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WORKPLACE DISPUTES Example:
A senior manager or executive is experiencing regular undermining by another
manager which appears to be negatively affecting how others view the senior
manager. The other manager is experiencing a lack of response to her ideas
of change in the department. By observations of others, the two do not
relate well to each other in department meetings and this is negatively
affecting the team morale of the department.
Example: An employee is experiencing routine subtle putdowns
by his manager. His manager sees him as a slacker but is afraid to fire
him. The employee has filed an informal complaint, or has been to see
the HR manager or the president of the company.
Example: The doctors in the department are experiencing greater
hospital expectations for less and less autonomy and quality of practice.
The hospital administration views the department as arrogant but essential
to the functioning of offering quality patient care.
Example: A long term or executive employee has been given notice
of a severance to occur at a future date and the terms of a severance
package are not agreed upon.
Example: A large organization is having to downsize and would
like to have the presence of a mediator to facilitate the discussion and
questions about each employee’s job loss or change.
Baltimore Mediation’s transformative approach to conflict with a
focus on the quality of the interaction and dialogue is especially appropriate
within an organizational setting that by its very nature has many divergent
factors and stakeholders. The organized and cohesive workplace has, by
definition, the need for a process which promotes working with each other
and maintaining creativity and productivity as well as respectful relationships.
Mediation from this approach provides this.
Mediation from the transformative approach is popular with employees because
it enables them to discuss upsetting situations, difficult circumstances
or grievances in an informal setting with a neutral person facilitating
conversation that is focused on what is important to the participants
and what they see as barriers or potential ways to improve or resolve
a conflicted situation. Because the process is informal and is facilitated
by a neutral mediator, it is less adversarial than more traditional HR
processes or grievance procedures. While mediation is popular among employees,
mediation is also favored by managers, HR directors, financial officers
and CEO’s who find that mediation is a cost effective alternative
to time- consuming and a costly formal grievance processes or legal actions,
and, as importantly, quality mediation is a demonstration of responsiveness
to employees, colleagues, or valued long term clients. Baltimore Mediation
has been honored to provide these quality mediation services for hundreds
in such situations.
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