Both individuals had very determined and controlling management styles and found it difficult to see each others’ perspectives. The subordinate believed there was a legal case of discrimination and harassment to answer, but the employer’s perspective was that the breakdown of trust and empathy between the two individuals was more important than the legal issues.
Both individuals were coached separately over the same period of time. Both agreed that they needed parameters to change their behaviours and an agreed framework to work with each other.
Coaching on an individual basis in two-hour sessions and then together for a half-day for two months, led to them work on ground rules and agree changes together. They adhered to the framework, which consequently improved their relationship saving the development of a potentially difficult dispute and the possible waste of two careers.2 Feb 2010
Mediation in the UK today, by Sir Henry Brooke
22 Jan 2010
Mediation Audit to close on Monday 15 February
18 Dec 2009
Dealing with workplace disputes
27 Nov 2009
Conference on Settlement in Arbitration: Report and Rules
Wednesday 17 March 2010
4:00pm - 7.30pm Exchange Forum - Mediator Speed Dating
Wednesday 31 March 2010
Law and practice for non-lawyer mediators
Wednesday 9 June 2010
9, 10, 11, 14 & 15 June 2010 Mediator Skills Training - Fast Track