Success story: moving forward together after mediation

Context of the conflict

Bart found himself in a new working environment after a company takeover by a large American corporation—a drastic change after 20 years at a small family-owned business. The new corporate culture felt alien and threatening to Bart, particularly as he suspected the company preferred to part ways with older, higher-cost employees. With children in college and the awareness that finding a new job at his age would be challenging, Bart became increasingly anxious. His concerns surfaced during a lunch break, where he confided in a colleague.

Shortly after, during his performance review, his manager Pascal addressed Bart’s negative comments about the organization. Pascal suggested that Bart might want to consider looking for another job if he was uncomfortable with the new employer. This confirmed Bart’s fears that the company wanted him gone, and the situation quickly escalated. Bart experienced a panic attack and called in sick the following day. While his doctor advised rest, Pascal questioned the legitimacy of Bart’s sick leave and requested an urgent occupational health consultation. This further alienated Bart from his employer. The company doctor identified a workplace conflict and recommended mediation.

The mediation

The mediation process began with individual online pre-meetings, following Result Mediation’s standard approach. For Bart, this step was crucial given the intensity of his emotions. During his pre-meeting, Bart expressed that he only wanted one thing: to part ways with his employer. He shared his worries about his children and his fear of being unable to find a new job. The mediator discussed what mediation could offer and reviewed several possible scenarios. Bart was given time to process this information and weigh the pros and cons of each option.

By the first joint session, Bart was noticeably calmer. He shared his story with Pascal. Thanks to various interventions by the mediator, the discussion remained constructive and free from blame. Pascal emphasized that the company greatly valued Bart as a skilled professional and wanted to retain him. They discussed the takeover and Bart’s concerns, clearing up misunderstandings and clarifying the company’s vision.

By the end of the first meeting, much of the tension between Pascal and Bart had dissipated. One unresolved issue remained: the colleague who had reported Bart’s negative comments to Pascal. It was decided to invite this colleague to the next meeting to address this matter. During the second session, the colleague explained that he had no ill intentions but simply wanted to raise a concern about Bart’s well-being. Pascal admitted he had misinterpreted this signal and apologized.

The parties agreed to put the past behind them and hold weekly meetings to monitor Bart’s progress and well-being. Bart was set to return to work the following Monday, starting with a team meeting where he and Pascal would update the team on the mediation and its outcome: a joint effort to rebuild their working relationship.

The resolution of the conflict

Continuing the working relationship proved to be the best solution for both Bart and his employer. The company retained a valuable employee, and Bart kept his job. Thanks to the swift intervention and the opportunity for Bart to express his emotions and build trust with the mediator during the pre-meeting, the first joint session was highly constructive. Bart later shared that discussing various scenarios with a neutral third party helped him realize that staying was the right choice.

This success story highlights the importance of timely and appropriate interventions in workplace conflicts and demonstrates how mediation can help restore strained employment relationships.