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.16 Jun 2008
Strategies from the experts: June 08
13 Jun 2008
The cost of conflict in the wake of the credit crunch
22 May 2008
European Union approves Mediation Directive
21 Apr 2008
CEDR revises its Model Mediation Agreement and Procedure
Thursday 11 September 2008
- 5:00 pm registration for a 5:30pm start'Meet the Mediators' - North East & Midlands
Monday 15 September 2008
Registration and refreshments 7.30 - 8.00am, briefing 8.00 - 9.00am, end 9.30amCEDR Breakfast Briefing: 'Are IP disputes amenable to mediation?' with Alan Limbury
Thursday 18 September 2008
The Managing Conflict Series: Effective conflict management, leadership and organisational culture