Workplace mediation case study

The study is based on a real case, all names and organisations have been changed.

Workplace mediation case study

Peter is a team supervisor and Shaun is a member of the team he supervises. After an incident at work where Peter felt physically threatened by Shaun, Shaun has been suspended from work. The companies grievance procedures allow parties to request independent mediation and the two parties have agreed to try this before Shaun returns to work. The conciliators contacted the parties and discussed the conciliation process. Both parties agreed to take part. The mediators arranged for both parties to be seen separately for an hour before the joint meeting, to be held in the afternoon.

At the individual meeting Shaun objected to the way that Peter told him to do tasks. He felt that Peter was rude and demanding and treated him differently from other members of staff. Shaun started to criticise how Peter dressed and the sort of car he drove and the conciliators needed to point out that the mediators was about workplace behaviour.

Peter wanted Shaun to be sacked. As the mediators questioned Peter it emerged that Peter was worried about how Shaun’s behaviour would impact on others at work and that he was concerned for his own safety.

Shaun and Peter were very reluctant to attend the joint meeting. The mediators assured them that if they felt uncomfortable at any stage they could take a break from the proceedings. Shaun was worried about confidentiality and the mediators discussed how the the meeting would be confidential to the participants.

Initially Peter and Shaun were only able to talk through the mediators but they were gradually able to direct their questions and concerns to each other.

The agreement reached between the parties surrounded the issues of the manner and nature of communication between them both. They recognised trigger points and how they could avoid these in the future. They were able to identify acceptable requests by supervisors and appropriate behaviour by staff.

The agreement also included an upward referral to line management on issues they were unable to reach agreement on.