Improving Interpersonal Relationships Case Study

The working relationship between a supervisor and an employee had deteriorated into recriminations on both sides.
The parties felt they were unable to work together effectively. This had an adverse affect on their ability to develop new products, deliver necessary services, or reach consensus on low-level or critical issues.
Both parties wished to avoid the use of the official disciplinary process.

Phase One: Both parties were interviewed independently and asked to state their concerns and issues. Each party made an agreement with the mediator, to make a commitment to the mediation process.
Phase Two: A meeting was held to review the process, ground rules were established, the roles and responsibilities of the parties and the mediator were articulated, and objectives were identified and agreed upon by both parties.
Phase Three: Each party presented their issues using language that was specific, direct, and non-punishing. Agreements were reached regarding respective changes in behavior and procedure. A plan was developed to implement the changes, specifying actions, timelines, and milestones.
Phase Four: Follow-up meetings were held with the mediator on a monthly basis to review progress and to resolve emergent issues. The follow-up meetings continued until both parties agreed they were no longer necessary.

The working relationship of the parties improved.
Formal disciplinary action was averted.
Each party acquired new skills for resolving future issues in a constructive manner.
To resolve future issues, the parties had a process to raise issues and problems, and an agreed upon way to resolve them.