When Conflict at Work is Getting Out of Hand, Consider Mediation
For some, the word ‘mediation’ can signal things going wrong. But by understanding potential benefits of workplace mediation, managers can use it to resolve conflict and prevent escalation to formal process.
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The purpose of mediation
The term ‘mediation’ has wide variety of uses in both personal and professional contexts. Whether in a divorce or corporate settlement, mediation is often seen as a preventative measure to avoid cases going to court.
Mediation does far more, however, than mitigate legal and financial risks. In the workplace, it is tool that can help colleagues explore their needs, feel heard, and jointly plan steps forward out of dispute.
Facilitative mediation is the approach typically used in the workplace (contrasting with the evaluative approach typically used by legal practitioners). This focuses on empowering the individuals in conflict to make their own decisions, with the mediator offering a structured process with the potential to reach mutually agreeable solutions.
The mediation process
Facilitative mediation is a structured process where a neutral mediator guides parties to resolve conflict through dialogue rather than imposing solutions. This typically includes:
An initial meeting with each participant individually, to set ground rules, explain confidentiality and build trust
A joint meeting, giving each party the space to share their perspective without interruption.
The mediator then helps clarify issues, encouraging participants to move beyond fixed positions to explore underlying interests, needs and motivations
Through active listening, reframing, and open questioning, the mediator fosters mutual understanding. The aim is collaborative problem-solving, enabling parties to generate and agree on workable, lasting solutions.
Who mediates?
The impartiality of the mediator is critical. Any perceived bias will undermine the whole mediation process.
Mediators may be internal or external, and could include HR professionals. Some organisations invest in developing their own internal mediators. This can foster a climate of early resolution and positive employment relations.
While managers can effectively deploy mediation-based approaches in resolving day-to-day conflict (listening to both sides individually, identifying interests and seeking common ground), this should not be confused with undertaking the role of a professionally trained mediator. There is a risk in blurring the lines between roles. Managers occupy a position of power in the hierarchy; they may also be an influencing factor in conflict, or even be one of the parties in dispute.
The importance of consent
For mediation to work, it has to be voluntarily entered into by both parties. This means offering mediation as one option for resolving disputes, rather than imposing it as a process.
Even where colleagues have given their consent, it doesn’t mean everyone will be comfortable with the process. A professional mediator will work with each party individually to begin with, to build a deeper understanding of their issues and seek their consent for moving to the next stage.
Three signs that mediation could help your team
Recurring conflict patterns – If the same disagreements resurface between team members despite previous attempts to resolve them, it suggests deeper issues where mediation can help uncover root causes.
Team dynamics suffering - if tension is spreading, lowering morale, or creating cliques, formal or informal mediation may prevent wider disruption.
Increases in complaints/grievances – early mediation can offer a de-escalation route before formal HR processes kick in.
This article is written by Lucy O’Melia, Head of Learning and Development Services, Involvement and Participation Association
The Institute for Employment Studies (IES) is an independent, apolitical, international centre of research and consultancy in public employment policy and HR management. It works closely with employers in all sectors, government departments, agencies, professional bodies and associations. IES is a focus of knowledge and practical experience in employment and training policy, the operation of labour markets, and HR planning and development. IES is a not-for-profit organisation.