Facilitated Dialogues Services
Focused on fostering understanding and finding common ground for resolutions in California, Florida, New York, and Ohio.
Resolving Workplace Conflict Through Facilitated Dialogues
Navigating the Facilitated Dialogue Process
During a facilitated dialogue, the neutral facilitator may engage with relevant witnesses to gather factual information, documenting details akin to an investigation. Armed with this information, the neutral facilitator guides a dialogue among decision-makers, coworkers, and the complainant to explore opportunities for mutual resolution, resembling an informal mediation process. It’s important to note that, unlike mediation, a facilitated dialogue typically doesn't conclude with a formal settlement agreement. Instead, the focus is on fostering understanding and finding common ground for resolution.
Application in Employment Settings
In an employment setting, facilitated dialogues commonly occur within the context of a workplace investigation, especially when the complaint is a current employee. Rather than the employer or a neutral investigator deciding on factual allegations, a facilitated dialogue becomes a preferred approach when parties aim to repair an ongoing relationship and distinguish themselves from mediation where separation is often resolution.
A Path to Constructive Resolution
Our facilitated dialogues offer a platform for conflicting parties to engage in meaningful conversations. Within the confines of an informal setting, a neutral facilitator adeptly guides these dialogues, creating an environment conducive to open communication and mutual understanding. As we recognize the importance of fostering an atmosphere where ideas for resolution can be explored, our dedicated facilitators serve as catalysts for constructive dialogue.
FAQs
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If a facilitated dialogue is commenced as part of a neutral investigation, the employer may elect to proceed with a completed investigation in tandem (which may satisfy an employer’s obligation to investigate, especially if the complainant changes their mind at a later date or there is a subsequent claim that the employer did not adequately address the allegations). The neutral facilitator may use the information gathered during the investigation for the facilitated dialogue, especially from the complainant, to ensure that all issues are resolved during the discussion. If the employer decides to complete the investigation and then engage in a facilitated dialogue instead of an investigative conclusion, it is important to obtain an agreement in writing from both parties (the complainant and employer or other individuals involved in the complaint) to memorialize the decision.
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At the heart of a facilitated dialogue is an agreement by all parties involved to participate. Most often, a facilitated dialogue proceeds with a joint session where the majority of the conversation is led by the participants, rather than the neutral facilitator. During the process, the neutral facilitator’s role involves managing the emotions of all parties involved and initiating breaks during the discussion if the conversation escalates Before commencing the facilitated dialogue, the parties should decide and agree whether the session will be confidential. An agreement of confidentiality may encourage more candid conversations and, in turn, build trust in the process.
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Choosing to proceed with a facilitated dialogue first requires agreement from all individuals involved. But the benefits can be immense. For example, in a situation where two employees (or a manager and an employee) are expected to continue to work together, determining whether a complaint was substantiated (or unsubstantiated) may not resolve the underlying issues that led to the complaint or minimize the likelihood for future conflict. If a complainant’s (current employee) complaints are determined unsubstantiated without resolution, it may lead to feelings of animosity and exacerbation of further conflict (and potentially litigation). A facilitated dialogue allows the parties involved to be part of the solution. While it may not work for every complaint, it can be a powerful tool for employers to use to bolster employees’ trust in the organization as well as boost employee morale.