About Louisa Weinstein
Louisa Weinstein has been passionate about mediation since over 20 years ago where as a corporate lawyer she saw how mediation provided solutions where law fell short.
She has over 15 years’ experience in mediation and now heads up The Conflict Resolution Centre, which brings together exceptional mediators and trainers serving clients over various sectors. Louisa’s book The 7 Principles of Conflict Resolution is out now.
Whether or not there will be a full return to work, increased remote working is looking inevitable. With it will come a plethora of consequences and options that will and have already changed the way we work. We know from disruptive organisations that have been working remotely for years that this will not simply result in new working protocols and practices. What successful disruptive organisations that have been working remotely for many years tell us is that it will also change the hierarchy, organisational infrastructure and crucially culture and team dynamics of corporates permanently.
Article by 10 September 2020
As teams begin to return to work, increasing numbers will be working remotely at least in part. This is something that companies like Wordpress, Buffer and Zapier have been doing for a while. Their experience can teach us a great deal and provide opportunities for innovation that will survive beyond Covid 19.
Buffer’s study on the State of Work in 2020 reported that 40% of remote workers surveyed cited lack of collaboration, communication, and loneliness as their biggest struggles. These factors can often lead to conflict within teams and, crucially, personal unhappiness. If this is not addressed early as part of everyday culture it quickly starts to fester and employees become harder to reach. The impact on productivity, communication, collaboration and mental health is pretty immediate and can quickly spiral.
Article by 30 June 2020
One of the effects of Covid 19 in the last few weeks is that that many Leadership and Management teams ... View Article
Article by 15 April 2020
Many workplace tensions that escalate and are not dealt with at an early stage result in the individuals involved feeling ... View Article
Article by 17 December 2019
The concept that the way an organisation treats its employees is the way the employees will treat their customers is ... View Article
Article by 4 September 2019
When we encounter whistleblowing, bullying and harassment, we are confronted by the need to discuss the thorny issue of the “truth” and our perception of it. The investigation of and search for an objective truth is often driven by a need to establish right and wrong. This is followed, in some form or other, by the identification of a perpetrator and a victim, of a “crime” and punishment. This can cause us to be very cautious with our words and the truths we affiliate ourselves with. It can also cause us to oversimplify the issues, avoid the grey areas and curtail discussions that are difficult. This leads to a breakdown of trust and, with that, an unwillingness to be truthful for fear of unfair incrimination.
Article by 17 July 2019
In the recent series of Across the Red Line on Radio 4, I introduced a” game” to the participants of ... View Article
Article by 29 May 2019
There are several insidious but potent triggers for disengagement within an organisation that start with low level conflicts. When we start to analyse the link between these triggers and disengagement, we can begin to create opportunities to re-engage members of the workforce. We can also uncover some quick wins to pre-empt or even avoid similar conflicts and/or disengagement in the first place.
Article by 30 April 2019
It makes sense that there is an inexorable link between customer and employee experience. Research tells us that 79% of ... View Article
Article by 14 February 2019
Although the holiday period is, for many, a joyful and deeply fulfilling time of year, we know that for many, it can be an extremely challenging and even lonely time. As the holiday period approaches, staff most keenly affected by conflict are generally those working in client facing roles. Some will regularly be working with people who are under the influence of drugs or alcohol. Equally they might just be under extreme pressure either personal or professional to “get things done” or “meet targets” before Christmas. This presents dangers not only to the physical safety in the event of often erratic behaviour but also to the mental health of front-line staff.
Article by 18 December 2018