Queen's University IRC

Mediation

In Conversation with Bernard Mayer

How can organizational leaders help to create healthy, conflict-friendly workplaces? Bernard Mayer, a Queen’s IRC Facilitator who is an international expert in conflict resolution and mediation, shares insights for managers in the following Q & A. What is a ‘conflict-friendly’ environment? The key here is to acknowledge that organizations, communities and relationships need conflict. It …

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The Seven Habits of Successful Mediators

An expert in managing conflict, Dr. John S. Andrew teaches negotiation at Queen’s School of Urban and Regional Planning; provides independent facilitation and mediation services to parties involved inland use, environmental, and transportation disputes; and leads executive seminars on strategic consensus-building in corporate real estate. Dr. Andrew spoke with us about what makes a good …

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Grievance Mediation: The Impact of the Process and Outcomes on the Interests of the Parties

The revival of grievance mediation can be traced to an experiment in mediating workplace disputes in the coal industry of the United States in 1980, which resulted in a very high success rate of 80 to 90 percent. The decades that followed, researchers comparing the effectiveness of grievance mediation and arbitration concluded that grievance mediation is a faster process with lower costs that can produce a ‘win-win’ outcome and a positive long-term impact on the relationship between the parties.

Alternative Dispute Resolution

Where once Alternative Dispute Resolution (ADR) referred to an alter­native to the courts, ADR in the field of labour relations is increasingly being referred to as an alternative to arbitration. The objectives of ADR and the newly emerging Internal Dispute Resolution (IDR) are to settle disputes prior to having to go to binding arbitration over which the parties have little control. ADR and IDR are recognized as giving the parties greater direct voice in fashioning remedies and more timely settlements.

Settlement Methods in Ontario Collective Bargaining 1970-1973

This paper analyzes the methods by which settlements were arrived at in more than 1400 Ontario collective agreements during the years 1970-1973 and discusses some of the implications of these patterns. The analysis is based on information published jointly by the Federal and Ontario Departments of Labour, covering settlements involving more than 250 employees in industries other than construction.

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