The role of mediation in resolving workplace relationship conflict

This paper examines the literature on the role and effectiveness of mediation, as the most common method of Alternative Dispute Resolution, in resolving workplace relationship conflict. Available evidence suggests that mediation is most effective when supported by organizational commitment to ADR strategies, policies and processes, and conducted by independent, experienced and qualified mediators.

The role of mediation in resolving workplace relationship conflict
Donna Margaret McKenzie⁎
Institute for Safety, Compensation and Recovery Research, Monash University, Melbourne, Australia
a b s t r a c ta r t i c l e i n f o
Available online 3 February 2015
Keywords:
Mediation
Therapeutic jurisprudence
Workplace conflict
Alternative dispute resolution
Stress triggered by workplace-based interpersonal con flict can result in damaged relationships, loss of produc
ity, diminished job satisfaction and increasingly, workers' compensation claims for psychological injury. This
paper examined the literature on the role and effectiveness of mediation, as the most common method of Alte
native Dispute Resolution, in resolving workplace relationship con flict. Available evidence suggests that media
tion is most effective when supported by organisational commitment to ADR strategies, policies and processes
and conducted by independent, experienced and quali fied mediators. The United States Postal Service progra
REDRESS™ is described as an illustration of the successful use of mediation to resolve con flict in the workplac
© 2015 Elsevier Ltd. All rights reserved.
1. Introduction
A psychologically healthy and safe workplace has been defined as one
in which organisational support exists for the physical, social, personal
and developmental needs of employees (Kelloway & Day, 2005). Despite
the existence of Occupational Health and Safety legislation designed to
protect workers, and the abundance of guidance available to employers
and employees on how to combat it, the modern workplace is increas-
ingly characterised by stress. Stress is defined here as the emotional or
mental condition experienced by someone in response to a perceived
threat (stressor) in their environment. In this instance, the stressor is in-
terpersonal conflict and the environment is the workplace. A number of
theories exist for why workers experience stress in the workplace but
most recognize that it is to do with either the work environment or job
factors rather than individual personalities (Dollard & Knott, 2004). In
Australia, workers experiencing ill health as a result of stress to which
their workplace or employment has significantly contributed are entitled
to submit a claim for workers' compensation. Although the cost to orga-
nisations and workers'compensation schemes,prevalence of stress
claims,and relevant legislation varies between states,nationally the
number of claims continues to rise (Dollard & Knott, 2004). These claims
are also expensive due to the often lengthy periods of absence and com-
plicated medical care characteristic of this type of injury (Cotton, 2008;
Guthrie, Ciccarelli, & Babic, 2010). Such is the increasing number of psy-
chological injury claims in Australia, a range of legislative amendments
has been implemented in all jurisdictions (Cotton, 2008; Guthrie et al.,
2010). Yet, as Cotton (2008, p.8) notes, the situation has not been able
to be legislated away.Moreover,compensable stress-related claims
continue to grow, along with their associated expenses (Guthrie et al.,
2010). Research also suggests that available statistics under-estimate
the extent of workplace stress, as many people neither report it nor file
a compensation claim (Caulfield,Chang,Dollard, & Elshaug,2004,
p.149).This finding although concerning is not unexpected since,as
Dollard and Knott (2004, p.355) observe, “workers typically regret mak-
ing a claim, find the process very stressful, and experience it as a form of
social suicide.” What is more, involvement in the compensation process
can be an additional stressor for already injured workers (Lippel, 2007;
Roberts-Yates, 2003).
The focus of workers' compensation systems in many jurisdictions is
on injury (rather than claim) management with an emphasis on a re-
turn to work (King & Guthrie, 2007). This is in keeping with a recent sys-
tematic review that found that in a variety of populations, times and
settings, there are health benefits for injured workers in returning to
work (Rueda et al., 2012). However, as Roberts-Yates (2003) notes, re-
covery from any injury can be strongly influenced by treating medical
experts, the nature and severity of the injury, the emotional and psycho-
logical fragility of the injured worker and the culture of the workplace.
MacEachen,Clarke, Franche, and Irvin's (2006) systematic review of
qualitative literature on return to work found that goodwill (where
the employee feels attached to their workplace), trust and overarching
conditions are central to successful return to work arrangements. In ad-
dition, there are often social and communication barriers to return to
work and intermediary players (such as managers) have the potential
to play a key role in facilitating this process. For those suffering a psy-
chological injury, even if they return to the same workplace, this process
can be complex and prolonged.
In the past, most return to work policies and programs took a “top
down” approach with employers having the responsibility to establish
a return to work program as opposed to involving the injured worker
in formulating a program in conjunction with the approval and support
of the employer (King & Guthrie, 2007, p.40). But this requires a good
International Journal of Law and Psychiatry 39 (2015) 52–59
⁎ c/o ISCRR, Level 11, 499 St Kilda Road, Melbourne, VIC 3004, Australia. Tel.: +61 3
9903 8610, [phone] (mob).
E-mail address: [e-mail].
http://dx.doi.org/10.1016/j.ijlp.2015.01.021
0160-2527/© 2015 Elsevier Ltd. All rights reserved.
Contents lists available at ScienceDirect
International Journal of Law and Psychiatry

relationship to exist between employer and employee, a key factor in a
successful return to work for workers' compensation claimants.
The term workplace relationship generally refers to all interpersonal
relationships which individuals form whilst performing their jobs and
can range from supervisor/subordinate to romantic (Sias, 2009). Work-
place interpersonal conflict is frequently identified as a source of stress
which, in some circumstances,may lead to a workers'compensation
claim for psychological injury. Conflict in the workplace can result in dam-
aged relationships, loss of productivity and job satisfaction (Kidder, 2007)
for the individual. This also has consequences for employers and society in
general. Researchers of organisational behaviour and industrial relations
have long recognised the importance of a procedure for resolving em-
ployment disputes. Many studies draw on theories such as procedural
justice and social accounts theory that suggest opportunities for people
to have their concerns heard and taken seriously, and perceptions of fair-
ness, will be associated with positive outcomes (Bingham & Novac, 2001).
However, Elshaug, Knott, and Mellington (2004) emphasise that any so-
lution needs to be examined in different ways: individually, in terms of
a person's psychological and physical well-being; organisationally with
regard to issues associated with loss of productivity and absenteeism;
and at a societal level in relation to costs associated with mental health
and family well-being.
This article is based on a “Snapshot Evidence Review” undertaken by
the Institute for Safety, Compensation and Recovery Research (ISCRR)
on behalf of WorkSafe Victoria. It examined a selection of the literature
on the role and effectiveness of mediation in resolving cases of work-
place relationship conflict1 expanded to more emphasise ADR processes
in general in the context of the principles of therapeutic jurisprudence.
2. Method
An initial systematic search of health and social science databases
was conducted to identify relevant peer-reviewed literature published
in English between 1990 and 2012. Searches used combinations of the
terms: mediation; workplace mediation; psychological injury; stress;
workplace stress; workplace relationships; and return to work.
Databases consulted were Expanded Academic,PsychInfo,PubMed,
Medline, CINAHL,ABI/Inform Complete,Current Contents, Proquest,
SCIRUS and Google Scholar.Abstracts of potential papers were read
and full text versions obtained of relevant references. Further references
were identified from reference lists of these papers as well as a search of
grey literature from relevant government bodies and other institutions.
This article is a revised version of the ISCRR report. In addition to the
original search, an additional limited search was undertaken using the
terms alternative dispute resolution and therapeutic jurisprudence
and the inclusion of the year 2013.
2.1. Relationship conflict in the workplace
The emotional dimension of work relationships is important. Work-
place or professional behaviour is often very different from customary,
societal, forms of emotional behaviour. Workplace relationship conflict
can vary from minor disagreements between co-workers to aggression
and organisational violence; it may be overt or covert, intentional or un-
intentional, but all conflict will be characterised by negative emotions
(Kidder, 2007). For example,Struthers,Dupuis, and Eaton (2005,
p.305) argue that co-worker relationships, increasingly recognised as
one of the most meaningful interpersonal relationships that people
will have at work, require a particular kind of “emotional labour”. But
due to the public nature of the workplace,emotions such as distress
may have to be disguised, attraction suppressed, or annoyance left un-
spoken (Fineman, 2000, p.2). As Lutgen-Sandvik (2006, p.426) notes,
“…communication at work…is always socialand public.” Waldron
(2000) argues that the experience of emotion at work is influenced by
the unique contextual features of work relationships and is an integral
part of relational conflict. Moreover, the role of emotion and feelings
of alienation in protracted workplace conflict impairs communication
by producing intense emotions, especially shame and anger (Retzinger
& Scheff, 2000).
Poor interpersonal relationships in the workplace are frequently
identified as a source (as opposed to a predictor) of stress. There are
some indicators such as taking frequent leave or absenteeism that
point to workers suffering from workplace stress. When taken together,
high levels of distress and low job satisfaction have been identified as
precursors to stress claims (Dollard & Knott, 2004, p.350). Conflict, as
an emotional experience, has psychological and physical consequences;
psychological injury claims are therefore likely to also have corporeal
outcomes (Dollard & Knott,2004; Elshaug et al.,2004).Dollard and
Knott (2004, p.353) point out that workplace psychological injury, in-
cluding interpersonal conflict,“…tends to have a poor prognosis in
terms of claim duration [and] return to work outcomes.” They,like
Roberts-Yates and MacEachen et al., argue that organisational culture,
and support for injured workers, as well as beliefs and attitudes about
psychological injury, impact negatively on these outcomes.
Although causes and conditions of sickness absence are not well
documented or understood this can be an indicator of a more serious
problem such as bullying or harassment. Although some workers find
that sickness absence and disconnecting from the work environment
can provide short term relief, they often find that the problem remains.
In these instances organisations need to address interpersonal issues if
workers are to be able to successfully return to work. For example, stud
ies on bullying in the workplace have found that changes in working
conditions that remove or interrupt bullying are important indicators
of returning to work (O'Donnell, MacIntosh, & Wuest, 2010). In
O'Donnell et al.'s (2010, p.448) study of women affected by workplace
bullying, they found that “adjusting was influenced by working condi-
tions and organisational support.” But the viability of this depended
upon not just the willingness of the workplace to change, but its ability
to change. For example, many small businesses may be too small and
unable to reorganise their workplace whereas others may simply be un-
willing to do so.
When it comes to workplace disputes, interpersonal conflict is most
often considered to be an occupational health and safety (OH&S) rather
than industrial relations issue. OH&S models often treat stress as an ind
vidual reaction to external conditions (Kelloway, Teed, & Kelley, 2008) s
that strategies and interventions relating to work stress occur at three
possible levels: primary,secondary and tertiary.Most interventions
occur at either the secondary level (individual/organisational interface)
with a focus on altering the way that individuals respond to stressors at
work and improving their coping mechanisms; or the tertiary (individu-
ally-focussed) level that aims to minimise the effects of stress-related
problems once they have occurred (Elshaug et al., 2004; Lamontagne,
Keegel, Louie, Ostry, & Landsbergis, 2007). Workplace dispute resolutio
procedures are likely to be tertiary level interventions.
Workplace psychological injury/conflict is both individual and col-
lective as it occurs within the context of an organisation.There also
tends to be a higher degree of reporting delay with psychological inju-
ries than with other workplace injuries (Elshaug et al., 2004,p.529),
often exacerbated by the stress of the claim process itself (Winefield,
Saebel,& Winefield,2010).But why some people go on to submit a
workers' compensation claim for psychological injury whilst others do
not, is not able to be accurately predicted (Haines, Williams, & Carson,
2004; Haines, Williams, & Carson, 2006; Winefield et al., 2010). Only
one study found suggested that psychological injury claims could be
predicted; the indicator being worker perceptions of workplace unfair-
ness (Winefield et al., 2010).
1 Snapshot evidence reviews have a short turnaround time and so are unable to provide
definitive answers or exhaustive analyses based on all existing evidence. Due to short time
frames, searches are also likely to be limited to a small number of databases and search
terms.
53D.M. McKenzie / International Journal of Law and Psychiatry 39 (2015) 52–59

Schultz (2008) notes that return to work is both a process and an
outcome. In psychological injury litigation there is a gap between the
broadening and transdisciplinary conceptual models of health, function
and disability. “The new focus is on the individual with disability in en-
vironmental and temporal context and on the synthesis of the medical
and the psychosocial.Traditionally,the field of psychological injury
and the law has not been well defined and has been influenced by the
biomedical paradigm which challenges the adversarial outcome
model.” One way in which harm associated with the adversarial nature
of the litigation process can be mitigated is through alternative dispute
resolution (ADR) processes.
3. ADR
ADR evolved in the USA as an option for resolving disputes outside a
courtroom and in response to weaknesses in the adversarial legal sys-
tem (Struthers et al., 2005). ADR methods are now practiced worldwide
in various ways. Lipsky and Avgar (2004, p.176) suggest that ADR was a
paradigmatic shift in employment dispute resolution; a product of a
“historic transformation of the American workplace” that began in the
1970s. ADR methods include (but are not limited to) processes such
as: open door policies; Ombuds; peer review; employment arbitration;
negotiation; and mediation (Bingham,2004; Mahony & Klaas,2008;
Vickers, 2006). Schneider (1999, p.1086) argues that “ADR differs fun-
damentally from the adversarial system in that it seeks a mutually sat-
isfactory process and resolution to a dispute” and that because it is
faster, more flexible, and less costly than litigation, ADR serves clients
and their lawyers; the justice system (through a reduced case load);
and provides dispute resolution opportunities to the broader communi-
ty. A skilled lawyer can become a source of both technical and social
support (Lippel,2007) if a collaborative rather than adversarial ap-
proach to conflict is taken.
The increasing use of ADR is only one recent reform in the field of ju-
dicial dispute resolution. Another is therapeutic jurisprudence (TJ) that
encourages lawyers to assess the potential emotional impact of litiga-
tion on a client. This approach views the law as a healing agent and ac-
knowledges that the justice system has an effect on individuals and
communities that extends beyond rights and obligations to encompass
overall well-being (Campbell,2010; King & Guthrie,2007; Wexler,
2011). Wexler (2011) for example, argues that the law has the potential
to be more than a formalistic process; that it can also be an agent of rec-
onciliation and resolution. Originally developed in the field of mental
health law (Struthers et al., 2005), TJ is most often associated with crim-
inal law and other “problem-centred” courts but is also applied in civil
law practice, in particular to workers' compensation and other personal
injury claims (King & Guthrie, 2007). It has been argued too, that TJ has a
preventive and remedial quality in its emphasis on issues of fairness and
the value it places on processes that promote resolution of what can be
highly emotive contexts (King,2008; King & Guthrie, 2007; Wexler,
2011). “It points to the importance people place on having some control
over what happens to them, in being able to choose what they do. It
points to the value of self-determination in promoting health” (King &
Guthrie, 2007, p.39). However, if TJ is preventive, it can only be so in
the sense that the aim is to prevent further harm; it cannot prevent
what has already happened.
Other, similar approaches within the justice system are restorative
justice (RJ) and preventive law (PL) (King, 2008). RJ (although limited
to the context of victim/offender) like TJ, also aims to heal relationships
rather than balance hurt with hurt (Kidder, 2007). The RJ process, as a
mediated encounter between victim and offender, allows the emotions
of each party to be expressed and appeased by discussing the events,
their effects and what the offender might do to make amends (King,
2008). Yet it is not without its critics.Michael King (2008,p.1110)
notes that some primary criticisms are that it puts pressure on victims
to participate; there is a risk that victim and/or offender will be harmed
by it; it is particularly problematic where there is a power imbalance
between victim and offender (such as in cases of sexual assault and do-
mestic violence); and it undermines deterrence.Furthermore, it has
been suggested that in such an emotionally charged situation where
people are especially vulnerable,there must be proper processes in
place (such as ways to prepare for the encounter and proper facilitation
by the mediator) to alleviate the risk of further harm to the parties.2
Proper guidelines “…are therefore vital for the protection of the parties
and the process” (King, 2008, p.1111). Schneider (1999, p.1087) notes
that “the concept behind PL is both the clear establishment of legal
rights and duties as well as the avoidance of litigation.” This approach
focuses on the role of the lawyer as advisor/counsellor and planner.
However,not all lawyers will necessarily be comfortable with this
kind of role.
One challenge for ADR is to determine which method is the most ap-
propriate for the case at hand. Schneider (1999) has suggested a four-
step approach by which lawyers can choose the most appropriate ADR
method for their client: identify emotional concerns; determine legal
procedures that would be therapeutic; implement PL for therapeutic out-
comes; and establish a legal check-up system. Depending on the needs of
the client, she considers that there are three main approaches most likely
to serve a therapeutic interest: negotiation, arbitration and mediation.
Negotiation allows the client to be the most detached from legal proceed-
ings as negotiations occur mainly between lawyers, whereas in arbitra-
tion the client is more involved. However, both these approaches
operate under the assumption that the parties are adversaries. Mediation,
on the other hand, allows the parties the opportunity to talk directly to
each other facilitated by an independent mediator.
3.1. ADR in other contexts
Teague, Roche, and Hann (2012) note that there has been relatively
little work done on the organisational uptake of ADR in countries other
than the USA. They ask whether it is a peculiarly North American phe-
nomenon or whether it constitutes a genuinely innovative approach
to conflict management. The extent to which ADR and meditation in
particular,has been taken up across the globe in the same way and
with the same kinds of results, is therefore open to question (Teague
et al., 2012). Teague et al.distinguish between ADR as individual-
based conflict, as is largely the case in the USA, and the collective con-
text which is more prevalent in nations with a history of group
workplace/interest-based bargaining such as Ireland,the UK, and
Australia.In Ireland,for example,the Labour Relations Commission
deals with disputes arising from a range of statutory employment rights
as well as other employment issues for groups, whether unionised or
not. Further, most firms in Ireland follow relatively orthodox practices
to resolve workplace conflict and the incidence of ADR for managing
conflict involving individuals is extremely modest. This may be a reflec-
tion of the institutional framework for conflict resolution in that coun-
try although Teague et al. (2012) found in their survey of Irish
organisations that US-owned multinationals were more likely to have
adopted individual ADR practices than their Irish counterparts and
other multinationals.
3.2. ADR in Australia
Although ADR has been increasingly used in Australian workplaces
since the late 1980s it is applied almost exclusively to interest disputes
such as personality conflicts, disciplinary matters and to facilitate enter-
prise negotiations (Forsyth, 2012). When compared to the USA, private
ADR does not have a significant place in workplace dispute resolution in
2 In this article the term parties refers to the participants in a dispute. This may be lim-
ited to two individuals or encompass groups of people. They represent the different sides
in a dispute such as an individual and their manager,two co-workers,or a group of
workers and the organisation for which they work. This does not include a mediator unless
otherwise stated.
54 D.M. McKenzie / International Journal of Law and Psychiatry 39 (2015) 52–59

Australia (Colsky, 2001; Forsyth, 2012). This is largely because of the
role and effectiveness ofthe government organisation,Fair Work
Australia (FWA). FWA undertakes conciliation, arbitration and media-
tion processes for workplace disputes. The types of disputes it mainly
deals with include those falling under the terms of an award or collec-
tive/enterprise agreement; bargaining disputes; and disputes arising
under general protections provisions of the Fair Work Act 2009 (issues
such as unfair dismissal; workplace rights; or adverse actions such as
discrimination and bullying3). Dispute resolution services are able to
be accessed by individuals and groups including employers, employees
and unions.
There are some larger organisations that offer ADR programs to their
staff such as the Australian Defence Force that offers interactive problem
solving; conflict coaching; mediation; and group facilitation and the
Victorian State Services Authority which provides ADR processes as
part of its staff grievance procedures. Although only descriptions rather
than formal evaluations are available, Forsyth (2012, p.484) notes these
examples are “…consistent with anecdotal reports of an increasing pro-
pensity of employers to utilise workplace mediation,particularly for
‘employee on employee’ conflict.”
In the private ADR sector there is some evidence that practitioners
are having success in combining facilitative and transformative media-
tion models in resolving workplace-based conflict (Manning,2006).
Manning suggests that these two models allow for behavioural changes
in workplace interactions desired by employees and employers. In con-
trast, settlement-based mediation is less suited to workplace conflict as
it does not address the underlying tensions between the parties. If not
resolved, “…tensions and differences are likely to flare up again in fu-
ture contexts such as meetings, lunch rooms, corridor interactions, func-
tions, etc.” (Manning,2006,p.87).In Manning's study, a series of 20
cases were referred to independent mediation; 17 of these resulted in
an agreement formulated at the time ofmediation.At one month
follow-up, 12 of these agreements were still operational.
Mediator practice in Australia is guided by the National Alternative
Dispute Resolution Advisory Council, an independent body that advises
the Australian Attorney-General on ADR and promotes the use of ADR
for civil (rather than criminal) cases.For individual practitioners,a
National Mediator Accreditation System of Mediator Standards is ad-
ministered by the Mediator Standards Board. This allows professional
organisations to become a Recognised Mediator Accreditation Body
and to award accreditation to their members who meet these standards,
although this is not mandatory.
3.3. Mediation
Mediation is the most frequently employed ADR method because of
the mediation process itself – when people feel that a process is fair,
they are likely to be significantly more satisfied with the outcome
(Bingham, 2004). A satisfactory outcome for participants is that the ex-
perience is as collaborative and least traumatic as possible. In mediation
this happens in the same way in either a legal context or in other conflict
situations (King & Guthrie, 2007) such as peer mediation (McWilliam,
2010) and workplace conflict resolution (Bingham & Novac,2001).
The general process involves three features:
Participation – participants are actively involved in the decision-
making process. By participating, it may be found that simple misun-
derstandings are at the heart of a dispute.
Representation/reparation – parties are allowed to express their per-
spective and how they feel about what has occurred. One of the most
powerful forms of reparation is an apology (research on apologies at
work has found them to be effective).
Validation/reintegration – parties work to solve a dispute in a co-
operative and respectful way. For example, in restorative justice, bal
ance is achieved through forgiveness as the parties are reintegrated
back into the original “community” (Kidder, 2007).
Kidder (2007) argues a case for the concept of restorative justice and
use of mediation in organisations, especially for managers of teams in
which conflict is a barrier to effective performance. Restorative justice-
type meetings, she suggests, can be used as a tool for the team to ad-
dress issues such as poorly performing members and build interperson-
al skills. However, Kidder (2007, p.15) does caution that this process is
not appropriate for all situations, can be time consuming, and has to
be carefully handled so that it may be prudent for an organisation to en
gage an independent mediator to facilitate. On the whole, mediation is
understood to rely largely on facilitating negotiation among the parties
to a dispute to bring about a successfuloutcome (Harkavy,1999;
Lewicki, Weiss, & Lewin, 1992). Or, as Della Noce,Bush,and Folger
(2010,p.95) put it,mediation is “…a social process in which a third
party helps people in conflict understand their situation and decide
for themselves what, if anything, to do about it.”
In general there are three kinds of mediation4 (Bingham,2004;
Nabatchi, Bingham, & Good, 2007):
Evaluative – in which the mediator offers an expert opinion to assess
the legal and substantive merits of a claim in order to give the partie
information about the strengths and weaknesses of their case.
Facilitative – where the mediator structures the process for the
parties and engages in problem-solving techniques to move the
parties toward settlement.
Transformative – this is less directive than the other approaches. The
mediator provides opportunities for parties to clarify their own inter-
ests, goals and choices to reach a better understanding or acknowl-
edgement of the other's perspective and to resolve their own conflict
Mediation is becoming a progressively more significant aspect of
organisational integrated conflict management systems. Considered to
be effective in disputes involving strong emotions, it is increasingly pop-
ular as a means to resolve discrimination and harassment complaints.
Mediation may also help resolve the relational and emotional aspects
of intractable conflict found in psychological injury claims (Retzinger
& Scheff, 2000). McWilliam (2010, p.294) suggests that “if left unre-
solved, the residual, underlying relational issues may be externalised
in more destructive forms of conflict.” Mediation has also been found
to produce better organisational outcomes than either no intervention
or one involving judgement, such as arbitration, as it is often less expen
sive and more satisfactory to the parties involved (Bingham,2004).
Harkavy (1999, p.156) for example, argues that “mediation provides a
comfortable forum for all parties and thus is more likely to facilitate a
workable resolution to a dispute than a more adversarial process involv-
ing rights adjudicated in a formal setting under a fixed set of rules.” It
has also been found that employees involved in an interpersonal dis-
pute often simply want cessation and reconciliation rather than retribu-
tion (Harlos, 2004). Certainly the possibility of an apology is possible in
mediation rather than litigation, where it may be considered an admis-
sion against interest or evidence of liability (Bingham, 2004).White
(2006) argues that the promotion of forgiveness through the use of
court-ordered apology can maximise the therapeutic effect and mini-
mise the anti-therapeutic effect of judicial procedures. There are also ex
amples in legislation in a number of countries that allow for this without
3 Bullying complaints and ways in which to prevent bullying are now receiving partic-
ular attention in Australia. On 20 November 2013 the Fair Work Commission released a
Draft Anti-Bullying Case Management Model in preparation for the introduction of a juris-
diction in 2014 http://www.fwc.gov.au/documents/media/releases/20-Nov-2013.htm.
4 These models are also known by other names. For example Bush and Folger refer to
“…the problem-solving framework; the harmony framework; and the transformative
framework” (Della Noce et al., 2010, p.96). For a debate on the theoretical aspects of me
diation see for example, Alberstein (2010).
55D.M. McKenzie / International Journal of Law and Psychiatry 39 (2015) 52–59

being deemed constituting an admission of liability for death or injury.
Critics of the court-ordered (as opposed to voluntarily given) apology
have remarked that this has the potential to manipulate victims,al-
though research has shown that it is the degree to which the apology
is perceived as genuine and sincere that is key to its acceptance (Allan,
Allan, Kaminer, & Stein, 2006). Furthermore, there is little to say what
differentiates apologetic behaviour from other restorative behaviour,
and to what extent an apology can address emotional and psychological
wounds is open to debate; some judges have been known to use apolo-
gies as a shaming mechanism (Allan et al., 2006).
Power, a significant issue in any mediation, has been defined as “…
the objective control of resources in a situation” (Greer & Bendersky,
2013 p.242) and impacts on negotiation and conflict management pro-
cesses as well as outcomes. Van Gramberg (2003) observes that, in the
employment relationship, it is reasonable that employees will be con-
cerned that decisions made by those in power may be exploitative or
motivated by reasons other than the issue at hand.Employees deal
with this dilemma by measuring decisions against their own principles
of fairness; decisions which pass their fairness test are more likely to be
accepted and acted upon. Van Gramberg says that ADR practitioners
need to be aware of the entrenched inequality of power that operates
in the workplace and which is likely to be underplayed and even consid-
ered normal. She goes on to state that “power disparity in ADR acts to
limit the opportunity of weaker parties to have their issues considered
to an equal extent in decision making, leading to injustice. The role of
the practitioner balancing the interests of both parties is therefore par-
amount in pursuing workplace justice” (Van Gramberg, 2003).
There are also other ways of mitigating the effects of power imbal-
ance rather than relying on the mediator alone. A recent study investi-
gating the effects of hierarchal differences on mediation satisfaction by
comparing face-to-face mediations with mediations using a prior online
intake, found that subordinates were just as satisfied as supervisors but
only when they had used the online intake (Bollen & Euwema, 2013).
Further, since the power of the mediator has been shown to influence
behaviour in a mediation (Della Noce et al., 2010; Greer & Bendersky,
2013), those monitoring the performance of mediators need to ensure
that they have not just technical skills, but also well-developed interper-
sonal skills in order to judge how best to approach each dispute for the
benefit of all parties. They also need to adhere to an ethical code that re-
quires them to be aware of their own behaviour and biases.
Power, as a product of relationships between people, is present in all
mediation, but the way in which it manifests is culturally defined. The
following section explores how mediation as defined in a Western cul-
tural context does not always work effectively cross-culturally.
3.4. Mediation in cross-cultural context
Mediation as a way to resolve interpersonal disputes and as an alter-
native to court proceedings also occurs in other parts of the world. How-
ever, the manner in which it is practiced and outcomes are subject to
cross-cultural variation. In The Gambia, for example, Davidheiser
(2006) suggests that issues of power imbalance and inequality that
occur in mediation as understood in a Western model do not always
translate well in others. In his study of mediation between married cou-
ples in The Gambia he notes that although the general view is that
women are subservient to men,women are just as likely as men to
seek out mediation as a forum in which to air spousalgrievances.
Davidheiser (2006) argues that this is because Gambians place a high
value on relationship harmony and mediation is a means by which
change can be effected without terminating those bonds.He found
that mediators considered harmonious relations as central to resolving
disputes and rather than being neutral facilitators, were often “…explic-
it in their reference to rights and morals and did not attempt to sideline
them in the interest of neutrality” (Davidheiser, 2006). Furthermore,
mediators were considered by locals to be a fairer and more personal so-
lution than the judiciary, especially for less privileged disputants.
In a further example,Syukur and Bagshaw (2013) observe that a
Western model of court-annexed mediation introduced into the
Indonesian courts in 2003, was less than successful. A significant reason
for this was, they argue, that the court-trained mediators were trained
in an adversarial approach and failed to understand existing indigenous
methods of dispute resolution that emphasise harmony. The many dif-
ferent island and ethnic groups that make up the Indonesian nation
have their own methods and rationale for resolving disputes. The au-
thors suggest that a style of mediation incorporating both indigenous
and Western approaches would be more useful in the Indonesian con-
text. They also emphasise the need for mediators to be culturally fluent
and self-reflexive.
Although few evaluations of workplace-based ADR programs were
found in the literature and then only from North America, there is one
program that dominates. Not just the largest and most successful exam-
ple of a workplace-based dispute resolution system,it also demon-
strates the importance of organisationalcommitment to cultural
change in the workplace.
3.5. REDRESS™ — a case study from the USA
In 1994, the United States Postal Service (USPS), the largest civilian
employer in the world at the time, had a serious problem with a work-
place conflict culture, in particular individual, informal employment dis-
crimination complaints (Bingham, 2012; Bush, 2001). In response, USPS
management initiated “Resolve Employment Disputes, Reach Equitable
Solutions Swiftly” REDRESS™, a voluntary conflict management pro-
gram providing employees who filed discrimination complaints with
free, outside neutral mediators. A pilot program based on a facilitative
form of mediation was implemented for which early results were prom-
ising (Intrater & Gann, 2001). This led to a period of experimentation
with various models during which time mediation was implemented
in more than 27 cities throughout the USA. The success of the trial led
to its expansion to include formal complaints. For USPS this meant the
involvement of lawyers; not just Postal Service attorneys, but also com-
plainants' attorneys and advocates (Intrater & Gann, 2001) as well as a
shift in focus from reactive to proactive lawyering (Hallberlin,2001,
p.381). The aim was to encourage the use of ADR as well as to ensure
USPS staffreceived sufficient training in such an approach.At the
same time a research program was initiated in conjunction with
Indiana University which acted as sole outside evaluator of the media-
tors from 1994 to 2006 (Bingham, 2012).
In 1998 Bush & Folger's transformative mediation model was insti-
gated nationwide (Bingham, 2012; Bush, 2001). This model was consid-
ered to hold more promise for improving conflict management in the
workplace as a program designed and managed by the employer
(Bingham, 2012). Although settlement-based mediation was useful in
“closing cases”, it could “…still leave parties stuck in destructive, alien-
ated interaction as they returned to the workplace” (Bush, 2001, p.370).
In contrast, the goal of the transformative model, to give disputants an
opportunity for their concerns to be heard and for informed decision-
making,made settlement a by-product of the process.Intrater and
Gann, themselves USPS attorneys, reported that there appeared “…to
be strong general agreement among postal attorneys that, in the context
of employment disputes, winning is often less relevant than achieving
resolution of the parties' underlying problems and improving work-
place relationships” (2001,p.473).There was also evidence that the
number of new formal complaints had reduced.
Due to the large scale of the program, evaluators Nabatchi, Bingham,
and Moon (2010) took a multi-step approach. As researchers they were
unable to observe mediations in progress, so a variety of methods were
used including: archival case filing data to examine formal complaint fil-
ing rates before and after; self-reporting by mediators on their under-
standing of transformative mediation practice; interviews with
employees; and national exit survey data (Bingham, 2012). The evalua-
tors noted that although there is a large body of literature assessing
56 D.M. McKenzie / International Journal of Law and Psychiatry 39 (2015) 52–59

basic mediator competencies and quality of practice,it is generally
framed within the context of evaluative or facilitative models.This
meant that the performance of mediators was not able to be evaluated
by validated tests as transformative mediation occurs in private. How-
ever, USPS trained its own EEO ADR specialists whose role is to monitor
mediator performance. They observe at least one session with new me-
diators to assess their understanding and practice of the transformative
model (Nabatchi et al., 2010).
Examining the REDRESS™ program in 2001,Bingham and Novac
(2001, p.324) concluded that “…outside neutral mediation can have a
significant positive effect on an organisation by resolving employment
disputes at an earlier step in the administrative process.” At the time,
the authors noted that limitations of their findings concerned the rela-
tive newness of the program and that their study did not examine
what happens in the mediation session itself,only the systemic evi-
dence of what implementing the program did to formal EEO complaint
filing in the organisation as a whole. Furthermore, they considered that
it was “impossible in this analysis to tease out the independent effects of
[the] three salient design choices,that is,the transformative model,
early intervention, and the high participation rate as a goal” (Bingham
& Novac, 2001, p.327).
In 2006 Nabatchi et al. (2007) further “field tested” the REDRESS™
program to examine organisational justice in a workplace mediation
setting. The authors noted that in general, studies of organisational jus-
tice models explain perceptions of fairness in a two-way relationship
where one decision maker holds authority and control over some kind
of subordinate.In mediation,on the other hand,there is at least a
three-way interaction of interest and ideally a reduced power imbal-
ance among participants. The aim of the study was to capture all possi-
ble interactions and outcomes oftransformative mediation in the
context of the workplace. A model that comprised six factors was pro-
posed to assess the program's effectiveness:
• Distributive justice: an emphasis on fairness in the distribution and al-
location of outcomes whereby satisfaction is a function of outcome;
• Procedural justice - process component: participants' perceptions of the
fairness of the process itself;
• Procedural justice - mediator component: objective assessment of the
mediator's performance as a professional;
• Informational justice: a focus on the enactment and explanation of
decision-making procedures;
• Disputant–disputant interpersonal justice: interaction between dispu-
tants and acts as a measure of how the employer/employee relation-
ship has been repaired; and
• Disputant–mediator interpersonal justice: assessing the disputants' in-
teractions with the mediator.
The authors concluded that their model was a useful tool to assess
the effectiveness of mediation. They also suggested that when structur-
ing a workplace mediation process and training mediators, employers
should emphasise opportunities for respectful exchange that contribute
to perceptions of interpersonal justice between all parties, including the
mediator. In her study on mediation, diversity and justice in the work-
place, Catherine Shivers Powell (2009) found Nabatchi et al.'s model
to be an effective analytical tool to investigate the degree to which
mediators were able to show an appreciation and understanding of di-
versity in their practice. However, due to the emotional nature of work-
place disputes, simply having a model is insufficient. It is the interaction
and intervention of the mediator as well as those which occur between
the parties that create opportunities for change (Manning, 2006, p.88).
In reviewing the results of a 12-year longitudinalstudy of the
REDRESS™ program, Bingham (2012, p.362) suggests that the transfor-
mative style “…does a better job of fostering perceptions of disputant–
disputant interpersonal justice, and thus possibly, settlement than does
the evaluative style.” More importantly, she argues, it is the institutional
context that shapes how parties respond to mediator style, their satis-
faction,and perceptions of justice.In effect, “…a major lesson of the
USPS research on mediation style is that the mediation action arena is
shaped by its institutional home” (Bingham, 2012, p.362).
4. Implications
Clearly there is evidence that when mediation works it works well
(Bingham, 2012) but this is not a guaranteed (nor is it always the most
appropriate) method for resolving every dispute. Criticisms are mainly
to do with practice. For example, Schneider (1999) suggests that lawyer
who have been trained in adversarial processes may be resistant to the
use of ADR by the courts. Given the increasing acceptance and use of m
diation in the last decade, this may be of less concern than it once was
(see for example, King and Guthrie (2007)) and training in ADR princi-
ples and practices for lawyers is now widely available – although some
studies have found there is still some resistance to promoting their
use.5 Other criticisms have to do with the three principles of the media-
tion process: participation; representation; and validation.
4.1. Participation
A requirement of most ADR processes is that participation is volun-
tary, so it is always possible that one or both parties may refuse to en-
gage. Furthermore, by the time mediation occurs, parties to a
workplace conflict may have become involved in a situation marked
by intense emotional experiences and developed assumptions about
others' beliefs and behaviour (Harlos, 2004). In such situations it is pos-
sible that an offer of mediation may be rejected by one or both parties.
is also not a mediator's role to force or persuade people into a settle-
ment. Sometimes, despite their best efforts, it may not be possible for
mediators to help people to overcome their differences and resolve
the problem. As Maxwell (1992, p.357) notes, “the parties must negoti-
ate not just a settlement but a settlement they can live with.” In these
cases a dispute may be escalated to a more formal method of ADR or
even proceed to litigation.
4.2. Representation
Another reason for non-participation may be when more powerful
parties have stronger rights of refusal. Or, a worker may feel they are
being forced to take part in mediation, especially if loss of eligibility to
compensation is a consequence of not participating. Claimants may re-
gard mediators as authority figures and see them as being more
favourably inclined toward an employer (Harlos, 2004). For example,
Van Gramberg (2006) suggests that it is possible that an outside consul
tant considered to be favourably inclined toward the side of manage-
ment may be engaged by an organisation to mediate an internal
dispute and be used to give the impression of management distance
from the decision making process. She argues that entrenched inequal-
ities of power are often underplayed in the normative literature on ADR
and independent practitioners need to be aware of how this can play
out in the context of workplace justice. Workers, compared to manage-
ment, are likely to be limited in their access to information and “…im-
mersed in organisationally constructed social realities and values…
[so] are often unable to see past these constructs.” Van Gramberg
(2006) has identified what she considers are three “dilemmas” that
5 See for example, a survey conducted by the New Zealand Ministry of Justice on ADR
practitioners' and lawyers' perspectives of the benefits and disadvantages of ADR. http://
www.justice.govt.nz/publications/global-publications/a/alternative-dispute-resolution-
general-civil-cases/4-advantages-and-disadvantages-of-adr.
57D.M. McKenzie / International Journal of Law and Psychiatry 39 (2015) 52–59

create a “gap” between the rhetoric of ADR and the reality of practition-
er behaviour that can significantly affect outcomes. These are:
1. The absence of precedence in determining outcomes in private ADR;
2. Power imbalances where a practitioner may (un)intentionally act in
favour of the person paying for the process; and
3. Bias in which a passive practitioner allows a more powerful party to
dominate proceedings.
4.3. Validation
In a study of 449 cases handled by four major ADR service providers
in the USA that proceeded to mediation, 78% were settled whether or not
the parties had voluntarily participated (Brett,Barsness,& Goldberg,
1996).However,reports of satisfaction with outcomes may not give
the full picture and should be read with caution. In this particular study
the type of mediation employed was not stated nor whether access to
compensation for claimants was contingent upon participation.
Mediators are usually evaluated by professional reputation, opinions
of the parties, and settlement rates. The historical definition of success is
the outcome; whether agreement is reached. But this does not necessar-
ily equate to satisfaction with the outcome. The ways in which satisfac-
tion with outcomes is measured is through exit surveys or post-
proceedings interviews with participants. Van Gramberg's (2006) inter-
views with workers who had taken part in a workplace mediation re-
vealed that although they might have been satisfied with the fairness
of the process, they were less satisfied with the outcome. This has impli-
cations for procedural and distributive justice which Nabatchi et al.'s
(2007) model attempts to remedy by splitting the procedural justice
component into mediator and process components.Nevertheless a
power imbalance is likely to apply to any system of dispute manage-
ment (and indeed almost all human relationships) and so is not peculiar
to ADR.
5. Conclusion
ADR, and in its most common form mediation, is a viable alternative
to formal dispute resolution provided by tribunals or the courts. As a less
adversarial and more personal process, ADR is chosen for a number of
reasons. It is less expensive; can assist in repairing relationships; allow
greater control by disputants over the resolution process; and as a result
parties are likely to be more satisfied with outcomes into which they
have had input (Forsyth, 2012). Due to subjective and emotional as-
pects,workplace interpersonalconflict is likely to be classed as an
OH&S issue and mediation is the most common response in these
cases. Notwithstanding that the majority of published research on me-
diation has been undertaken in the North American context, there is ev-
idence for mediation as an effective tool with which to resolve
workplace-based conflict. This is especially the case when supported
by organisational commitment through ADR strategies,policies and
processes. However, the return to work process for workers suffering
a psychologicalinjury is complex and often protracted.Moreover,
power imbalances in mediation are likely and in this the role of the
ADR practitioner is crucial. To be successful, mediation requires a person
to be suitably qualified and skilled to negotiate the often tricky emotion-
al situations involved in situations of interpersonal conflict and to judge
which model to use in each case. Mediators must be reflexive and use
ethical practice when understanding and dealing with potential in-
equalities between disputants. The USPS REDRESS™ program is a par-
ticularly useful example of how an organisation can successfully
reduce instances of workplace conflict with an effective dispute resolu-
tion process. Since there is currently little evidence in the Australian
context of the effectiveness, further research in this regard from practi-
tioner, employer and employee perspectives would be useful as well as
the use of mediation in cross-cultural contexts.
Acknowledgements
The Institute for Safety,Compensation and Recovery Research
(ISCRR),is a joint initiative of Monash University,WorkSafe Victoria
and the Transport Accident Commission. The views expressed in this ar-
ticle are those of the author.
This article is based on a “Snapshot Evidence Review” undertaken by
the Institute for Safety, Compensation and Recovery Research (ISCRR)
on behalf of WorkSafe Victoria. It examined a selection of the literature
on the role and effectiveness of mediation in resolving cases of work-
place relationship conflict to assist people in returning to work. This ar-
ticle updated and extended that review to more fully link the practice of
mediation with Alternative Dispute Resolution and the principles of
therapeutic justice and restorative justice.
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