectories of conflict. It wasn’t practical to organise mediations between Martina and each of the individual team members who had complained.

1) Instead, recognising the impact that the expansion of the business was having, a team mediation was organised. Martina had to be reassured individually that this was not a ‘roast’ and she would not be scapegoated in this process. This was reiterated to the team members, both in writing and verbally again prior to the mediation and in the individual meetings. Most of the team members were relatively new to the company, so they were hesitant at first to fully participate. This required clear instructions, invitations and direct questioning of each team member, however, the male members of quickly adapted to the structure of the team mediation itself and were quick to share their experiences. This quickly dissolved any notions that that the issues were somehow linked to female jealousy. This laid a clear and open field to explore and identify the real issues, most of which were organisational and logistical in nature. Thus there were fulsome and practical suggestions how the team could communicate more effectively, and at this point the group was (perhaps for the first time) actually bonding and working as a team, and this included Martina. There was a great deal of validation for her suggestions, which particularly came from the other female team members.

2) As well, recognising that Martina’s role was a sort of lynchpin holding the various threads of operations and different personnel interactions together, a conflict coaching session was organised. This is a set of three, one to one meetings, where the mediator works individually with the client to explore and address the sources of conflict and their responses, and solutions they as individuals are empowered to take.

3) After her conflict coaching session, a one to one mediation was organised with Darren and Martina. Darren did not initially feel this was necessary. In the individual session he confessed, that he wondered if she was developing a mental illness or had other personal problems. He didn’t know what was wrong and therefore couldn’t support her and his last resort, was to suggest she see Occupational Health. The initiation of the disciplinary procedure seemed to entrench his perception that it was all her fault.

In her individual session Martina disclosed strong feelings of being aggrieved. She had already sought legal advice, where a solicitor was only too eager to tell her she was the victim of sex discrimination and could expect a handsome compensation if she went to an employment tribunal.

In the mediation session however it was quickly and clearly identified by both parties that the lack of clarity in Martina’s new role and responsibilities had had a significant impact on their working relationship and this had fed into other conflicts within the team. In time it was realised that the other tensions were symptoms of this particular dynamic. As well Martina had been silently seething through the process of business expansion, confused and unprepared for what was expected of her. Darren had been oblivious to these feelings, baffled by the sudden change in her attitude and it was cathartic for both parties to explore these. In this session a clear understanding of her job role and its duties was put forward, and crucially Martina participated in this design on an equal basis. The mediation agreement between the two parties, was focused on this, and it was clear, detailed and reflected the input of both. Darren also agreed to shelve the disciplinary process against her, which was a great relief to Martina, but this also significantly lowered adversarial positions, allowing for more constructive dialogue.

Martina reported that the conflict coaching session had helped her become aware and mindful of her responses under pressure, and to conflict. This had helped her to remain calm through the initial phases of implementing the new team agreement. The one to one mediation was implemented and both Darren and Martina transitioned effortlessly to this new working relationship, with a positive knock on effect, downwards through the organisational hierarchy, as well as laterally across the team. The discussions with the employment solicitor and plans to go to tribunal were a distant memory.

The one to one mediation took 1 day, compared to the 10 months of negativity, confusion and conflict that had plagued this organisation. The team mediation took 2 days, and the conflict coaching sessions consisted of 1.5 hours of coaching for 3 sessions. It is likely this investment of time and money saved the organisation significantly from the costs of defending a tribunal claim, the damage of negative publicity, and continued conflict even if Martina had left the organisation.

*all names have been changed to protect confidentiality.