Business Mediation

What is business mediation?

Every conflict can be resolved if the parties to the dispute really want to!

Mediation offers a structured process and neutral mediation between the parties to resolve conflicts effectively. Long-term and sustainable solutions are developed that improve the relationship and prevent future conflicts.

Mediation is promising if:

• the conflict parties are interested in resolving the conflict and conflict parties want to find an mutually agreeable solution (win-win situation).
• none of the parties is in a much worse position.
• the mediator is accepted and respected by all parties to the conflict.

An example from practice:

Mediation in a medium-sized mechanical engineering company

Initial situation

There was great dissatisfaction in the legal department. Sales representatives were demanding faster and more flexible contract processing, as customers were not prepared to wait for the legal department to review their contracts. This was already leading to a loss of business.

Escalation

The situation escalated into a massive conflict between the legal and sales departments. Constructive cooperation was no longer possible and the managing director asked for my mediation.

Mediation process:

• Assignment clarification

  The managing director and the two managers agreed on my support as an external mediator.

• First meeting

  Both managers presented their views and three game rules were established: Listening without interrupting, no verbal attacks and speaking in the I-form. An agenda with the most important points was drawn up.

• Second appointment

  The focus was on clarifying the conflict. By asking specific questions and brainstorming, the managers developed their own solution proposals and communicated directly with each other. A consensus and disagreement list was drawn up.

• Third appointment

  The points of consensus and disagreement were worked on further. Both managers dealt with each other openly and fairly, which created a new level of cooperation. A final agreement was signed.

Success factors

The successful collaboration was possible because both managers had the company's best interests at heart and did not want to disappoint the managing director.

The outcome

A further meeting confirmed that the agreement had been kept. The managing director received positive feedback and the departments were able to work together constructively again.

Typical examples of use:

• Disputes in the management
• hardening of fronts, disputes between management and works council
• Conflicts between managers and employees
• Competence disputes
• Conflicts in projects
• Blockades after restructuring measures
• Conflicts with customers, suppliers, manufacturers
• Disputes between associated companies
• Conflicts after company mergers