Workplace mediation goes beyond dispute resolution—it fosters trust, collaboration, and workplace democracy. While formal processes exist, equipping employers and employees with mediation skills can proactively manage conflicts and strengthen workplace relationships. From bullying and discrimination to communication breakdowns, mediation offers a constructive alternative to adversarial approaches, aligning with the Labour Relations Act’s vision for economic development, social justice, and labour peace.

Conflict Dynamics Panel member Peter van Niekerk shares his insights on the case M v Bruwer & Ano [2019] 4 All SA 165 (WCC) in the article below. This case has significant implications for mediation and dispute resolution and Peter's analysis provides valuable perspectives for practitioners and stakeholders alike.

The digital revolution has transformed workplace interactions, bringing both opportunities and challenges. While digital tools enhance efficiency and connectivity, they also introduce complexities like the loss of nonverbal cues and potential misinterpretations. Video communication, despite its benefits, can lead to conflict, fatigue, reduced spontaneity, and increased social isolation. To mitigate these effects, prioritise face-to-face interactions, practice active listening, and use clear communication. By adopting these strategies, we can build stronger, more collaborative workplace relationships across cultural and geographical boundaries.

Marion Shaer, in collaboration with Felicity Steadman, developed a paper which was presented at a recent conference. The paper explored South Africa's rich history of mediation in dispute resolution, dating back to the 1980s, looking at where we are now and what the future could be in this space. While successful mediation practices are exemplified by the Labour Relations Act and the Commission for Conciliation, Mediation and Arbitration (CCMA), the civil justice system has been slow to adopt similar measures. Despite the introduction of court-annexed mediation rules in 2014 and 2020, their usage remains low, partly due to misunderstandings about mediation among public and legal professionals. To enhance access to justice, there is an urgent need for education, advocacy, and collaboration among stakeholders to promote mediation as a viable dispute resolution option. Read the abridged version of the paper here.

In today's workplaces, the ability to mediate conflicts effectively can drive team cohesion, enhance productivity, and foster a positive work environment. In this article, Conflict Dynamics Panelist, Mthimkulu Mashiya delves into the transformative power of mediation skills for managers. Discover how cultivating mediation skills equips managers to resolve disputes constructively, empower team members, and ultimately, support organisational success.

In this article Ebrahim provides some guidelines on how to prepare effectively for collective bargaining, which is a process of negotiating collective agreements between employers and trade unions. The article emphasises the importance of developing skills and knowledge of negotiators, enhancing the relationship and communication between the parties, reviewing and improving the processes and practices of bargaining, and adhering to the code of good faith. Ebrahim also suggests a negotiation planning framework that covers various aspects such as objectives, demands, interests, bargaining range, alternatives, risks, benefits, strategy, and pressure points. The article concludes that collective bargaining negotiations require serious planning and execution, as they have significant consequences for the economic development, social justice, labour peace, and workplace democracy.