Strategy & mediation | FairSights Mediation

Combine strategy ánd mediation? Contact us now to explore the options.

Strengthen strategy & policies through mediation

Blocking conflicts

Differences of opinion can seriously hamper the development of organisations and the growth of companies. This is especially true if they last (too) long, are not expressed sufficiently and slowly but surely escalate into nasty, deep conflicts.

Conflicts, dormant or expressed, often lead to the circumvention and postponement of important decisions and investments. This is disastrous when they are crucial for dealing with new innovations and major market changes and go to the heart of strategy and policy.

The power of conflicts

At the same time, divergent visions and even firm conflicts can be of great value, precisely to deal with drastic, external changes. They shed different light on strategic themes that determine future success and can be important sources of inspiration that, taken together, make the organisation or (family) business stronger. More people looking around and ahead from different perspectives simply see more.

Strategy ánd mediation in one

What does it take to develop winning strategies and successful policies together despite contradictions and conflicts? In essence, surprisingly little: discovering and exploring together the key considerations, interests and concerns behind positions, preferences and visions. Behind contradictions often lie other ideas and images about the future, all of which can be of value.

FairSights Mediation combines expertise in mediation of business conflicts with more than 25 years of experience in strategy and policy development with a broad scale of (family) businesses, not-for-profit organisations and governments. It forms a strong combination to make great strides in both strengthening mutual relationships and renewing strategy and policy in a short time. Sometimes a few conversations are enough for this, but it can also involve a full strategy process, as in the diagram below.

Practical approach

Organisations and the sectors in which they operate can differ greatly from one another. The process of fine-tuning or largely redesigning parts of a strategy is therefore always tailor-made. This is especially true if tensions and conflicts play a role simultaneously, visibly or subcutaneously. Naturally challenging but also the starting point of a combined strategy - mediation process and, as the process goes well, a potential source of insight and inspiration.

The strategy trajectory starts with setting the strategic agenda and exploring differences of opinion to be discussed during the trajectory. In the trajectory, strategic content and interrelationships and differences alternate. Both may set the pace from time to time and be higher or lower on the agenda for a while. During the process, content and process reinforce each other and those involved find each other alternately on one or, increasingly, both aspects.

Inspired by the strategic agenda, those involved design, in close consultation with the advisor/mediator, an appropriate strategy or policy development process that matches their preferences and (first) assessment of what is needed to strengthen the future of the company and its strategy or the organisation and the policies it develops and implements. For picking up contradictions and conflicts, all parties involved preferably sign a mediation agreement to be able to speak openly with each other about what is going on and going on from their point of view.

In what types of conflict situations

All situations where conflicts arise and escalate between those who play a central role in developing new strategies and policies.
Increasing tensions within family businesses that can be about a colourful variety of issues, ranging from strategic choices and investments to financial policy and succession issues.
Increasing tensions within family businesses that can be about a motley variety of issues, ranging from strategic choices and investments to financial policy and succession issues.
Well-known competitors and new players are changing the market by introducing innovative products, services and technologies packaged in surprising business models.
Significant differences of opinion between executives, supervisory boards, shareholders and key stakeholders on the company's strategic direction.
Divergent views and opinions both between and within departmental/management teams on organisational strategy and policy.
Coalitions of stakeholders have divergent views and arguments on the desired and best approach to key societal challenges.