Differences of opinion and creative energy are needed in every team - this is good conflict. But sometimes the differences can lead to disputes. Sometimes people don't feel treated fairly in a team. Sometimes conflict goes beyond what is useful. Sometimes it ends up in 'warfare', either open or hidden.
Conflict in a team, especially personal conflict, can be destructive, distracts from the work, and can add unwanted stress to peoples' lives.
A team mediation can address this in a constructive yet 'real' way, taking account of differing positions and interests, and facilitating a resolutionary outcome.
Everyone feels heard, management are able to move forward in a reasonable way having provided a business-like process, and all are able to concentrate again on their work goals without distraction.
A team mediation process allows for employee voice to be heard and also allows managers to speak openly in a supported environment. It ensures that everyone can hear what each other has to say and thereby increases communication.
It facilitates an adult approach to addressing the issues and means that more adversarial approached are not needed.
A team mediation is more complex than two-party mediation, if for no other reason that there are more people to speak and be heard. There can often be sub-groups within the team so issues may be different for different people. Dynamics are more complicated as there are more, and more diverse, working relationships. The methodology of the facilitation is therefore carefully planned in advance with the referrer to suit the particular situation. However it is based on the following 'general' methodology:
1. Agree terms of reference with referrer.
2. Individual, confidential meetings with team members. For very large numbers this can often be done through representation.
3. Production of a report which identifies the broad issues and strength of feeling in relation to these. No names are mentioned in the report which is presented as a general overview.
4. A team meeting is then held which (briefly) discusses the report - how accurate was it ? This provides the basis for going forward - a range of solutions are developed by the group using different facilitation techniques and these are prioritised. A plan is then developed and committed to by all present. This work is often continued over more than one meeting.
5. Where identified, two-party mediation outside of the main group can be held prior to the team meeting(s). This allows for issues and personal animosity to be dealt with in a more private setting and can have a good impact on the environment of the team mediation.
Brendan is a highly experienced facilitator and has run numerous team mediations in Ireland and the U.K., including senior management teams. These have included small groups of 4/5 up to large groups of around 60.
Mobile: 00 353 (0)86 8758471