Adapted from a presentation by Qaqamba Moeletsi, this article explores the rising threat of technology-facilitated violence in the workplace and the critical steps employers must take to address it.

Mediation in South Africa, like in many jurisdictions, is often misunderstood, despite its growing prominence—especially with the introduction of rules like High Court Rule 41A, which encourages its use, and the Gauteng High Court Mediation Protocol, which requires it. Some lawyers and parties think that the mediator makes recommendations for settlement or even decides the outcome. Others consider that mediation is only for small, simple disputes. Parties fear that they will have to sit in the same room as the other party.

In this article based on insights from a recent webinar hosted by Conflict Dynamics, Jayshree Moodley advocates for a human-centred approach to the topic of navigating Workplace Harassment that goes beyond legal compliance, emphasizing dignity, empathy, and accountability. Drawing on the South African Code of Good Practice, this article highlights the pivotal roles of HR, ER practitioners, and line managers in fostering psychologically safe environments, modeling respectful behavior, and intervening early.

Conflict Dynamics held an in person panelist meeting in September in Cape Town where Faculty Member Hendrik Kotze spoke to us about The Mediation Bill. South Africa is on the brink of embedding mediation more firmly into its justice system. The Mediation Bill introduces accreditation standards, court integration, and confidentiality protections - raising the bar for professional mediators while also sparking debate about inclusivity for community-based practitioners. Read the full article to explore how the Bill could reshape mediation for practitioners, communities, and the future of justice in South Africa.

In her thought-provoking talk, Dr. Angela du Plessis highlights why mental health is no longer optional in the workplace, it’s a leadership imperative. From embedding psychological safety into organisational culture to shifting from compliance to compassion, her message is clear: when leaders prioritise mental wellbeing, they unlock trust, creativity, and resilience across their teams. These insights challenge employers to lead with empathy and foresight, creating workplaces where people thrive, not just survive.

While online learning has its place, there is no substitute for the depth and impact of face-to-face learning. At Conflict Dynamics, we see every day how personal interaction, real-time feedback, hands-on practice, and the ability to read body language enrich learning outcomes. Face-to-face training fosters meaningful discussion, connection, and accountability that extends far beyond the classroom. Read what Conflict Dynamics’ Training Manager, Vanessa Botha, has to say.

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.