Motivating Change in Workplace Disputes
- Shiv Martin
- Feb 11
- 6 min read
How motivational interviewing supports clarity, agency, and ethical resolution in workplace, complaints, and regulatory disputes
At the heart of almost every conflict, whether it arises in the workplace or within a complaints or regulatory system, is a simple but often overlooked challenge: people want something to change, yet feel stuck in how to make that change happen. They may be frustrated, exhausted, angry or disillusioned, and while they are seeking support, they are often uncertain about what role others can realistically play in resolving the situation or restoring a sense of control.
For those working in dispute resolution, complaints handling and Ombudsman offices, this tension sits at the centre of the role. Our work is not about persuading, directing or fixing problems for people, yet we are regularly engaging with individuals who are looking for answers, validation or decisive intervention. Motivating change in this context requires a different skill set grounded in motivational interviewing in conflict resolution, one that supports clarity, agency and forward movement while maintaining neutrality, procedural fairness and clear role boundaries. This is why motivational interviewing has become such a critical capability in contemporary dispute resolution practice.
"The greatest discovery of all time is that a person can change his future by merely changing his attitude." - Oprah Winfrey
What is motivational interviewing and where did it come from?
Motivational interviewing is a collaborative, person-centred conversational approach that helps individuals work through ambivalence and strengthen their own motivation for change, rather than having change imposed on them (Miller & Rollnick, 2013). It focuses on empathy, reflective listening and evoking a person’s own reasons for change, making it particularly useful in situations where people feel stuck, resistant or uncertain about what to do next.
The approach was originally developed within psychology and counselling, particularly in addiction and health behaviour change settings, where practitioners needed ethical, evidence-based ways to influence behaviour in dispute resolution, complaints handling and regulatory contexts without confrontation or coercion (Miller, 1983; Rollnick, Miller & Butler, 2008). Over time, motivational interviewing has been widely adopted across social services, healthcare and regulatory environments because it aligns strongly with autonomy, self-determination and ethical practice, all of which are central to dispute resolution, complaints handling and Ombudsman work.
What are the benefits of using motivational interview techniques in dispute resolution?
In conflict resolution work, motivational interviewing techniques can be particularly effective in the following ways. These skills are now recognised as core dispute resolution skills for mediators, conciliators, complaints handlers and Ombudsman staff.
1. Building Rapport and Trust: a foundation of trust is essential for creating a safe space where conflicting perspectives can be openly discussed.
2. Exploring Motivations and Values: motivational interviewing encourages individuals to reflect on their core values, goals, and motivations underlying their positions in the conflict. By facilitating this exploration, conflict resolution practitioners can surface deeper insights that help identify common ground and shared interests.
3. Resolving Ambivalence: Conflicting parties often experience uncertainty about their positions, oscillating between different perspectives and potential outcomes. Motivational interviewing techniques can help individuals resolve ambivalence by exploring the pros and cons of various options and clarifying priorities.
4. Empowering Decision-Making: Through motivational interviewing, conflicting parties are empowered to make informed decisions based on their own values and priorities. By fostering autonomy and self-efficacy, conflict resolution practitioners can support individuals in reaching resolutions that align with their intrinsic motivations and aspirations. This is the key to long term successful conflict resolution.
How is motivational interviewing applied in complaints and regulatory disputes?
In complaints handling and regulatory or Ombudsman contexts, motivational interviewing supports practitioners to work effectively with people who are often distressed, angry or deeply focused on perceived injustice. Many complainants arrive wanting validation, correction of wrongdoing, or a clear determination, while also feeling uncertain about what the role of the complaints body or regulator actually is. Motivational interviewing helps practitioners acknowledge emotion and experience without reinforcing grievance or creating false expectations about outcomes.
By using reflective listening and carefully framed questions, complaints and Ombudsman staff can help people move from repeatedly describing what went wrong to thinking more clearly about their options, the limits of the process, and what they want to do next. This approach supports procedural fairness by ensuring people feel heard and informed, while also restoring agency and enabling ethical endings, particularly where the organisation cannot provide the outcome the complainant is seeking.
Motivational interviewing is especially valuable in managing power imbalance in regulatory settings. Rather than relying solely on information provision or boundary setting, it helps practitioners slow conversations down, check understanding, and invite people into a more active role in decision making. This reduces escalation, repeat contact and dependency, while maintaining neutrality and independence.
Importantly, this approach allows complaints staff to remain within role boundaries. The practitioner is not advising, advocating or persuading, but supporting clearer thinking and informed choice, which is central to effective and sustainable regulatory practice.
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How is motivational interviewing applied in workplace disputes?
In workplace disputes, motivational interviewing is often most powerful when used early, before conflict has fully escalated into formal complaints, investigations, grievances or litigation. Employees and managers alike may feel misunderstood, defensive or uncertain about how to raise concerns safely. Motivational interviewing supports practitioners to explore what matters to each person, what they are hoping will change, and what risks or consequences they are weighing up.
In mediation preparation (see video to the right) and conflict coaching, this approach helps individuals reflect on their own role in the situation and clarify their objectives before entering joint discussions. Rather than focusing solely on what the other person needs to change, people are supported to consider what is within their control, what outcomes are realistically achievable, and what constructive steps they are prepared to take.
Motivational interviewing also supports emotional regulation in workplace disputes, particularly where anger, fear or stress are present. By slowing the conversation and reflecting underlying concerns, practitioners can reduce reactivity and support more thoughtful engagement. This often leads to more productive mediations and more durable outcomes.
For managers and HR practitioners, incorporating these techniques into everyday conversations can prevent issues from escalating, protect working relationships, and support a culture where conflict is addressed earlier and more constructively. The way in which motivational interviewing is done can be captured in the simple OARS method that I have summarised below:
Practical tips for incorporating motivational interviewing into your work
Listen for ambivalence, not resistance. When someone sounds stuck or repetitive, it often means they are unsure rather than unwilling.
Reflect before you redirect. Acknowledge emotion or concern before asking future-focused questions.
Use open, curiosity-based questions. Invite people to explore options rather than defend positions.
Return choice and agency. Emphasise that decisions sit with the individual, not the practitioner.
Introduce time and consequence gently. Ask what might happen if nothing changes, or what they want things to look like in six months.
Avoid advice-giving unless required by role. Information can be offered without telling people what they should do.
Use summaries to create closure. Summarising helps people hear their own thinking and supports ethical endings.
Motivational interviewing training for mediation, complaints and conflict resolution teams
I customise workplace and regulatory mediation, complaints handling and conflict resolution training to help teams confidently apply motivational interviewing skills in real conversations, particularly where emotions, power imbalances and uncertainty are present. These workshops are practical and scenario-based, focusing on how to listen differently, ask better questions, and support people to move from complaint or escalation toward clarity, choice and next steps, while maintaining procedural fairness and role boundaries.
I also incorporate motivational interviewing directly into my own mediation and conciliation practice, especially when preparing parties for mediation through individual conflict coaching sessions. This preparation supports emotional regulation, clarifies objectives and increases readiness for constructive dialogue, which consistently improves the quality and durability of mediation outcomes. These same skills translate effectively across workplace, complaints and regulatory dispute resolution contexts.
If you would like to explore how these approaches could support your team or organisation, you are welcome to book a free confidential conversation with me to discuss your needs.
Hi, I’m Shiv Martin. I’m a nationally accredited mediator, lawyer, conciliator, and conflict management specialist with over a decade of experience working across government, business, and community settings. I support teams to navigate complex and emotionally charged situations through mediation and conciliation, conflict skills training, facilitation, and practical advice on policies and processes. My approach is grounded in law, psychology, and real-world dispute resolution, with a strong focus on clarity, fairness, and workable outcomes.
If you’d like to talk about how I can help you or your organisation, you can get in touch here: 👉 Contact
References
Miller, W. R. (1983). Motivational interviewing with problem drinkers. Behavioural Psychotherapy, 11(2), 147–172.
Miller, W. R., & Rollnick, S. (2013). Motivational interviewing: Helping people change (3rd ed.). Guilford Press.
Rollnick, S., Miller, W. R., & Butler, C. C. (2008). Motivational interviewing in health care: Helping patients change behavior. Guilford Press.
Australian Public Service Commission. (2020). Handling difficult conversations and managing conflict. APS Learning Resources.
NADRAC. (2012). Procedural fairness in alternative dispute resolution. National Alternative Dispute Resolution Advisory Council.
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