Dispute Resolution for the Public Service: What Still Works in a Time of Crisis
- Oct 25, 2022
- 3 min read
Updated: Apr 11
The pressure on our mental health is growing—and so is the need for fair, empathetic conflict resolution in government.
Why Public Servants Are Under More Pressure Than Ever
The Covid-19 pandemic has left a lasting impact on our collective mental health—and frontline conflict handlers in the public service are feeling it acutely.
From welfare agencies and hospitals to police, tribunals, and Ombudsman offices, public sector staff are navigating intense workloads, heightened emotional distress, and rising levels of high-conflict behaviour. For many decision-makers and complaints officers, this new normal is exhausting.
As public servants adapt to remote work, stretched teams, and personal challenges, one thing remains constant: our ability to handle conflict with fairness, empathy, and skill is what keeps the wheels of public trust turning.
1. Fair Process Is Still the Best Starting Point
Even when outcomes don’t go someone’s way, the perception of fairness can make all the difference.
A good mediator doesn’t dictate outcomes—but they fiercely protect the process. That commitment to impartiality, clarity, and respect helps people feel heard, even if they disagree with the decision.
In the public sector, this means:
Taking the time to explain decisions clearly
Creating space for individuals to share their story
Ensuring access to interpreters or advocates if needed
⚖️ When people feel genuinely listened to, trust in the system grows—even in moments of disappointment.
2. Go Beyond Positions—Explore Underlying Interests
Too often, we focus on what people are asking for without pausing to explore why.
Mediators are trained to dig deeper—to ask open questions, understand core concerns, and explore collaborative options before jumping to solutions. This interest-based approach builds better outcomes and prevents future complaints.
For public servants, this means:
Avoiding default templates or legalistic responses
Listening for unmet needs behind the demand
Offering options or reframing decisions in ways that respect individual concerns
🤝 Taking this approach may take more time upfront—but it saves time (and complaints) down the track.
3. Understanding High-Conflict Behaviour Builds Resilience
Let’s face it—some behaviour in the public service space is deeply confronting. Many of the most challenging behaviours stem from fear, vulnerability, and trauma. These individuals are often navigating mental illness, disability, poverty, or a lack of support—and their actions, while difficult, are a cry for help. When staff understand the why behind the behaviour, it becomes easier to stay calm, compassionate, and set boundaries.
For public service organisations, this looks like:
Training teams in de-escalation and emotional regulation
Building trauma-informed responses into policy and practice
Supporting frontline staff with coaching and peer connection
🧠 Building this skillset isn’t just good for clients—it’s essential for the wellbeing of your workforce.
Together, these three elements ensure trust, understanding and connection in our community. Now, more than ever before, we must work harder to maintain these values. So where do we begin? Well we can start by ensuring that the public servants have access to the right training and support to develop these skill sets.
So, Where Do We Begin?
We start by making sure public servants have access to the right tools, training, and support. Conflict resolution isn’t just for professional mediators—it’s a core capability for everyone handling complaints, decisions, or emotionally charged interactions.
Tailored training in dispute resolution
Coaching on handling unreasonable complainant behaviour
Workshops on trauma-informed decision making
I offer practical, down-to-earth support grounded in lived experience, psychology, and public sector practice. Let’s have a confidential conversation about how I can help.
❓ Frequently Asked Questions
1. How does a fair process build public trust? Even if the outcome isn't what the individual hoped for, a clear, respectful process helps them feel heard—and that’s the foundation of trust.
2. Why focus on underlying interests? When we understand the why behind a request, we’re more likely to reach solutions that stick—and avoid escalations or repeat complaints.
3. What helps manage high-conflict behaviour? Understanding that difficult behaviour is often rooted in vulnerability helps staff stay calm and set healthy boundaries with empathy.
4. What’s the role of mediators in the public service? Mediators bring structure, clarity, and compassion to complex conflict. These same skills can be embedded into complaints handling and frontline service delivery.
5. How can I help my team build these skills? Through tailored workshops, coaching, and resources. Get in touch to explore what’s possible.
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Shiv Martin is a nationally accredited mediator, practicing solicitor, conciliator, decision-maker, and certified vocational trainer. With extensive experience in complex dispute resolution, stakeholder engagement, and team building across business, community, and governmental sectors, Shiv brings over a decade of unique and diverse expertise in Law, Management, Vocational Education, and Mediation.
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