The Blog: Louisa Weinstein

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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.

A CALL TO ACTION: 5 Steps to post pandemic Re-engagement

The world and business in particular has been rocked not just by the pandemic but by issues of race, gender, diversity and equality. It is almost as if we are being asked to do and even see everything differently – not just operate differently but also to think differently challenging all sorts of “norms”.

Article by 25 March 2021

5 essentials of Disruptive Innovation for Corporates post Covid19

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

Productivity, Collaboration and Communication in the New Normal: 5 lessons from the masters

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

Finding our way through the uncomfortable truths – whistleblowing, bullying and harassment

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

Three steps to mitigate the damaging impact of low-level conflict on engagement

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