Mediation in the Working Environment
Conflicts at the workplace / in the company
Interpersonal conflicts in the workplace are not uncommon and it is easy to get caught up in them. This can lead to reduced creativity, slower, poorer or no decision-making, and thus can translate into decreasing performance.
Interpersonal conflicts in the workplace are not uncommon and it is easy to get caught up in them. This can lead to reduced creativity, slower, poorer or no decision-making, and thus can translate into decreasing performance.
Conflicts can arise at all and between all levels of an organization. The approach of mediation is to show the parties involved that conflicts are not bad per se. Differing opinions can even inspire a company. The goal is for those involved to, among other things, get back into an exchange, into a conversation, and learn to deal with the conflicts differently for the benefit of the organisation.
Bring in an outsider to moderate a difficult conversation. An outside mediator can set ground rules and boundaries for the conversation, monitor those rules, get the conversation back on track when things get out of hand, and make sure everyone has a chance to be heard.
Conflicts can arise at all and between all levels of an organization. The approach of mediation is to show the parties involved that conflicts are not bad per se. Differing opinions can even inspire a company. The goal is for those involved to, among other things, get back into an exchange, into a conversation, and learn to deal with the conflicts differently for the benefit of the organisation.
Bring in an outsider to moderate a difficult conversation. An outside mediator can set ground rules and boundaries for the conversation, monitor those rules, get the conversation back on track when things get out of hand, and make sure everyone has a chance to be heard.
Family businesses
Family businesses contribute to a large part of the success of the economy. As a family grows, its interests often diverge and the relationships of individual family members to the business change.
Family businesses contribute to a large part of the success of the economy. As a family grows, its interests often diverge and the relationships of individual family members to the business change.
Disagreements in a family business are however normal over time. What is special, however, is that in addition to the ubiquitous problems, such as digitalization or a difficult labor market, that these companies face, family-emotional conflicts.
Tensions arise between the different generations (elder mediation) in the company because there is no agreement on what the future company strategy should be, the siblings are at odds because they both claim overall management of the company, or because there are fundamental disagreements about the company succession. These are some of the problems that – if left unaddressed and thus unresolved – can lead successful companies into a difficult economic situation. Mediation can improve or re-establish communication between the parties involved through a structured process and provide the insight, that varied perspectives can also be healthy for a company.
Disagreements in a family business are however normal over time. What is special, however, is that in addition to the ubiquitous problems, such as digitalization or a difficult labor market, that these companies face, family-emotional conflicts.
Tensions arise between the different generations (elder mediation) in the company because there is no agreement on what the future company strategy should be, the siblings are at odds because they both claim overall management of the company, or because there are fundamental disagreements about the company succession. These are some of the problems that – if left unaddressed and thus unresolved – can lead successful companies into a difficult economic situation. Mediation can improve or re-establish communication between the parties involved through a structured process and provide the insight, that varied perspectives can also be healthy for a company.
Associations and foundations
Associations and foundations are not only taking on an increasingly important role for civil society; numerous for-profit organizations have also adopted such a legal form. However, both forms are also characterized by a specific potential for conflict.
Associations and foundations are not only taking on an increasingly important role for civil society; numerous for-profit organizations have also adopted such a legal form. However, both forms are also characterized by a specific potential for conflict.
A foundation is controlled by a foundation supervisory authority. Here, disputes can arise over the foundation’s purpose, among other things. Other issues that often trigger conflicts revolve around changes to the foundation’s statutes. Conflicts between different organs of the foundation, the board of directors, the advisory board or the management are also not uncommon.
Associations have different structures that can also lead to disputes. They are often characterized by a common “idea” to which all those involved feel bound. Nonetheless – or precisely because of this – conflicts occur time and again in associations between full-time employees and volunteer members, between or within individual departments, between members and the executive board or within the executive board.
A foundation is controlled by a foundation supervisory authority. Here, disputes can arise over the foundation’s purpose, among other things. Other issues that often trigger conflicts revolve around changes to the foundation’s statutes. Conflicts between different organs of the foundation, the board of directors, the advisory board or the management are also not uncommon.
Associations have different structures that can also lead to disputes. They are often characterized by a common “idea” to which all those involved feel bound. Nonetheless – or precisely because of this – conflicts occur time and again in associations between full-time employees and volunteer members, between or within individual departments, between members and the executive board or within the executive board.