We see mediation as an opportunity to develop all parties through the process. The model of mediation we use is transformative mediation. This model is ideal for workplaces as the aim is to use coaching throughout the process as appropriate in order to assist the individuals to engage in the learning and development aspect of the mediation. The mediation model therefore requires:

• Intake sessions – one-on-one sessions between the parties and the mediator on the day of the mediation;
• Joint Session – where both parties and the mediator investigate the issues or concerns. Here they consider the impacts or risks of those issues and concerns andtry to understand the requests, requirements or recommendations of each;
• Workplace Agreement – an agreement is developed and signed in alignment with the organisational values and code of conduct to allow for effective management of that agreement in the workplace;
• Workplace Agreement is countersigned by the manager.

The observed and reported outcomes of this model of mediation are that the parties recognise that their primary focus is to build a healthy and workable relationship. This relationship allows them to achieve their required outcomes and in so doing enhance the emotional and social Intelligence of each other and the team as a whole.

As chairman in a facilitated discussion, we coordinate the setting of ground rules and an agenda that will provide a low risk and safe environment for participants. We ensure participants engage in the process voluntarily and as a result feel acknowledged and validated regardless of the outcome. The result is an agreement on how to move forward for the mutual benefit of the individual as well as the business.

We assist in building personal development plans involving several layers. The primary agenda of conflict coaching is to increase the emotional and social intelligence of the individuals in order to assist them to engage in the conflict resolution process (mediation or facilitated discussion). This will require both parties to view their behavior objectively, to consider their personal developmental needs and to explore strategies for managing their personal responses as well as the responses of others. The primary focus is on the need to build a functional and highly performing work team.

We assist in building personal development plans involving several layers. In management coaching we draw on our expertise in human resources, industrial relations and organisational psychology to build a program which develops the manager in the areas of need. This may include:

• People management
• People development
• Performance management
• Interpersonal communication
• Professional boundaries
• Personal response (eg. anger management)
• Organisational fit
• Career coaching

We assist in building a culture that builds resilience in your individuals and your teams. The use of team realignment programs following conflict is to assist the impacted group move past the conflict situation and move away from ‘choosing sides’ within the conflict. In so doing the aim of the program is to assist the team to build strategies for managing behaviours and attitudes as they arise, and ensuring those strategies align with the Organisational Values, Code of Conduct and Expected Behaviours. Use of the established Policy documents allows for management of behaviours following the completion of the program as required. The outcome is a re-establishment of the expectations in the workplace, a re-enforcement of the focus and purpose of their membership in the team, and a review of their personal agendas and thinking in order to assist them to refocus on their employment outcomes as their primary agenda resulting in increased productivity.