Workplace Conflict

Should Pregnant Women Be Excluded from Mediation? Questions We Need to Ask

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A colleague recently asked me whether I was familiar with any research on the risks associated with mediating with a heavily pregnant woman. The woman in question was in conflict with her ex-partner, the father of her unborn child, and my colleague wanted to know whether there were particular considerations they should be thinking about. […]

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Rejection Sensitivity and Conflict

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In my work on neurodiversity and conflict, there are some interesting intersections that come up frequently. There’s one phenomenon I want to make sure you understand, because it comes up constantly in conflict situations. It’s called rejection sensitivity, or sometimes rejection sensitive dysphoria. We all feel rejection Let’s start with what’s universal. We all have

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Navigating Multi-Party Mediation

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If you’re new to mediation, you’ve probably mastered the basics of facilitating dialogue between two parties. But what happens when a third person enters the room? Whether it’s three colleagues in a workplace dispute, a supervisor and two team members, or any other multi-party configuration, these situations require a different approach and careful strategic thinking.

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When Someone Asks You to “Facilitate a Conversation” Rather Than Mediate

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You trained as a mediator. You’ve learned about impartiality, confidentiality, and party self-determination. Now a colleague or manager asks if you can “facilitate a difficult conversation” between two people in their team. It sounds like mediation. It feels adjacent to mediation. But before you say yes, it’s worth understanding what you’re actually being asked to

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Caught in the Gossip Trap: When Social Pressure Replaces Constructive Feedback in the Workplace

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“One obvious sign you’re living in a gossip trap is when the primary mode of dispute resolution becomes social pressure.” —Erik Hoel, The Gossip Trap I came across this quote after the first session of our Workplace Conflict Practice Group, where we explored the dynamics of workplace conflict—what fuels it, what silences it, and why

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When the Boss Is Exhibiting Challenging Behaviours

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I recently had an interesting conversation with someone who started out by describing their boss as a “narcissistic personality” and who was looking for some advice about how to get them to change their behaviours towards staff. Work with behaviours, not labels The first step is to emphasize the importance of avoiding labelling the boss

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WHAT I’VE BEEN READING: Generations by Jean M. Twenge

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“At a time when generational conflict – from work attitudes to cancel culture to “OK, Boomer” – is at a level not seen since the 1960s, separating the myths from the reality of generations is more important than ever.” Jean Twenge This book is absolutely fascinating. Twenge has collated data across many generations and then

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