This post will focus on the use of mediation between personnel inside an organization. Such mediations are sometimes called “workplace mediation,” or “facilitated conversations.” The latter term emphasizes the relational and often informal nature of such mediations.
If you’re a leader and two or several people in your department are in a conflict, here’s a perspective you may not have considered.
In my experience there are three scenarios of personnel conflict that mediation works for in an organizational setting. Each type of conflict has a corresponding use of mediation.
- Mediation of a dispute over clearly defined issues such as which software to purchase or how to conduct strategic planning
- Restorative mediation aimed at addressing harm from past actions
- Mediation of problematic ongoing conflict in a working relationship

1. When conflicts are focused on clearly defined decisions that need to be made, then whether mediation “succeeded” or not will be evident. You’ll be able to tell whether agreement was reached or not. Examples include how much to spend on a particular project, or how many people to hire. Well-known Canadian mediator Gordon Sloan calls this type of conflict a “dispute” to distinguish it from underlying conflict, where, for example, one individual is generally more inclined to spend funds compared to the other’s tendency to restrict spending.
2. When relationship conflict is fuelled by harm that was done and the offending party is willing to take responsibility for their actions, then mediation can be effective at healing that injury and “restoring” the relationship. This can also occur in a bilateral manner in which both parties are able to take responsibility and acknowledge inconvenience, harm, or pain they contributed to. These are sometimes called “restorative mediations.” They can produce a positively transformed relationship following the intervention.
3. When conflict between individuals manifests as ongoing differences about how to work together, then mediation outcomes will be less defined. For one thing, conflict in some form is usually part of ongoing relationships whether they are personal or professional. In such cases, conflict can be approached differently in mediation; for example, it can be framed as how to relate and respond more effectively to the ongoing conflict.
In 3), how do you evaluate mediation when there is still ongoing conflict? The short answer is that it will take time. The participants may report that mediation was helpful, but it will usually take weeks to determine if they are reliably handling their differences better. Before bringing in a mediator, a leader should consider whether she is comfortable using mediation in this way. Working relationships are ongoing, so workplace mediation that focuses on relational matters needs to be judged over time. Furthermore, mediation may be best applied over time as well.
The mediator can assist the parties to understand their conflict more positively and to develop strategies for cooperation. After an agreed upon time such as two weeks or a month, the parties return to mediation to evaluate new practices they agreed to try out. The mediator helps them make the relationship work in the context of the responsibilities of their positions. Ideally, the parties quickly become self-sufficient in this review process and meet as needed on their own to talk about how their working relationship is going, and make any needed adjustments.
A reminder of three variations in how workplace mediation can be used:
- Mediation of a dispute over clearly defined issues such as which software to purchase or how to conduct strategic planning
- Restorative mediation aimed at addressing harm from past actions
- Mediation of problematic ongoing conflict in a working relationship
Of course, conflict may not be so tidy as to fit neatly into only one of these categories and may be a unique combination of them. Nonetheless, knowing about these different possibilities can help a leader plan for mediation, and also inform conversations with the mediator (whether external or internal) about the goals or progress of mediation.
This post is the sixth in a series of posts on eight dimensions of leadership in conflict that I outlined in Post 93.
Great work and nice contents. This is so helpful.
Hi Maxwell,
Thank you for your kind comments. I would be interested to know any insights you have when you apply the ideas.
Best regards,
Gordon