When might a facilitated conversation help?

• Colleagues or a manager and employee need to address a concern before it escalates.
• A team needs to discuss communication, responsibilities or working arrangements.
• Organisational change has created tension or different expectations.
• People need a supported discussion about working together after a formal process.
• Leaders or groups need help having a conversation they have been avoiding.

The label is less important than suitability. We discuss the issues, relationships and participants before recommending an approach.

What does the facilitator do?

The facilitator helps clarify the purpose, structure the conversation and create opportunities for people to explain their concerns and hear other perspectives. They can help participants identify where they agree, where differences remain and what practical next steps they want to consider.

The facilitator does not determine disputed facts, decide who is right or impose an outcome. Participants retain responsibility for their decisions.

How is this different from mediation?

There is overlap in the skills and approaches used. A facilitated conversation may focus on a particular issue or working arrangement, while mediation may involve more extensive preparation and a wider attempt to resolve a dispute.

That is not a rigid dividing line. A short conversation is not automatically suitable because a problem appears small, and complex issues should not be relabelled simply to avoid dealing with them properly.

We discuss what the process needs to achieve and agree the structure, roles and confidentiality arrangements. If mediation or another approach would be more appropriate, we will discuss that with you.

How we design the process · Workplace Mediation

Preparing for the conversation

We discuss who needs to take part, the issues to be addressed and what participants understand the purpose to be. Individual preparation may be helpful before a joint discussion.

For a group, we consider whether a whole-team meeting or a sequence of smaller conversations is appropriate. Preparation should also clarify the boundaries of the discussion, including any decisions that participants can or cannot influence.

Team and Multi-Party Mediation →

Confidentiality and reporting

We agree confidentiality and reporting arrangements before the discussion. Participants should understand what may be shared with the organisation or others, and any necessary limits.

A conversation should not be assumed to have particular confidentiality protections simply because it is described as facilitated. Clear arrangements help people decide how to participate and what can be communicated afterwards.

Any record of agreed actions and arrangements for follow-up should be discussed as part of the process.

When another process may be necessary

Early discussion can be valuable in relationship conflict, but a facilitated conversation must not replace necessary investigation, safeguarding, regulatory requirements or authoritative factual determination.

We consider willingness to participate, power imbalances and whether people can take part safely and meaningfully. Someone should not be required to reconcile or accept an allegation as the price of taking part.

Mediation or Grievance: choosing an appropriate process →

Format and fees

We can discuss in-person, online or hybrid arrangements, including conversations involving people at different locations. The appropriate number of facilitators and meetings depends on the assignment.

Scope and fees are agreed in advance. Our preferred approach is a single agreed fee for the whole agreed process, with no hidden extras. Any separately payable costs or proposed changes in scope are discussed and agreed beforehand.

Mediation costs and practical arrangements · Where we work