MEDIATION

Conflicts at the chair of a university

• OccasionEmployees of a chair have fallen out personally and can no longer reach a compromise on their own (article publication, teaching commitments).
• Topic: The – organisational deficiencies at the chair itself, which are discussed between the chair members, are a constant source of irritation. The chair holder does not fulfil the management task or there is a lack of coordination as to what is expected and desired.
• ResultsInvolvement of the head of the department to clarify conflicts, agreement on regular departmental meetings in the inner circle, in which tasks are strategically discussed and distributed. Recognising the changed cultural conditions at the university.

Conflicts in the recruiting team

• OccasionStarting point for the mediation were escalated conflicts about the competences and procedures for recruiting new staff that were urgently needed for the new location. The responsible online recruiters needed the input of their colleagues, which they felt was lacking. In turn, the online recruiters had little success – and the joint task remained unfinished.
• TopicNeither side felt heard and understood, therefore did not hear and understand the other side and insisted that their respective solutions be implemented. Because they came across so conclusively, each side became desperate, angry and annoyed with „the other“ because that side was acting in such a stubborn and company-damaging way.
• ResultsA joint strategy workshop with all relevant employees was intended to remedy the situation. This workshop was organised in line with a mediative working method and initially enabled a clarification section on how the respective memories and stories about the shared past contradicted each other and yet were similar in their structure, in order to then work out the points that everyone wanted to work on (WHAT ARE YOU WORKING ON?) – and how they would bring this into the world together (HOW DO WE WORK TOGETHER?).

Conflicts at interfaces are particularly annoying!

• Cause of conflictBetween those responsible for two areas that have to work together, in this case between the institute's administration and the cleanroom, there are recriminations and conflict situations. It became loud and abusive several times in management meetings. Mutual accusations, finger-pointing, sarcastic and cynical commentsaudible to all showed everyone how Poisons the atmosphere was. The respective employees in these areas, who had to work together (interface pairs), no longer clarified their different perspectives and task requirements, but rather delegated everything right up to the divisional managerswho were no longer on speaking terms. As joint discussions did not bear fruit, the head of the institute granted external mediation to clarify the conflict situations and restore the urgently needed ability to cooperate at all levels.  
• Themes: The emerging topics were on the one hand hurtful individual situationswhich poisoned each other's perceptions without being discussed, but which had been going on for months. In addition, there were different Labour values as a result of different professions and areas of responsibility. Different Work ethics, strategies and problem-solving approachesthat were not jointly discussed and negotiated led to escalation.
• Solution approachThe mediation discussions: slow communication about backgrounds and values, problem perception and problem-solving strategies showed that the two professions simply have considerable differences – and appeal to different personalities. In the mediation discussions, the participants succeeded in increasing mutual interest in a calm, moderated atmosphere, listening to each other again and thus developing mutual understanding. Both sides agreed on a more intensive Rule communication with each other (so-called "Friday talks") and clarifying discussions with subordinate employees. An intensified Culture of delegation (to the employees!) and a more intensive, cross-departmental exchange were agreed and introduced.

Conflicts on the way to a paperless office

• OccasionAfter two camps had formed, between which only individual employees „mediated“, the managing director's patience was exhausted and he ordered external support.
• TopicThe main topic was the introduction of digital files. There were those in favour who would have preferred to work exclusively with laptops, citing not least environmental reasons, while their„opponents cited above all practical reasons for not relying exclusively on digital files. They not only had good reasons of tradition („old and proven“) on their side, but also practicality in the field. It quickly became clear that it was also about „generational fears“, communication difficulties between old and young as well as between „East“ and „West“.
• ResultsA period was agreed during which the digital file was introduced on a trial basis. In particular, aspects of a transitional period were taken into account, in which both file systems would be used in parallel or a type of manual file for travelling was agreed according to the specific needs of the department.