How do you measure success?
As a mediator, it is important to me that participants can fully participate in the process, have their say, and hear the other person’s perspective. It is not necessary that they agree, but it is important that they have increased understanding; both of themselves and the other. Essentially, I would hope to see a shift from the stuck positions that people present on their first meeting.
Whilst it is incredibly rewarding when people come up with list of agreements and the prospect of a productive working relationship for the future, I think it is important that, as a mediator, I am not invested in any particular outcome. My role is to support them through the process and they are in charge of the outcome.
Is there an outcome that you are particularly proud of?
Following on from the previous answer, I am more proud of how I have handled the process, especially where people have expressed real deep-seated animosity in the private exploratory sessions. It feels fantastic to see these painful feelings melt away, simply through sitting and working through the issues together in a facilitated meeting. So, I guess I am proud of being able to stay steady throughout that.
What is the most important thing that you have learnt along the way?
I’ve learnt that I never know what’s going to happen once people get in the room. Expect the unexpected!
What advice would you give to those contemplating or starting out as mediators?
Practise, practise, practise! It can be hard for new mediators to find opportunities to practise, so I would advise them to bring their new-found skills into play whenever they can; at work, at home or at play.
Can any dispute be resolved through mediation?
No. However, where people want or need to re-establish a healthy working relationship, mediation provides that opportunity.
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It is not uncommon for conflict to arise between different teams. This can have considerable impact on both individuals and performance. A number of approaches can be used in this sort of scenario, including neutral assessment, team facilitation and group mediation.
Agreement could not be reached to enter into mediation in this situation and therefore coaching was an alternative support provided to one of the parties. The relationship between a majority shareholder and a shareholder/director was causing conflict. The relationship would be ok at times but disagreements would flare up from time to time and this was beginning to impact on the business.