When employees don’t get on, it can make things uncomfortable – not just for them but for the team around them too.
And while a little bit of bickering or a personality clash isn’t the end of the world, colleagues in conflict can cause big problems if a feud interferes with work.
One snide comment can easily snowball and the next thing you know, you’ve got a formal grievance on your hands…
That’s when using “the talking method” can help to diffuse an unpleasant situation before it turns ugly. In HR terms, this is known as mediation.
Like with any relationship, communication issues can stir up drama, especially if an employee’s words cause offence or get lost in translation.
And whether it’s a message on teams that gets taken the wrong way or an icy comment in the morning meeting, communication problems have the potential to break a working relationship – and fragment an entire team if left unresolved.
Take this scenario:
Employee A won’t speak to employee B because they don’t get on. This prevents important tasks from being completed or handled in the right way. The frostiness between the employees then creates friction and awkwardness for the colleagues who work closely with them, leading to more disruption.
The whole point of using the “talking method” is in the name. It’s about facilitating good communication and compromise.
Mediation can be a great tool for nipping conflict in the bud.
With mediation, someone impartial – perhaps yourself or an HR manager – can set up a meeting with the employees who are having a disagreement and help them talk it out.
The mediator will lead the conversation and try to help the employees reach an understanding. The mediator’s role is to encourage the employees to be open and honest, so both parties can see where the other is coming from. The aim is to then find a resolution or compromise.
Communication might not always be the issue. There may be clear communication, but fundamental values or practices are misaligned.
If that is the case, you can still use mediation to discuss and implement steps that aim to help both parties tackle the issue or barrier.
Perhaps one employee feels their team member isn’t “pulling their weight” or they’re struggling to co-manage a project with them. The mediator can help to identify the issue, give both parties the space to air it, and consider practical steps they can both take to try to improve the working relationship.
What’s good about mediation is that it’s both confidential and informal. It’s a good way of trying to resolve a problem without having to go down a formal route. And this may be preferable than entering a lengthy process that inevitably brings a lot of stress and discomfort.
You can also use mediation at any stage of a disagreement (but the earlier the better).
It’s important to note that mediation is voluntary, so you can’t ever force an employee to participate if they don’t want to.
So if an employee is reluctant to try mediation, encourage them to give it a go. Speaking openly and honestly about feelings isn’t an easy thing to do, especially at work. But if you’re able to clearly explain all the benefits of mediation, an employee might feel more willing to try it.
And even if you try it and it doesn’t resolve the issue, it’s always best to attempt to try if it’s possible. And if either one or both parties don’t feel mediation is right or working, that’s when you may need to advance to a formal grievance procedure or jump straight to it depending on the issue.
It can be hard to find a totally impartial mediator, who has the training to help employees resolve their issues – whether that’s an issue between a manager and their direct report or colleagues in completely different roles.
It’s why UK employers trust Peninsula to facilitate their mediation sessions for them.
If you’d like to discuss find out more about the mediation service at Peninsula, enquire below:
Peninsula Team, Peninsula Team
(Last updated )
Peninsula Team, Peninsula Team
(Last updated )
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