Posts Tagged ‘conflict management’

A plea for early dispute resolution; will settlement agreements help?

June 14th, 2013

I have been involved in a few cases recently (and more than I care to remember in the past) where long-standing, previously well-respected and high performing individuals have been exited following serious allegations raised against them. The allegations have come without warning and in some cases with little real… Read more »

Why bother with Workplace Mediation; too soft and fluffy?

May 9th, 2013

In the current economic climate there are more important things to worry about; right? Wrong; the cost of unresolved workplace conflict is staggering and effective mediation or conflict management can improve the bottom line. The Rise of Workplace Conflict There is little doubt that workplace conflict is on… Read more »

The Importance of Being Clueless

April 4th, 2013

This is one of the eight habits in Sahar Hashemi’s book, Switched On (1). I had the privilege to hear Sahar speak recently at a LMW event. Sahar told her personal story of how she and her brother created and built Cafe Republic and identified some of the lessons and insights that… Read more »

Testimonial

The report was very professional, it dealt with all the issues raised and was particularly thorough. It clearly took the time to fully understand all of the issues and background. It was complex but the report really helped to break it down and I’m hoping we can progress in a positive manner following the recommendations.

Group HR Manager, Energy Sector |

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Featured Case Studies

Group Conflict – Conflicts between teams

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.

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Conflict Coaching – Shareholder/Director dispute

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.

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