Case 1
Mary Smith is a department administrator at Flat Plains College working in the Chemistry Department for twenty years. During that time, she has worked closely with and has developed a highly professional and trusting relationship with Professor Thomas. Three years ago, the College signed a research agreement with Company X. At the end of the third year, Company X decided not to continue the sponsored project agreement and at the end of the third year, the agreement was terminated. Professor Thomas had other contacts at Company Z, and the College was able to execute a sponsored project agreement to fund the research for another three years. Professor Thomas, being very busy, told Mary that the company also wanted him to sign a consulting agreement . Since he trusted her implicitly, he wanted Mary to negotiate the personal consulting agreement for him. When Mary looked at the agreement she found that the statement of work was identical to the statement of work contained in the Company’s sponsored project agreement with the College. While the sponsored project agreement signed by the College preserved intellectual property rights for the university, the consulting agreement would give all intellectual property rights to the Company. In addition, in the consulting agreement, Thomas would agree to use his graduate students to perform the research at no cost to the company since this would be a "learning experience" for them and would give them exposure to valuable experience. Finally, Professor Thomas told Mary Smith that it would be very helpful to him if she would collect payments under the consulting contract and administer the funds through a private bank account he would establish. Mary felt uneasy but was not sure what was causing this gut reaction. She believed in doing the right thing, but she also felt that if she refused to help Professor Thomas, she was betraying their long-standing trust and professional relationship.
menyebabkan reaksi usus ini. Dia percaya dalam melakukan hal yang benar, tetapi ia juga merasa bahwa jika ia menolak untuk membantu Profesor Thomas, dia mengkhianati mereka kepercayaan lama dan hubungan profesional.
Case II
Case Study 1 - Workplace Mediation
Peaceworks was approached by a medium-sized business (£3million turnover) in the Midlands to mediate a conflict between the CEO, John and the Marketing Manager, Susan. It had been ongoing for over two years and had led to plans being put in place for a total reorganisation of the management structure. Staff morale was low, and clients were disgruntled as a direct result of the conflict.
Susan always produced good results in her job, but had been accused of bullying and harassment by one of her staff. While this complaint was being investigated she had been temporarily suspended. An internal enquiry was held and although the accusation was not upheld the panel made recommendations that she undertake training in managing staff. As the allegations had not been upheld, Susan regarded these recommendations as sanctions and therefore refused to comply with them.
At Susan's annual appraisal, John rated certain areas as poor because of her lack of cooperation. Susan felt this amounted to victimisation and took out grievance procedures against him. During this period she became depressed and suicidal. John was under pressure from the board to bring an end to this matter and had felt the only way forward was to restructure the management, thus side stepping some of the issues that he felt were insurmountable. Susan saw this as another personal attack and pursued her grievance claim. The board of trustees requested that mediation be considered as an alternative solution to the expensive and protracted legal process that appeared to be the only other option.
Peaceworks mediators were employed and after initially meeting with Susan and John separately, they held joint mediation meetings with both parties. The mediation process enabled both parties to identify common interests, and to articulate to each other a desire to move on and grow from the experience of this conflict, both personally and for the organisation. With the support of the mediators, Susan and John moved towards a written agreement which enabled them to apologise to each other, resolve some of their issues and move towards cooperative working practices.
This mediation was so successful that four HR managers and a board member have since taken Peaceworks' training course. The organisation's Head of HR told us: "Working with Peaceworks has totally changed our HR climate...from bucket-loads of grievances to zero."
Studi Kasus 1 - Kerja Mediasi
lebih dari dua tahun dan telah menyebabkan rencana yang dimasukkan ke dalam tempat untuk reorganisasi total struktur manajemen. Staf moral rendah, dan klien yang puas sebagai akibat langsung dari konflik.
Susan selalu menghasilkan hasil yang baik dalam pekerjaannya, tetapi telah dituduh bullying dan pelecehan oleh salah satu stafnya. Sementara keluhan ini sedang diselidiki ia telah ditangguhkan sementara. Sebuah penyelidikan internal yang diadakan dan meskipun tuduhan itu tidak ditegakkan panel membuat rekomendasi bahwa dia melakukan pelatihan dalam mengelola staf. Seperti tuduhan belum ditegakkan, Susan dianggap rekomendasi ini sebagai sanksi dan karena itu menolak untuk mematuhi mereka.
Pada penilaian tahunan Susan, John dinilai daerah-daerah tertentu miskin karena dia kurang kerjasama. Susan merasa ini sebesar korban dan mengambil prosedur pengaduan terhadap dirinya. Selama periode ini ia menjadi depresi dan bunuh diri. John berada di bawah tekanan dari papan untuk mengakhiri masalah ini dan merasa satu-satunya jalan ke depan adalah untuk merestrukturisasi manajemen, sehingga sisi melangkah beberapa isu bahwa ia merasa tidak dapat diatasi. Susan melihat ini sebagai serangan pribadi lain dan mengejar keluhan gugatan. Dewan pengawas meminta agar mediasi dianggap sebagai solusi alternatif untuk proses hukum mahal dan berlarut-larut yang muncul untuk menjadi satu-satunya pilihan lain.
Peaceworks mediator yang bekerja dan setelah awalnya bertemu dengan Susan dan John secara terpisah, mereka mengadakan pertemuan mediasi bersama dengan kedua belah pihak. Proses mediasi memungkinkan kedua belah pihak untuk mengidentifikasi kepentingan bersama, dan untuk mengartikulasikan satu sama lain keinginan untuk bergerak dan tumbuh dari pengalaman konflik ini, baik secara pribadi dan bagi organisasi. Dengan dukungan dari mediator, Susan dan John bergerak ke arah perjanjian tertulis yang memungkinkan mereka untuk meminta maaf satu sama lain, menyelesaikan beberapa masalah mereka dan bergerak menuju praktek kerja koperasi.
mediasi ini sangat sukses sehingga empat manajer HR dan anggota dewan telah sejak mengambil kursus pelatihan Peaceworks '. Organisasi Kepala HR mengatakan kepada kami: "Bekerja dengan Peaceworks telah benar-benar berubah iklim HR kami ... dari ember-banyak keluhan ke nol."
Case III
Case Study 4 - Preventing an Employment Tribunal
Peaceworks were approached by a solicitor on behalf of a client facing the threat of an employment tribunal with one of its employees. The client was a manufacturing company in the Midlands serving the motor industry, supplying parts to a major car manufacturer. This company had never heard of mediation nor the benefits it might yield to what was a very difficult staffing issue, with possible repercussions for business relationships with existing and future clients.
grievance procedure and subsequently had consulted employment lawyers to prepare for an Employment Tribunal.
In discussing mediation, the two senior directors recognised that Peaceworks could help through mediation in providing an effective solution to the impasse they faced. In learning that the process was voluntary, confidential and a fraction of the cost of courts and tribunals they decided to appoint Peaceworks to mediate, and requested Peaceworks contact their employee. He also agreed to participate with the mediation process.
A preliminary and brief telephone conversation prepared both parties for the mediation and then over one day a careful managed Peaceworks process was deployed.
The employee was naturally reticent about the chances of success, and anxious as to the impartiality of the process. However, over a series of meetings throughout the day, the parties were able to find a settlement that was agreeable to all, which was signed by both parties and became their personal agreement.
The company fulfilled the terms of that agreement in settlement with their employee, as he did with regard to his agreements. The whole process was concluded in a day and the final agreement signed and implemented within a further seven days. The process and the agreement were confidential and no-one either inside or outside the company was aware of the mediation case. Both the employee and the company saved on the legal costs and stresses related to the long drawn out Employment Tribunal process.
The company are now interested in how Peaceworks might add further value through some internal staff training in the future.
Studi Kasus 4 - Mencegah Pengadilan Ketenagakerjaan
Peaceworks didekati oleh seorang pengacara atas nama klien menghadapi ancaman pengadilan kerja dengan salah satu karyawannya. Klien adalah perusahaan manufaktur di Midlands melayani industri motor, memasok bagian untuk produsen mobil utama. Perusahaan ini belum pernah mendengar tentang mediasi maupun manfaat yang mungkin menghasilkan apa adalah masalah kepegawaian yang sangat sulit, dengan kemungkinan dampak bagi hubungan bisnis dengan klien yang ada dan masa depan.
karyawan telah bekerja pada proyek tertentu yang tidak berjalan dengan baik. karyawan merasa bahwa ia belum didukung dengan informasi yang tepat untuk berhasil menyelesaikan proyek tersebut, sementara dewan perusahaan merasa bahwa ia tidak berhasil proyek dengan baik. karyawan telah memulai prosedur keluhan, tapi menolak hasil dari prosedur pengaduan dan selanjutnya telah berkonsultasi pengacara kerja untuk mempersiapkan Majelis Ketenagakerjaan.
Sebuah percakapan telepon awal dan singkat disiapkan kedua belah pihak untuk mediasi dan kemudian lebih satu hari proses berhasil Peaceworks-hati ditempatkan.
karyawan secara alami pendiam tentang kemungkinan keberhasilan, dan cemas terhadap ketidakberpihakan proses. Namun, lebih dari serangkaian pertemuan sepanjang hari, pihak mampu menemukan penyelesaian yang menyenangkan untuk semua, yang ditandatangani oleh kedua belah pihak dan menjadi kesepakatan pribadi mereka.
Perusahaan memenuhi ketentuan perjanjian yang di pemukiman dengan karyawan mereka, seperti yang ia lakukan sehubungan dengan perjanjian-Nya. Seluruh proses itu disimpulkan dalam satu hari dan kesepakatan akhir ditandatangani dan dilaksanakan dalam tujuh hari lebih lanjut. Proses dan kesepakatan yang rahasia dan tidak ada baik di dalam atau di luar perusahaan menyadari kasus mediasi. Baik karyawan dan perusahaan disimpan pada biaya hukum dan tekanan yang berkaitan dengan proses Majelis Ketenagakerjaan panjang ditarik keluar.