Can't mediate, won't mediate
The relationship between two team members had become so acrimonious that they felt unable to work with each other. The line manager felt that this was undermining productivity and causing tension among the rest of the team.
The mediator met with the line manager and the two team members individually. He concluded that the team members were neither ready nor willing to participate at an offsite mediation session. He recommended that he coach the line manager and the direct reports to handle the conflict as effectively as possible. He also suggested a minor structural change which reduced interdependency between the two.
This case demonstrates that unwillingness to enter a more conventional mediation process does not mean that the situation and people are beyond help. Conflict coaching helped promote more constructive behaviour and raise morale in the team.
