When the team dynamic is tragic!

This week’s case study looks at resolving conflict using mediation.

I always say that the interesting thing about HR is working with people, it’s the interaction with individuals, learning about them and building relationships, then using that knowledge to influence, motivate, develop and exit them where necessary.

One of our clients contacted us, as they had a manager whose relationship with one of their team members had broken down to the point where they could not sit in the same room together. They asked us to come in and mediate with the pair as an outcome of a grievance, and see if their working relationship could be repaired, as they didn’t want to lose either person as they both had unique and hard to source skills.

We arranged a time to meet, laid down the ground rules for the discussion and began. It was soon established that some of their issues was due to cultural differences. The manager came from a country where disagreeing with your manager was not deemed as acceptable behaviour,  you were expected follow commands without questioning. The other individual came from a country where speaking your mind was expected and respected – Can you guess the countries?

The manager kept speaking over their staff member during the mediation process, every time they expressed their feelings, to the point that we had to adjourn the meeting to calm the staff member and reiterate the ground rules to the manager. After an hour and a half of clearing the air, we established the foundation for their working relationship going forward. We followed up with each individual at 1, 4 and 8 weeks post the mediation session and the relationship was much improved. They would never be friends, but had found some common ground and a language to communicate in.

Here are some tips for mediation:

• Both parties must be open to the process.
• Set ground rules.
• Remember you are there to facilitate only.
• Do not take sides.
• Compromise is the key.
• Listen actively – without interruption.
• You can adjourn if the meeting is getting heated.
• It may take more than one meeting to find a resolution.
• Not every situation can be solved by mediation.

Watch our managing directors Facebook live on the mediation here.

While mediation is not a guaranteed solution for conflict and can be time consuming. It gives you an insight into individuals and may help highlight some action that needs to be taken within your organisation to build better working relationships both internally and externally with clients. For details on how we can support you, click here.

How many version of the truth are there?

One of the joys that I get from working with entrepreneurs and small businesses is that we get to be a part of their organisation. Often their lean organisational structures mean that we get involved in second or final stages of grievance or disciplinary hearings as part of the process.

One client of mine contacted me when they received a report from a whistle-blower (Def: a person who informs on a person or organisation regarded as engaging in an unlawful or immoral activity – Oxford Dictionary). The nature of the accusation was very serious as it related to safeguarding (Def: To safeguard something or someone means to protect them from being harmed, lost, or badly treated – Collins Dictionary) and as the founder and director would need to hear the case and some of their direct reports were potential witnesses, we agreed to come in and investigate the case.

We had to speak with 12 different parties who were a combination of colleagues, managers and client of the accused individual, as well as keep the individual (who was suspended on full pay) updated with our progress.

We received differing versions of the same incident and other concerns were brought to light. To get to the bottom of things some witnesses were spoken with on three separate occasions.

In the final report we recommended that the individual involved be removed from the location that they were working in as their professionalism with those particular types of clients was in question and the individual admitted to not enjoying working with that client group. Subsequently the individual resigned and started a new vocation.

This was a complicated case, I wanted share some learnings that will help you when you have a case to investigate:

• Act as soon as possible – memory fade and the ability of individuals to conspire increases over time.
• Understand the policy you are working with – make sure you are clear on the process you are following and your obligations as a manager.
• No such things as too much communication – Keep updating those involved.
• Seek help – If you aren’t sure ask for help.
• Remain objective - do not make assumptions based on your previous experiences.
• Gather all the evidence – don’t disregard the small details.
• Be detailed in your recommendations – see it as preparation for an appeal of the outcome.

Bear these tips in mind and your investigations will be successful. For details of how we can support you, click here.