Editing Mediation (section)

===Workplace matters===
The implementation of human resource management (HRM) policies and practices has evolved to focus on the individual worker, and rejects all other third parties such as unions and AIRC.<ref>{{harvnb|Van Gramberg|2006|p=173}}</ref>{{Full citation needed|date=October 2015}} HRM together with the political and economic changes undertaken by Australia's Howard government created an environment where private ADR can be fostered in the workplace.<ref>{{harvnb|Bamber|et al.|2000|p=45}}</ref>{{Full citation needed|date=October 2015}}

The decline of [[trade unionism|unionism]] and the rise of the individual encouraged the growth of mediation. This is demonstrated in the industries with the lowest unionization rates such as in the private business sector having the greatest growth of mediation.<ref>{{harvnb|Van Gramberg|2006|p=174}}</ref>{{Full citation needed|date=October 2015}}

The 2006 Work Choices Act made further legislative changes to deregulate industrial relations. A key element of the new changes was to weaken the AIRC by encouraging competition with private mediation.

A great variety of disputes occur in the workplace, including disputes between staff members, allegations of harassment, contractual disputes and workers compensation claims.<ref name=boul298>{{harvnb|Boulle|2005|p=298}}</ref> At large, workplace disputes are between people who have an ongoing working relationship within a closed system, which indicate that mediation or a workplace investigation would be appropriate as dispute resolution processes. However the complexity of relationships, involving hierarchy, job security and competitiveness can complicate mediation.<ref name=boul298/>

[[Party-directed mediation]] (PDM) is an emerging mediation approach particularly suited for disputes between co-workers, colleagues or peers, especially deep-seated interpersonal conflict, multicultural or multiethnic disputes. The mediator listens to each party separately in a pre-caucus or pre-mediation before ever bringing them into a joint session. Part of the pre-caucus also includes coaching and role plays. The idea is that the parties learn how to converse directly with their adversary in the joint session. Some unique challenges arise when organizational disputes involve supervisors and subordinates. The negotiated [[performance appraisal]] (NPA) is a tool for improving communication between supervisors and subordinates and is particularly useful as an alternate mediation model because it preserves the hierarchical power of supervisors while encouraging dialogue and dealing with differences in opinion.<ref>[http://www.cnr.berkeley.edu/ucce50/ag-labor/7conflict/ Party-Directed Mediation: Facilitating Dialogue Between Individuals] (on-line 3rd Edition, 2014) by [[Gregorio Billikopf]], University of California</ref>