Research Paper: ADR at the USPS
Mediation at Work:
Transforming Workplace Conflict at the United States Postal Service
by
Lisa B. Bingham, J.D.
Executive Summary
Public sector organizations are leading an innovative wave of new workplace dispute resolution systems. Agencies are experimenting with interest-based processes such as negotiation and mediation, while the private sector favors more traditional adjudicatory processes such as binding arbitration. In the federal sector, the United States Postal Service (USPS) was among the first to implement mediation by independent, outside neutrals as a process for resolving workplace conflict. This report describes best practices in dispute system design, the history of the USPS program (REDRESS® --Resolve Employment Disputes Reach Equitable Solutions Swiftly), and how the USPS implemented and institutionalized the program.
The report also summarizes eight years of research on the program. The great majority of employees, supervisors, and their representatives are satisfied or highly satisfied with the mediation process and the impartiality, fairness, and performance of the mediators. Most are also satisfied or highly satisfied with the outcome of mediation, which is a full or partial resolution in the majority of cases. A longitudinal analysis shows that these reports of participant satisfaction have remained stable and virtually unchanged over the past five years. There is no evidence of a new program honeymoon effect. Researchers have also found that the program contributed to a statistically significant drop in the number of formal complaints of discrimination filed against the USPS (from a high of 14,000 in 1997 to under 10,000 in 2002). There is evidence that the program is contributing to improved communication between employees and supervisors during mediation. Mediation is having a positive impact on the USPS dispute system for handling complaints of discrimination.
Organizations seeking to adopt ADR programs should: 1) design a dispute resolution system that looks fair and is fair; 2) design the dispute resolution system to maximize participation; 3) train relevant stakeholders; 4) get the word out; 5) monitor quality; and 6) provide feedback on program results.
Indiana Conflict Resolution
Institute
Last updated:
July 30, 2004
Comments:
ICRI Administrator
Copyright
1999 - Indiana University,
Bloomington