Context
A claim of discriminatory behaviour was made from the chief executive of an organisation towards a member of their board. This caused significant ructions and threatened to divide and disperse the executive team, and cost the leadership their role. Aside from the personal turmoil such situations cause, the churn in talent is regrettable and so mediation was sought rather than a more divisive first option.
Approach
A lengthy process of personal interviews was undertaken to understand the entire scope of the dispute, including with senior staff and all members of the board. Personal position statements were prepared and the mediation was scheduled in a neutral setting, neither board room nor company premises.
The time to tackle challenging behaviour is as close to the time it happened as possible.
From there, the work was to build a structure sturdy enough to hold a genuinely difficult conversation without either side feeling ambushed or unheard — clear turns, clear stakes, and enough time for things to land.
What emerged
The mediation proceeded with the parties legal representatives available if required, but fortunately this was not necessary until the conclusion of the mediation and the signing of a written settlement agreed and signed by all parties. Following the mediation a programme of training was commissioned by the organisation so both staff and board members had greater awareness of the dynamics of discrimination and how to implement effective challenge procedures in their organisation. All resignations were avoided, as a result of this process
Reflection
This is the kind of work which feels meaningful and an example of how an effective conflict process can in fact be a gateway to growth, learning and closer relationship.