Legal Issues

Businesses occasionally experience episodes of discourse and upheaval among employees. These issues are called disputes, and generally, most businesses have a written protocol for how to handle and remedy the situation quickly and efficiently.  Employee disputes are common in the workplace.  Managers sometimes report feeling more like glorified babysitters than supervisors.  Each situation is addressed uniquely and privately whenever possible.  When a situation grows beyond the doors of the office manager, other avenues must be pursued in order to protect morale.  Implementing a clause into the standing alternative dispute resolution protocol is a positive change that incites promise.
   
When a dispute is brought to the resolution team, normal operating procedures for handling the matter ensue promptly.  If a conflicting matter continues to plague the inner office atmosphere, it is time to endorse a clause (National Arbitration and Mediation, 2010).  When employees cannot seem to find civil ground and resolution, then the following clause should be added.  Each employee, or employees, involved or believed to be involved in the unresolved matter will be mandated to attend group interactive therapy once a week for a period of no less than thirty days.  These controversial matters include office gossip, racially biased issues, discrimination, poor work performance, harassment, verbal assault, violations of the company honesty policy, and failure and behavior unbecoming a company representative.  This mandate will enable all employees involved or believed to be involved in the dispute to do four things.  First, the employees will develop a more productive form of communication.  Second, the employee will learn to identify problems before they interfere with work production and work performance.  Third, each employee will be afforded the opportunity to be heard and understood.  Finally, the employees will be aided in developing a new level of respect for coworkers as human beings and not as expendable stepping stones or rivals.  The company will meet with an outside mental health organization as a means of recruiting and engaging two or three psychologists to have on staff.  These critical new members of the ADR team will be on call as to meet the needs of the company employees during conflict.
   
In order for the new ADR clause to work effectively, all employees must understand the new provisions being put into place.  A company staff meeting and written notice will be sent to all employees outlining the new clause for conflict resolution.  New hires will be informed of the new policy and be asked to sign an acknowledgement with respect to the same.  All employees must be willing to put forth the efforts necessary to achieve the ultimate goal of company unity and a peaceable morale.  The psychologists coming into the ADR team will be personable, experienced in dealing with conflict resolution procedures and practices, clear and concise, and unbiased.  Any employee who fails to recognize and participate in these provisions under the new clause will be subject to disciplinary action.  Employees will be given a verbal and a written reprimand.  Subsequent failure to follow protocol will result in an employee suspension.  Finally, if an employee continues to be deliberately noncompliant, then the employee will be terminated from the company for creating a hostile work environment.