Most workplace conflicts don’t start as crises. They start as a missed comment, an unequal workload, a decision someone felt shut out of, and they harden quietly until two capable people can no longer work together. By the time a manager calls us, the question is rarely “who’s right?” It’s “how do we move forward without any more chaos?”
That’s the question mediation is built to answer. In more than 25 years, the large majority of disputes that reach us are resolved without escalating to a formal grievance or legal process. This guide explains what workplace mediation actually is, when it’s the right tool, how our process works, and what outcomes you can expect.
What is workplace mediation?
Workplace mediation is a voluntary, confidential process in which a neutral third party from our TPR team helps two or more people resolve a dispute and reach a written agreement they both accept. The mediator supports all parties in bringing calm, speaking their truth, and hearing the other party’s perspective. The mediator’s job is to create the conditions, safety, structure, and focus in which the people in conflict can work out a path forward for themselves.
Unlike an investigation (which determines what happened), a manager’s ruling (which imposes an outcome), or a grievance (moves the situation into the hands of theunion and management), mediation keeps the resolution in the hands of the people who have to live with it. That’s why the agreements tend to hold.
When should you use mediation?
Mediation is usually the right tool when:
- Two or more colleagues can no longer work together effectively
- The conflict is relational in that the issues needing resolution concern communication, trust, problem-solving, decision-making, etc., rather than an allegation requiring findings of fact.
- A formal grievance, complaint, or resignation is on the horizon and you want a less adversarial off-ramp.
- A working relationship needs to continue after the dispute is resolved.
- Other employees are getting involved and inadvertently escalating the conflict.
- The workplace culture is being impacted.
Mediation makes sense even when allegations have been made if all parties agree that a more collaborative approach is necessary to ensure they can continue working together in the future, and are willing to put in the effort to find a resolution. There are times, though, when we, as mediators, may suggest that a workplace investigation is necessary before or instead of mediation. For example, when a party has been engaging in bullying/harassing the other partybut does not take responsibility for their actions, or when the misconduct is so egregious that the employer must demonstrate legal due diligence.
How our mediation process works
We use a structured, six-step process. It’s available both virtually and in-person across Canada.
- Assessing for mediation. We hold confidential initial meetings with each participant to understand the conflict and confirm mediation is appropriate.
- Reviewing related documentation. We review any relevant background so the joint conversation is grounded in context.
- Preparing each participant. We help each person prepare for mediation. If mediation isn’t the right path, we make alternative recommendations rather than forcing a process that won’t work.
- Facilitating a joint conversation. We guide a structured conversation between participants, managing the dynamics so the focus stays on the issues.
- Creating a written agreement. The outcome is captured in a written agreement both parties accept.
- Following up. We follow up as needed to make sure the agreement holds in practice.
What makes our approach different
Conflict isn’t only cognitive, it’s emotional, and often it sits on top of stress, history, or circumstances that have nothing to do with the workplace. That’s why each participant in our mediations is offered a personal therapist for additional emotional support during the process.
This isn’t a frill. When people have somewhere to process the emotional weight of a conflict, they come to the table able to focus on what actually matters, address the extenuating circumstances that intensify the dispute, and genuinely let the conflict go rather than just signing a truce. Recently, we had a situation involving a manager and an employee. The employee had filed a complaint of bullying and harassment against the manager, but opted to proceed with mediation. The manager described experiencing a whirlwind of emotions, including shock, defensiveness, and fear for their reputation and career, which led them to want to quit. Through the dual support model of therapeutic and mediation support, the manager was able to right-size the situation, learn, resolve the conflict, and realign with her leadership values.
What outcomes look like
A mediation process gives participants an opportunity to process real hurts, pinpoint where the damage occurred, take responsibility for their own actions without feeling judged, and determine what they need to move past the situation authentically. With the guidance of TPR’s mediators, participants in 98% of our cases create customized, detailed written agreements that are realistic, achievable, and immediately applicable. Outcomes are future-focused and tend to include communication guidelines, behavioural expectations, a structured process for handling future disagreements, weekly or monthly agreement check-ins, what they will and will not say about each other moving forward, and how they will handle questions from managers or co-workers regarding their conflict. Participants take 4-6 weeks to live by the agreement they have reached, and then they come together again with the mediator to determine what, if any, adjustments are needed to their agreement. Follow-up is a key part of the mediation process because it fosters accountability and serves as a bridge between past tensions and the newly formed, future-focused agreement. Follow-ups are a safety net to ensure new agreements can be tested and can last. For example, two employees who have not spoken to each other in over a year are not just going to create an agreement and automatically stick to it. They will have formed some unhelpful habits to avoid each other. The safety net of a follow-up session with a mediator gives them an opportunity to self-correct, take further accountability, and continue to readjust.
Outcomes ensure that workplace deliverables remain uninterrupted, participants achieve peace of mind while perceiving emotional energy, team culture and morale is no longer negatively impacted, and the employer’s financial resources are preserved.
Frequently asked questions
Mediation is a structured, step-by-step process in which a neutral third party helps two or more people resolve their differences and reach a written agreement. Turning Point Resolutions provides mediation for workplaces, school districts, and families across British Columbia, available virtually and in-person.
Our process has six stages: a confidential initial meeting with each participant, a review of related documentation, individual preparation (or alternative recommendations if mediation is not suitable), a facilitated joint conversation, a written agreement, and follow-up as needed.
Each participant is offered a personal therapist for additional emotional support during the process. This helps participants focus on what really matters, address the underlying circumstances intensifying the conflict, and fully move past it.
Contact Turning Point Resolutions or learn more about our mediation services.
About the author
Dr. Raj Dhasi is the President of Turning Point Resolutions Inc. and a faculty member at the Justice Institute of British Columbia’s Centre for Conflict Resolution. She holds a Master’s degree in Organizational Conflict Analysis and Management and a Doctorate in Social Sciences, and brings over 25 years of experience supporting workplaces, school systems, and communities through complex conflict. LinkedIn