Impact Mediation Case Studies

Mediation Case Studies

Case Study 1

Background
Alice a manager in a large retail high street chain recently returned to work after maternity leave. Jan - her work colleague and close friend - had been given the responsibility of covering Alice’s workload whilst she was on leave.

Alice was looking forward to returning to work as she missed the company and responsibility. However on her return she began to feel undermined by Jane’s new responsibilities as she felt that Jane was still carrying on and making decisions which had originally been under Alice’s remit. Alice became distressed and anxious but felt that she did not want to complain as she did not want their friendship to suffer.

As Christmas approached demand on workloads were high and everyone was feeling under pressure to increase sales. At the Christmas party, Jane was offhand with Alice and began to make inappropriate comments about Alice’s ability to cope with work and her new family life. Alice became upset and left the party early. The next day she phoned in work sick as she could not face Jane. Alice realised things were out of control and that her relationship with Jane had deteriorated. Desperate, she started to search on the Internet to find out what she could do. She rang Impact Mediation’s help line.

Issues Identified
After an initial assessment by Impact Mediation a number of factors were identified contributing to the difficulties she was having in the workplace. Alice was advised to speak to Jane about the issues as early resolution is the key.

Strategy
Alice was advised to make a list of all the issues; this in itself had a positive affect on her mood. Secondly Alice asked Jane to meet up for a coffee and a chat. With the support of Impact Mediation’s advisor Alice was able to prepare for the meeting calmly and keep the discussion focused on the issues which were concerning her. Jane was upset when she realised that Alice had been upset; she stated that she was wondering why their relationship had not been as close and had just thought that it was because Alice did not have time for her anymore as she was busy with the baby. Jane also explained that when Alice was on maternity leave she had been given more responsibility and had enjoyed it. She also had decided to apply for the store’s graduate manager scheme. Alice and Jane agreed that a way forward would be to arrange a meeting with the store manager and personnel to clarify their job roles.

Evaluation
Jane and Alice needed to talk through their issues; their dilemma was typical of a breakdown in communication. Both of them needed to discuss their issues which were affecting their work roles, their relationship and their friendship. After attending a meeting with their manager, their job roles were clarified and they were able to work together as a team once more with their personal relationship remaining intact.

Case Study 2

Background
Samy, an administrator on a busy customer care council service, had suddenly gone home without informing anyone. When he returned the next day Tony, his manager, asked him to explain why. Samy explained that he could not concentrate on his work as he had been distressed by comments that had been made by Lewis his fellow worker. Tony decided to ask Lewis what was said and why Lewis had felt that it was ok to say such comments. Lewis stated that he was unaware that the comments he had used would offend. Tony did not want the situation to escalate so he met again with Lewis and Samy individually and explained the situation and that they both had to work together.

Two months later an argument ensued between Samy and Lewis. Tony at the time was in a meeting and was called to deal with the incident. Both Lewis and Samy were extremely upset and Tony could not find out why. Tony’s responsibility as their line manager was to ensure that he had shown duty of care on both sides. He asked them both to return to their work. However he was anxious as he could not establish the facts and felt he did not want to proceed down the grievance route. When he returned to his office he rang personnel who advised him to contact Impact Mediation Ltd.

Tony knew that Samy and Lewis were an asset to his team and wanted the matter resolved as quickly as possible before it escalated and damaged the rest of the team’s dynamics.

Issues Identified
After an initial assessment Tony decided that the mediation process was a positive option. As the council’s budget was limited, Tony agreed that the one-day mediation would take place on site but in a different building to maintain confidentiality and objectivity.

Strategy
The mediation was scheduled for three days later as intervention needs to be implemented as soon as possible. Samy and Lewis both had the opportunity to discuss the issues in an impartial confidential initial separate meeting. Both parties agreed that they wanted to resolve the issue and a joint meeting was arranged for the afternoon. The mediator was able to establish the facts and draw up an action plan, which Samy and Lewis had to follow. Both parties agreed that the mediator would follow up with another joint meeting in two weeks’ time to see how the relationship was progressing.

The mediator revisited the council and Samy and Lewis discussed their working relationship, which had improved.

Evaluation
Tony acted quickly and effectively. By using mediation he was able to address the issues which were detrimental to Sammy’s and Lewis’ working relationship. The relationship had been affected by a comment which was not used intentionally; however it had caused offense and distress which had led to a breakdown in communication. Without the mediation intervention the relationship may have deteriorated further leading to a breakdown in working relationships which not only would have impacted on Samy’s and Lewis’ work but also on their team members.

Therapeutic Intervention Case Studies

Background
An organisation based in the South East providing supported accommodation for adults with mental health issues. Recently the organisation implemented a number of changes and although mostly successful had been experiencing difficulties with one of their teams. The organisations raised concerns that the difficulties were causing stress for the residents, creating disputes, absenteeism and low motivation among the team and were having a butterfly effect through the organisation. The organisation approached Impact Mediation looking for a professional resolution.

Issues Identified
After an initial assessment we identified a number of factors contributing to the difficulties within the team. During the changes one of the support workers had been promoted to team manager and although this promotion had been to head a new team he was managing individuals with whom he had previously worked as a peer and this was causing an atmosphere of mistrust and disrespect. Also it was identified that one member of the team had disclosed through her supervision that she was especially struggling with the changes and senior management acknowledged that her behaviour was creating divisions among the team.

Strategy
With the support of senior management separate initial meetings were set up with the individual members of staff, staff team and with the manager. These team meetings allowed all the individuals concerned to voice their opinions, feelings and fears and gave the Impact team enough information to action plan the resolution. Impact then went on to use mediation resolution meetings to resolve minor conflicts, provided a mentor for the manager to support him in his new role and supported the individual member of staff through 6 weeks brief workplace counselling where she was able to understand and resolve her fears and difficulties around change and through using CBT techniques was able to develop new coping strategies. Once the underlying issues were resolved Impact Mediation then went on to work with the team to create a healthy team dynamic and working culture through team building events.

Evaluation
Within a short period of time the organisation reported a significant improvement in staff relations, performance and adapting to the changes. They noted that absenteeism had dropped to an acceptable level and the manager and team were working well together resulting in increased motivation and excellent service provision for the residents. The organisation also found that positive feedback from residents to purchasing bodies was resulting in an increase in business.

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