In the Shadows No More: Unveiling the Mediator’s Contribution to Mental Health and Well-being

By Oliver Martin Jr.

Employers often overlook the vital role of workplace mediators in supporting mental health. The October 2023 Mental Health Index by TELUS highlights a notable 23% productivity loss from workplace conflict. Let us acknowledge and discuss mediators’ contribution to mental health and help clients recognize mediation as an investment in organizational well-being.

Repeatedly, employees express gratitude after our initial pre-mediation meeting, saying variations of, “Thanks for listening; I feel better about the situation.” Some even humorously say, “Thanks for the free therapy,” occasionally shedding tears as they revisit their stressful conflicts. These reactions reveal the stress relief achieved by speaking with a workplace mediator.  In those private moments, I realize I’m not just understanding perspectives and guiding parties through the mediation process; I’m actively supporting their mental health and helping them to function more productively in the workplace.  Oddly, this aspect is rarely discussed among mediators.

During my 15 years as a workplace mediator, I’ve often questioned why there’s a lack of discussions about how our role and the mediation process can genuinely help organizations tackle their mental health challenges.  It’s time we step out of the shadows and discuss the mediator’s role in mental health and well-being.

Workplace Conflict is a Mental Health Issue

From my years working at a leading mental health provider, I saw firsthand the significant impact that poor mental health and well-being could have on employees and the organizations of which they’re a part.  Mental health “is the state of your psychological and emotional well-being. It is a necessary resource for living a healthy life and a main factor in overall health.”[1]

The October 2023 Mental Health Index by TELUS, a report assessing the mental health status of employed adults, identified key workplace stressors impacting mental health. These included factors like ‘volume of work,’ ‘issues with customers,’ ‘performance demands,’ ‘hours of work,’ and ‘conflict at work.’ Notably, workers identifying workplace conflict as their primary source of conflict experienced a significant 23% productivity loss, equivalent to 55 lost working days per year.[2] This productivity decline surpassed that associated with other workplace stressors.  Are organizations making the connection between the services we provide and how we can impact mental health?

Mediators Supporting Mental Health and Wellbeing

Let’s remind ourselves how what we do directly contributes to mental health and well-being in the workplace, what to remember in our practice, and how we can help organizations make the connection.

1. Employee Empowerment:  Self-determination is a fundamental principle in mediation.  Through facilitated conversations, mediation empowers employees by involving them in the resolution process. This empowerment can increase confidence, self-esteem, and a sense of control, all critical factors supporting mental health.
2. Reduced Stress and Anxiety:  Mediation helps resolve conflicts, alleviating the stress and anxiety associated with workplace disputes. When individuals feel heard and supported, it positively impacts their mental well-being.
3. Enhanced Communication and Conflict Resolution Skills:  Mediation enhances individuals’ communication and conflict resolution skills, empowering employees to handle future conflicts more effectively and reducing prolonged stress and adverse mental health outcomes. Employees I’ve assisted often note that these skills are also valuable at home, extending their benefits to supporting mental health in personal life.
4. Improved Relationships:  Successful resolution restores positive relationships, contributing to a supportive work environment and emotional well-being.

In the broader context of mental health, a mediator’s work goes beyond resolving conflicts; it actively fosters a positive and supportive work environment.

Supporting Mental Health in Your Practice

The standard workplace mediation process and the mediator’s role naturally contribute to helping people’s mental health and well-being. To enhance your intentional support during mediation, consider incorporating a few practices if you are not already doing so:

1. Ask parties how the situation impacts them.  Pre-mediation conversations provide an opportunity for parties to be able to process their thoughts and emotions in private with the mediator.  Questions such as, “How is this situation making you feel?”  “How is it affecting you physically?” “How is it impacting your productivity at work?” foster self-awareness crucial for emotional well-being.
2. Adopt a trauma-informed approach in the mediation process.  This approach entails recognizing and understanding the potential impact of trauma on individuals and integrating this awareness into the mediation process. For instance, be aware of common triggers and actively work to prevent re-traumatization during mediation. Adjust your approach to accommodate varying comfort levels and sensitivities.
3. Refer them to an employee and family assistance provider or other mental health professionals for additional support.  Recognizing that most mediators aren’t mental health practitioners, stay informed about mental health professionals or external support services in the community. Consider offering a referral post-mediation for ongoing support or consider doing so in advance if beneficial.

Help Organizational Clients to Make the Connection

Having explored mediation’s role in mental health and intentional strategies, let’s help clients make the connection between mental health and the support provided by mediators. Consider the following when speaking to organizational clients.

1. Emphasize Mediation as an Investment in Organizational Well-being.  Mediation, conflict coaching, and training are an investment in the organization’s overall mental health and well-being.  Focusing on conflict resolution services, skills, and training aligns with the broader goal of promoting employee wellness and can be part of workplace wellness strategies and action plans.  Share that the Canadian Centre for Occupational Health and Safety (CCOHS) advocates conflict resolution practices as a key strategy for fostering positive mental health among employers.[3]
2. Link to Reduced Absenteeism.  Addressing conflicts through mediation or other conflict interventions can reduce workplace stressors and lower absenteeism. Collaborate with clients to examine disability or absenteeism data, identifying patterns and trends for targeted conflict resolution interventions.  Ask clients about the percentage of disability claims linked to mental health issues or workplace conflicts.  Timely conflict resolution minimizes the cost of prolonged disputes.
3. Remind Clients: Conflict Management Skills Are Not Just For Managing Conflict.  Conflict management skills go beyond resolving disputes; they’re essential in daily interactions for enhanced communication, relationships, and business effectiveness. Core skills like creating psychological safety, perspective-taking, active listening, empathy, and building trust are fundamental to successful communication and mental health. Adopting these skills organization-wide can minimize unproductive conflicts.

Let’s emerge from the shadows and discuss our important role in supporting mental health. Whether mediating a dispute, providing training, or offering conflict coaching, remember the integral part you play in the broader organizational culture and policies promoting mental health.  Our impact goes far beyond settling disputes; it addresses the primary contributor to productivity loss related to mental health, fostering a positive and supportive work environment.

[1] Government of Canada – https://www.canada.ca/en/public-health/services/about-mental-health.html

[2] TELUS Mental Health Index. Canada | October 2023 – https://go.telushealth.com/hubfs/MHI%202023/Canada_MHI_October_English_Final.pdf

[3] Government of Canada. Canadian Center for Occupational Health and Safety. https://www.ccohs.ca/oshanswers/psychosocial/mh/mentalhealth_address.html?=undefined&wbdisable=true#section-5-hdr

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Oliver Martin’s practice focuses on workplace mediation, coaching, and restorations in unionized and non-unionized environments. He applies an emotional intelligence and organizational systems lens to workplace conflict with a trauma-informed approach. Since 2003, he has partnered with individuals and organizations internationally to mediate disputes and provide conflict resolution, negotiation, and leadership training. Based in Toronto, Oliver is an adjunct instructor for the ADR certificate program at York University and a former Director at ADRIO.