¶ … founding partners of a small consulting firm. The company's attorney noticed the growing tension in the office and worried that there was going to be a blow-up.
But, like the majority of business disputes, this one was resolved by mutual agreement without resort to litigation (Corley, Reed, & Shedd, 1995). In fact, the attorney suggested that the partners call in a mediator team, and this successfully defused the problem. Corley et al. define mediation as "a process in which a third party is brought into the controversy to help settle the dispute" (1995, p. 100). A mediator brings to the bargaining table an unbiased viewpoint and skill in bringing about compromise (Corley, Reed, & Shedd, 1995). Also, unlike arbitration, the solution suggested by the mediator is not binding, but is given significant weight (Corley, Reed, & Shedd, 1995).
These characteristics of mediation were central to solving this disagreement between partners.
At the start of the dispute, all three partners characterized the situation differently. Under the partnership agreement, each partner in the financial firm owned one third of the business and each took an equal share of the profits. Not all the partners were still happy with this arrangement. The first partner, Jerry, was a self-proclaimed workaholic. He spent between 50-60 hours per week in the office and made sure everything and everyone, including the support staff, did their job. Jerry saw the growing discontent in the firm as being due to low profits and a lack of firm growth. He felt that he put in a disproportionate amount of the work compared to...
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