Last
week I ran a workshop for some senior, capable HR people from UHR (University Human
Resources). The theme was ‘How to make
the most of mediation in your workplace.’ We had discussed some really
creative ideas about managing resistant parties and managing difficult
behaviour – reframing, proportionate conflict facilitation, staying in the
impartial mediator role under pressure. As ever, though an underlying theme of
pessimism and frustration seeped in as people recounted examples of parties ‘who
were just going through the motions’ or ‘wanted revenge or an apology and
nothing less’ or ‘didn’t think anything was to do with them so went into
denial.’
Of
course these situations can be difficult to mediate, and may end up with an
incomplete, ineffective or no resolution. These doubts may even prevent the
parties going beyond separate meetings. But why does this seem to undermine
user confidence in mediation disproportionately? Paul
Latreille described this as the ‘fragility’ of mediation:
‘Attitudes towards
mediation are in many instances only as positive as the last experience.’
Yes
a mediation that does not work out a planned is difficult, but why do we focus
on the ‘failures’, the difficult moments and unresolved conflicts. Most of my
mediations and those of several hundred colleagues result in success in over 75%
of cases (monitored and based on party and client feedback) – issues resolved,
communication restored, working relationship improved.
I
hope I was positive at my workshop, acknowledging that difficult situations
leave their mark and damage confidence, but also encouraging bold, honest and
accurate reflection of the many positives that mediation produces. Let’s get
the success stories out there. Build confidence by recruiting, training
and developing mediators to a high standard.
John Crawley is
running our market leading Workplace
Mediator 5 day course in London on Public Programme on 13, 14 and 15 November
and 20, 21st November.
John Crawley
