David Liddle, Chief Executive, TCM Group

In his keynote, David will examine the ways that transformative approaches such as mediation, coaching and facilitation are being used to resolve a wide range of workplace, employment, and business disputes. David will draw on his 20+ years’ experience of embedding workplace mediation and resolution programmes across organizations such as the BBC, UK Civil Service, TFL, Burberry, NEXT PLC, Aviva, TSB Bank, The Metropolitan Police and numerous hospitals, universities, and police forces.

In his keynote, David will set out his blueprint for a purpose driven, values based and person-centred work culture. His Transformational Culture Model™ is being adopted by numerous organisations and it has recently been adopted by NHS England and is being rolled out to Integrated Care Systems (ICSs) across the UK. David will also introduce his Culture Catalysts™ program which is helping to deliver culture change programmes across the NHS. David is passionate about developing progressive systems for managing workplace issues systems which are fair, just, restorative, inclusive, and sustainable. He will examine how his unique application of transformative justice is being used as a foundation for his award-winning Resolution Framework™. David’s groundbreaking approach to dispute resolution is being used to replace the broken and divisive grievance, discipline, performance, bullying, and whistle blowing policies in organizations in the UK, the US and globally. David has coined the term ‘Integrated People Policy (IPP)’ to describe this approach, and his work, which for so long was seen as radical and ahead of its time, is now becoming mainstream and recognised as best practice.

David will propose that, to make mediation truly mainstream, we must be more courageous. He will urge anyone who is concerned about creating human and humane workplaces to challenge the existing rules-based systems which are proven, beyond reasonable doubt, to be destructive, pernicious, retributive, adversarial, corrosive, reductive and divisive. He will suggest that mediators have a responsibility to deliver real leadership at a time where so many are advocating division, dogma, and danger.

Alex Efthymiades, Director, Consensio Partners

There are ways in which workplace conflict has changed, and this is impacting individuals and organisations. This session explores some of the trends we are observing in our work as conflict specialists, and how these trends may have come about. We will also discuss what we, as conflict management professionals and business leaders, can do to support our teams to navigate conflict and build stronger relationships at work.

Caroline Sheridan, CEO and Mediator, Sheridan Worldwide; Tracey Fox, Mediator, CEDR and Sheridan Worldwide; David Whincup, Partner and Employment Lawyer, Squire Patton Boggs

You have bought into the principles and benefits of mediation in the workplace but are faced on the ground with doubters and sceptics brought up with traditional adversarial dispute resolution procedures and reluctant to try anything different. What can you say to persuade them to get in the same room, both figuratively and physically? What leverage do you have, what assurances can you give, how far can you insist on mediation as a first resort?

Mia Forbes Pirie

Feedback is crucial to our development. We need it to grow. If you want to get ahead in your career, you should want feedback. It will make the difference. Organisations that do well tend to have cultures where giving and receiving feedback is the norm. But they may be becoming rarer as people seem to get more and more upset if their feedback is less than glowing. My work with teams, leaders and family businesses suggests that we may be experiencing a crisis of feedback. In mediations I often hear that people are struggling both with giving and receiving feedback. So much so that I have started training people on it. If organisations had better training on feedback and difficult conversations and built solid cultures of feedback, there would be less serious conflict and fewer mediations. Where there are mediations, many would be far easier and less painful to resolve.

Dionne Dury, Module Leader, Employment Law, EDI Director at UEA & Chair of CMC's Workplace & Employment Committee

In Geoffrey Vos’ words, we’re “on the brink of a revolution in dispute resolution” and ADR should no longer be viewed as alternative, but as an “integral part of the dispute resolution process” with a “focus on resolution rather than dispute”. With integrated mediation of small civil claims up to £10,000 on the horizon, then claims over £10,000, the landmark ruling in the Churchill case, this workshop considers what integrated mediation of civil disputes could mean for the workplace; whether there is a case for compulsory mediation of employment disputes, when this may not be appropriate and other ways organisations can embed early conflict resolution, drawing on a recent ACAS case study and research undertaken at Westminster and Sheffield Universities. 

Clive Bonny, Director, Strategic Management Partners

The Intellectual Property Office reports one in three SME’s suffer costs, reputation damage and stress related to mistaken IP infringements. Lawyer cease and desist letters are threatening court action, claiming over £100,000 from struggling enterprises. This significant problem is compounded by Ai users scooping up IP content owned by over one million UK creative designers in digital marketing, product development, retail fashion, and health service innovations. Ai online dragnets are now heading your way. These nationwide legal threats, like the Post Office scandal, need fixing. Clive Bonny’s presentation scopes the issues, identifies dispute resolution options and asks “What Can You Do To Help?  

Kheron Gilpin , Tutu Foundation UK

What happened in the Ubuntu Round Tables? Brace yourself for an inspiring keynote speech filled with insights and interactivity.