Watching for changes in relationships
Following up on agreements
Staying involved and addressing relapse
Supporting and maintaining progress
After you address a conflict (see Chapters 6 through 10), you probably feel pretty good. The discussion went well, issues were addressed, and everyone left feeling optimistic. Now it's time for your staff to get back to work — and for you to monitor the agreements they made and keep track of whether they're able to improve their working relationship. You may be holding your breath to see what'll happen — will the peace hold or will things fall apart?
Right after a conflict meeting, relationships between employees often are fragile. The parties involved are typically happy with the results and see the agreement as an opportunity to start rebuilding trust, but they aren't 100 percent certain that the changes are going to stick. They're at a crucial stage — and your watchful eye will be key to providing assistance if and when it's needed.
In this chapter, I offer tips on how to oversee a post-mediation working relationship. I highlight positive and negative behaviors you should be on the lookout for, tell you how and when to step back in, and show you how to use follow-up meetings effectively.
The most important action you can take after a conflict meeting is simply to pay attention. This isn't the time to assume that everything's a-okay and head to Cabo for two weeks! Be alert for the positive and negative changes in the environment as you keep your finger on the pulse of the workplace.
Tip
You can monitor the situation without being obtrusive. Here's how:
Keep your eyes and ears open. You don't have to hold a drinking glass against the wall to catch your employees' private conversations — you aren't a spy, and you shouldn't act like one. Instead, watch how your employees interact with each other and listen carefully to their language (see the later section "Tuning In to Changes in Communication"). If tension still exists, it'll stand out — and that's your cue that additional coaching or mediated conversations are necessary.
Look at the quantity and quality of work being done. One indication that previously feuding co-workers are back on track is an increase in the amount and value of work they now generate and a decrease in errors. As an employee becomes less distracted by conflict, you'll notice a tangible improvement in his work because he's more focused on the tasks at hand.
When you're in a one-on-one situation with an employee, ask him how things are going. This question is a quick, unassuming one that opens the door for a more in-depth conversation. If he gives you a one-word answer, like, "Fine," continue to ask open-ended questions such as, "I'm curious how you think the agreements are shaping up — can you tell me about that?" or "How do you think your colleague would describe your working relationship since the meeting?"
Check for a reduction in sick leave and absenteeism as your staff settles back into routines. If you notice that an employee is still calling in sick or missing in action, that's a good indicator that he isn't completely satisfied with the outcome of the meeting. Check in to see where the sticking points are and find out whether he's willing to keep working on finding a solution. If not, you may need to consider corrective action. Chapter 13 provides information on resources you can turn to for help.
If you have a system in place that allows employees to give feedback, check to see if any new information has come in. Address negative comments or lingering concerns either with the individual specifically or with the whole group. Make sure to handle the comment constructively by maintaining a positive outlook and working to solve the problem. (For examples of feedback loops as well as hints on what to do when the complaint isn't something you can fix, see Chapter 12.)
Rebuilding trust after a conflict takes time, so don't be discouraged if you see some residual tension and frustration. Workplace mediations commonly take two to three sessions before everyone on the team is feeling better about the work atmosphere. Monitor the overall environment and step in when you can to maintain the progress that has been made. Be willing to come back together and fine-tune as needed. (For more on signs that you need to intervene, see "Knowing when you're needed" later in this chapter.)
Tension is one of the most significant indicators of how a group is doing after a conflict meeting. Obviously, if all the employees look happy and comfortable, and they're able to carry on lighthearted conversations with each other, that's a good sign. Conversely, if co-workers are avoiding each other or making angry, snarky comments, it goes without saying that you still have more work to do.
Tip
Monitoring tension in your workplace requires you to be alert to different levels and nuances. For example, after a meeting, the participants may be hesitant or careful in their interactions with each other. Although this tendency to walk on eggshells can increase tension among the staff as a whole, it probably will have a minor effect and should go away quickly.
You can judge the level of tension in the office by doing the following:
Considering how long it has been since the conflict meeting: Much like the doctor dressing a wound tells his patient, "It's going to get worse before it gets better," the days following mediations may not be as calm as you'd like. After the employees have had time to process the meeting, they begin to remember comments that now sting or appear contradictory, causing one or both to be on edge for a while.
Note
Don't overreact and jump in with rescue techniques too soon post-mediation — the tension will likely subside on its own. Give your employees some time to be uncertain and cautious. If the behaviors continue longer than a few days or are disruptive, consider stepping in.
Noticing who's around when tensions are high: You may detect patterns of problematic behavior between certain employees, some of whom may not have even been involved in the mediation (yikes!). Patterns can indicate who's still having problems and provide insight into how other employees could be feeding the beast.
As uncomfortable as it may be, don't forget to include yourself in the equation. You may be inadvertently causing the conflict to continue by ignoring poor behavior, unwittingly pitting the employees against each other, or making public comments that show your bias. (To ferret out other ways you may be keeping a conflict going, turn to Chapter 4.)
Acknowledging how the workload and/or a specific type of work may be adding fuel to the fire: The tension you're sensing may not be caused by anything related to the conflict meeting itself. For example, if it's the holiday season and you work in a toy factory, it's probably a safe bet that the workload could be a large contributor to the tension in the air. Beyond the obvious cyclical workload contributors, ask if any of the systems in place create tensions — for example, maybe they duplicate efforts, are out of sync, or inadvertently create a competitive climate.
Observing tension changes in the individual participants: You worked with these particular employees before the meeting and during the meeting, and now you're observing them after the meeting, so you probably know how they usually react in certain situations. Notice whether the participants are back to normal or still functioning at a higher stress level, regardless of their surroundings or outside influences.
Identifying any agreement details that could be causing a sudden increase in tension: Sometimes an agreement turns out to be just the wrong solution, even though it came from the right place. And sometimes, an agreement actually backfires — it solves an old problem but causes a new one in its place. Call another meeting to talk about the remedies, and allow for additional ideas to adjust as necessary.
Employee relationships run the gamut from the even keel to the herky-jerky roller coaster ride. So it may be unrealistic to expect that, just because your employees mediated a conflict, you'll find them in the break room exchanging casserole recipes if they didn't do that before.
Watch for changes that help you gauge how current behaviors match pre-mediation interactions. You may see changes with specific individuals or within the group as a whole. Behaviors like the following indicate progress:
Open and relaxed interactions between staff members: Smiling and cordial behavior goes a long way toward rebuilding relationships. Are the employees taking the time to greet each other? Something as simple as saying "good morning" fosters contentment and goodwill among staff.
Tip
Try jumpstarting a more relaxed atmosphere by modeling the behavior you'd like to see the previously conflicted employees display.
The reduction of cliques and isolated groups: If the facilitation that took place was with a larger group, look to see if the members of the team are interacting more freely. If you're on the right track, you should notice a decrease in separation and isolation along with outward efforts to include others where they were previously excluded.
More cooperation: Look for an increased willingness from co-workers to interact and collaborate. A new or renewed interest in taking on projects that require teamwork is a huge step (as opposed to an employee saying he'll just do it all himself).
More positive attitudes toward each other: After a difficult situation is resolved, your employees may be more likely to give each other the benefit of the doubt instead of jumping to conclusions and being quick to take offense at a poorly worded or ill-timed comment.
Any behavior that indicates employees are more open, positive, and understanding with each other helps the team function better. When possible, encourage interactions and give co-workers a chance to improve working relationships by
Assigning projects to a different mix of employees: Depending on how specialized an employee's skills are and the nature of the task at hand, create tasks that can build on renewed relationships.
Creating a task force or committee that makes sense for the business but allows for relationship building: One company created a committee comprised of one representative from each department to plan a monthly luncheon. The cost of the lunch was a minimal investment in building positive cross-departmental relationships.
Looking for opportunities to get your staff out of the workplace and focused on a different project: Some organizations have volunteer opportunities or community enhancement projects that provide opportunities for co-workers who may not get to interact on a daily basis to pair up and get to know each other a little better.
Warning
Don't push employees together if they aren't ready. If tensions are still high, you could do more harm than good by forcing folks to work together on a joint project. Timing is everything, so wait for things to calm down before deciding to pair up previously combative staff. The last thing you want is for your newly formed Employee Satisfaction Committee to make its first order of business a detailed discussion about how to throw you under the bus!
Without a doubt, one of the most common topics in mediation is the breakdown of communication. Such a breakdown may be the root of a conflict itself or a byproduct of it, but, in either case, if you notice deterioration in the way your employees are communicating, step in and help repair it.
On the flip side, after a mediation, you should see improvements in communication — and by "improved communication," I don't just mean using polite language. Take into account all the levels of communication covered in the following sections: words, tone of voice, and body language, as well as frequency and consistency of conversations.
Pay attention to the specific language employees use after a conflict meeting. Small changes like using "we" and "us" instead of "you" or "they" can be easy to miss, but the subtle change provides a powerful example of a shift in perspective from isolated and separated individuals to a cohesive team. Amending word choices can also indicate an increase in respect, awareness of others, and humility.
Note
How an employee speaks about a prior conflict may determine whether future problems are imminent. Is he wallowing in everything that went wrong, or is he optimistic that things are now on the right path? There's a huge difference between "I'll believe it when I see it" and "I'm hopeful we're moving in the right direction."
Tip
When you hear negative language, talk to the employee about the impact his words have on his environment. Ask him to be proactive by sharing possible solutions to the problem rather than complaining about the things that bother him. Help him look to future solutions rather than focus on past problems.
How a message is delivered is just as important as the words an employee chooses. Shifts in tone of voice can speak volumes about how well people are getting along. A moderate tone, rather than loud or demanding voices or snide comments mumbled under a co-worker's breath indicate a reduction in the conflict's intensity. Pay attention to whether employees are comfortable speaking freely and sharing ideas with each other, as opposed to avoiding or withdrawing from communication because of harsh or condescending tones.
Note
The front office staff in a doctor's office used all the right words with the patients; "thank you," "May I help you?" and "I'll take care of that" were phrases the physician insisted they use when tending to patients. However, a few staff members used a tone of voice that made the phrases sound snotty, bored, and bothered. When asked about it in a group facilitation, each employee insisted he was following instructions to the letter! Content and tone matter.
You may have an employee who tends to express himself more in actions and movements than he does with words. Whether it's eye rolling, crossing his arms, or stomping down the hall, these actions speak loud and clear about how he's feeling. He may be doing it on purpose, to prove a point, or he could be completely oblivious to his actions. Regardless of his awareness, rest assured that his colleagues have noticed!
If you observe postures that are aggressive and intimidating to other co-workers, coach the employee on body language.
Note
I mediated a case in which a project leader would lean across the table and dig his feet in when the topic of his project was raised. His co-workers would get wide-eyed and shut down. It surprised even me when I saw it for the first time. I talked to him on a break about his posturing and asked what he noticed in his co-workers when he talked to them in that stance. He had absolutely no idea that he was doing it, so he wasn't making the connection that his body language was the reason his cohorts shut down and isolated him. When we rejoined the group, he leaned back and asked for ideas. Big difference! For more information on communicating with body language, see Chapter 2.
Gauge how respectful the communication really is. On the surface, everything may seem fine, but if you dig a little deeper, you may notice that problems still exist. Pay special attention to the way employees handle themselves in difficult conversations. Are they able to state what's important with respect and tact, or do they resort to previous methods like force and rudeness?
For example, when an employee is giving feedback to a peer, is he doing so in a way that makes it easy for the other person to hear, or is he being negative and critical? Does the colleague receiving the feedback seem open and responsive, or is she angry and defensive? Peer feedback is a particularly sensitive manner of communication, so if you notice your employees are doing it well, that's a great sign that communication has improved. If it's going poorly, that may be your cue to do one-on-one coaching or call another session to uncover what's still unresolved for one or both of the parties.
Gossip is a clear sign of continued conflict. Listen for it and note whether it's decreased in frequency, stayed the same, or gotten worse since the mediation.
Note
Gossip and rumors are a serious red flag that the root of the conflict hasn't been successfully addressed. One or more of the employees who participated in the conflict meeting having hushed conversations with co-workers may be a sign of residual frustrations.
Note
I once mediated with a group of co-workers who were angry with a store manager they thought wasn't properly representing them to headquarters. Collectively, they were upset, but they individually reacted based on their personal histories with the manager and their unique value systems. After a mediation to resolve the issues, each employee cautiously worked at moving forward. The first few days, the staff tried to make small talk and even cracked a few jokes about the situation. Within a week or two, the manager reported back to me that everything was going swimmingly. He noticed that a few of the more vocal cashiers seemed to be more positive. What he didn't notice were the conversations taking place in the back room while the clerks were on break, and the sideways glances they gave each other at the cash registers whenever the manager's name was mentioned. Just checking in on one aspect of his environment and relying too much on the attitudes of a few people didn't give the supervisor an accurate read on the situation. A couple of well-placed questions and a broader view of the situation helped him gain a better understanding of how things were progressing.
Going through a mediation or facilitation can be stressful and exhausting. Each participant exerts energy to work through the issues, which results in a sense of personal investment in the outcome. Look for that same level of investment in the weeks ahead. After a resolution meeting, observe how the participants are adjusting personally. Look to see whether an employee is keeping his word and making changes that begin with the man in the mirror.
One of the easiest ways to tell if someone is taking personal responsibility is to see whether he's keeping his agreements. If a solution was found in the mediation, it probably involved both participants agreeing to do or not do something. If commitments are completed as specified, on time and by the right person, that's a good sign the solutions are working and the employees are on their way to an improved working relationship.
Conversely, if agreements aren't being followed or aren't working as well as you had hoped, consider it an indication that you have a continued conflict on your hands. Prepare to talk with each employee, either separately or together in a follow-up meeting, about the reasons the agreements aren't being followed (see the later section "Leading Productive Follow-Up Meetings" for more on post-mediation meetings). Here are some possible reasons:
The employees have different expectations for the agreements. It's possible that the parties have two different understandings regarding their agreements. They may have left the meeting thinking they were on the same page only to discover that they're reading from different books.
Circumstances have changed. Look for anything that has changed between the original meeting and now, including the possibility that a new conflict has arisen.
The system has a problem. A systemic issue with workplace policies or procedures may be making it difficult or impossible for an employee to make good on his promises. Maybe he left the meeting with the best of intentions but was unable to follow through because of a workplace policy. If so, ask your employees to work together to find a work-around solution, or help them make a change in the system.
An outside influence is prolonging the conflict. Is something or someone keeping the conflict going? You may have to investigate a systemic cause or look for a co-worker who may be stirring the pot. If it turns out the influencer was a previously uninvolved individual, meet with him separately or include him in future meetings and agreements as a way to get to the bottom of the issues.
The solution wasn't right. If you know that, technically, everyone did everything right, but there's still a problem, maybe the solutions didn't accurately address the problem. Or maybe the problem looks different now that the employees have started to work on it, and the original answers aren't fitting the bill. If so, reassess with a follow-up meeting.
The solution is beyond an employee's capacity. An employee may agree to a solution with the best of intentions, but when it comes right down to it, what he agreed to may not be something he's capable of doing. He may not be ready to admit publically that his skill set or knowledge is lacking, so help him out by asking direct yet empathetic questions such as, "How are the agreements from the meeting working for you? Are there any current roadblocks to the agreements that I or anyone else could help you with?" Create a safe place for him to concede that he needs additional help.
The participants never invested in the process or the outcomes. As difficult as it is to admit, there's always the possibility that one of the employees isn't really interested in resolving the problem. He may already be looking to greener pastures and doesn't care how his misery affects you or his co-workers. Your time hasn't been wasted, though, because you now have a better understanding of the overall situation, even if the employee leaves on his own (or with your guidance).
Conflicts and disagreements will surely rise again, which is actually a good thing! Discord gets a bad rap, because when it isn't handled properly, it causes a lot of negative consequences. But when it's addressed well, conflict has great benefits like stronger working relationships, increases in creative and innovative work product, and more durable solutions to future problems.
So, take a deep breath and relax when a new disagreement crops up, and watch how your team handles the new dispute. What you want to see are employees using good conflict-resolution skills, including adept communication, respectful listening, the sharing of ideas, and open and honest dialogue. Give your employees a chance to work it out in the safety of your presence. If things get too heated, step in as needed and apply some of the mediator tips that I outline in Chapter 7, such as reflecting and reframing. The section "Knowing when you're needed" later in this chapter helps you determine when the time is right to step back in after mediation and help employees continue to work out solutions.
When you observe what's going well and what isn't (refer to the preceding sections for pointers), look for opportunities to step in and help people keep their agreements. The days and weeks following a mediation meeting provide ample opportunities both to reinforce positive behaviors in employees as well as to address relapse and coach through conflict. Look for chances to encourage the positive changes and intercede when negative behaviors arise.
You can assist staff in a number of ways as they try on new working relationships. Here are four of the most common strategies:
Acknowledging progress: Start any coaching discussion by simply acknowledging an individual's hard work. When he's making an extra effort to improve his situation, recognizing his effort is important. Employees can easily slip back into old, negative patterns of behavior; one way to prevent this is to show that you've noticed his efforts and encourage him to keep up the good work. Be sure to cite specific examples so he's clear on what behaviors he should continue.
Helping an employee process the outcome: An employee may have a difficult time adjusting and need an opportunity to talk about his concerns and vent his emotions. In this instance, listen more than problem-solve, focusing your role more on support than on action. If he starts to become overwhelmed or confused and needs some direction, help him identify and work out what he really wants. Then help him create a plan by asking questions like those I outline in Chapter 7 and by focusing on the things he can control, like those I list in Chapter 19.
Raising the employee's personal awareness: Another reason for one-on-one coaching is to help bring about awareness. Sometimes raising awareness is as simple as bringing an issue to the attention of a socially awkward or oblivious employee, and sometimes it's a more complicated, ongoing process (for example, to help someone address a more problematic and disruptive issue).
Note
Show sensitivity and tact when approaching these situations because you're essentially holding up a mirror to a behavior or attitude that the person doesn't really want to address. Approach him with genuine curiosity when trying to understand why he chooses the behaviors he does and what his intended outcomes are. An employee may think he's being helpful and isn't aware he's offending others. Or he could be intentionally pushing buttons — in which case, your next move will be to understand his motivation so you can coach him toward better behavior.
Tip
Open-ended questions citing specific examples work well. For example, you may say, "If you're aware that Zaniya reacts when you talk over her, like in the staff meeting yesterday, help me understand what was happening for you."
Preparing everyone for future conversations: If serious conflicts are still simmering and an additional mediation or conflict conversation is needed, meet with all the participants prior to the mediation to help prepare them for the conversation. Much like a private caucus (see Chapter 8 for more details on confidential meetings), use this time to help the individuals identify what's important to them, consider solutions that they'd like to propose at the next meeting, and help them rehearse how they may word those proposals. Act as their sounding board and help them create a game plan for the next meeting.
Although I list four common methods for you to use, you probably won't use a single approach on its own, separate from the others. Instead, you'll get more mileage out of them if you use a combination of methods. For example, if you need to raise awareness with an employee that his tone of voice needs work, do so by first acknowledging what he's doing well, and then discuss how he can work on bringing the sarcasm down a notch or two.
Note
When you're in a coaching role, your goal is to work one on one to help each person see his own behavior and find his own answers. You're not there to jump in, make a decision, and move on. That approach will only stifle the conflict resolution skills each person gained during the mediation. Instead, ask a lot of questions to draw out an employee's take on things and listen for areas that he needs help improving. Be available to support your employees through this transition, and provide resources as necessary.
Knowing when to jump in and provide assistance following the first round of mediation can be tricky. You want to give your employees a chance to work it out themselves, but if you wait too long, the dispute could escalate out of control. Step in when
One of your employees approaches you. This is an obvious one! When an employee asks for assistance, have a conversation with him about what's happening. Depending on the situation, you can use one or more of the coaching techniques I suggest in the previous section. The important thing is to be available and take his request for help seriously.
Tension between two or more co-workers is affecting others or is eroding the work. If time passes and you notice the conflict is no longer contained between the two original parties, it's time to act. You may need to have a private conversation with the individuals (or another mediation) to explore what has yet to be resolved and devise a plan for moving forward. Also, consider that some of the reasons I suggest in the section "Looking for Examples of Personal Responsibility" may be at the heart of the spreading tension, and react appropriately.
Someone is calling in sick or not showing up to work. Absenteeism is a giant red flag that conflict is still brewing. Check in with the employee and see what's affecting his ability to be present as expected.
Behaviors aren't changing. If participants are stubborn and you're not seeing any improvement, consider meeting with them again or reaching out for some additional assistance. You certainly don't want relationships to reach a point of permanent damage, so consider which resource may be available within your company (see Chapter 13) or outside the company (see Chapter 14). Doing nothing isn't an option.
The issues continue to be the topic of conversation at the water cooler. If it feels like the dead horse you thought had been beaten to death is still taking some serious blows, investigate what's happening for those who continue to talk about the conflict. After mediations or facilitated discussions, people often need to process for a few more days. That's okay and no need for you to be alarmed. However, if it goes beyond a few days and you observe that, at every turn, an employee is bringing up the conflict, something remains unresolved for him. Gently pull him aside and ask open-ended questions centering on the behaviors you've seen. Position an opening to the conversation by saying something like, "It's been a week since you and Brittany met. I noticed that the issues continue to be discussed with the rest of the team, and I'm curious about that. Help me understand what's going on for you."
If the mediation or group facilitation agreement you're monitoring calls for follow-up meetings, make sure that the events make their way to the participants' calendars and that they're seen as a priority. Conversely, if the outcome of the mediation makes no mention of debriefings but you've observed behaviors and attitudes that lead you to believe the employees could benefit from coming back together, arrange a conversation on their behalf.
Post-mediation discussions are often held to readdress issues, discuss new problems, or work through any glitches that are surfacing because of specific agreements made in previous meetings. The follow-up meeting can be between you and the employees together, you and each of the employees separately, or between two employees without your assistance. Regardless of the attendees, the goals are always the same: to give the participants a chance to share how they think things are going and to create an opportunity for each person to address any new conflicts or concerns.
Note
Provide enough time between the mediation and a follow-up discussion for agreements to work or not. You know your employees, so you know what a reasonable amount of time is, but keep in mind that an employee needs a chance to try out a new method of speaking or implement a different process before you rush in to declare it's just not working. By hanging back a little and monitoring the situation, you and the employees involved can gather fresh information to share as concrete examples in the coming meeting.
You're not trying to give your staff just enough rope to hang themselves, though. What you are doing is akin to teaching them how to ride a bike. Let them wobble a bit and see if they can catch themselves before they fall. In essence, let them find their own balance before you start critiquing their behavior and deciding they're not capable of going any further.
Let the participants know you'd like them to meet again by communicating the following:
Tell them whether the meeting is mandatory or voluntary.
The follow-up isn't a punishment but rather an opportunity for both (or all) to discuss successes and retool what isn't working.
The agreement document (if it exists) will be used as the agenda, but the participants can always add to it as needed.
Each employee should make notes on what is and isn't working and come prepared with new proposals and an open mind.
You're eager and available to help if, when, and where needed.
The participants are free to make adjustments to previous agreements. Feeling locked into agreements that aren't working can result in resistance to attending a follow-up discussion and may create a situation in which an employee is hesitant to put anything else in writing. If an employee knows ahead of time that he's able to fine-tune a previous commitment, he may come to the meeting with a few new creative solutions to the same old problems.
Let the parties know that you're paying attention and holding them accountable for follow-through. If you've observed major resistance or outright defiance toward the agreements, clearly state your expectations regarding accountability.
For other considerations, like selecting a neutral location, preparing yourself and the participants, and creating a comfortable meeting environment, see Chapter 6.
Post-mediation meetings (I use the plural because you shouldn't be surprised if a series of discussions are needed) are different from formal mediations or group facilitations. For starters, there should be less tension in the room. The participants have already seen the value of the mediated process, and although things may not be going exactly as planned, there should be more common ground to discuss and perhaps even a few successes to celebrate.
Manage a successful post-mediation meeting by following these steps:
Deliver a more casual and abbreviated opening statement than the formal statements you used in the first mediation (which you can find in Chapter 7).
When you bring employees back for a second or third time, keep your opening brief and positive. Give a quick reminder of the ground rules (like not interrupting each other), and state that the goal of the meeting is to check in to see what's worked and what still needs a little fine-tuning.
Start the discussion with what's working.
Tell them that this meeting is an opportunity to build on the successes you see, and then recap the positive outcomes you've observed.
Create an agenda that starts with the previous meeting's agreement document (or participants' recollection of the agreements) and anything new that needs to be added.
For pointers on building agendas during mediation meetings, which are different from the typical agenda you may be used to, see Chapter 7.
Use the agenda as a road map while you open the conversation up to the participants as a time for each of them to share what his experience has been since the first meeting.
Ask them to speak both generally and specifically to each line item. What a participant says and how he says it should give you a good indication of what, if anything, needs to be discussed further.
Explore whether the co-workers are getting what they had hoped for by asking open-ended questions.
For example, you may ask: What about this agreement is (and is not) working for you? What about this agreement do you think meets both your needs, and where do you think it falls short?
Keep an eye on their interaction but remain at a distance until needed.
Be less of a facilitator the second time around and give the employees the room to discuss and work things out. But feel free to take back the reins if conversations take a destructive turn. (Prepare for resistance by turning to Chapter 8.)
Schedule another meeting with an eye on the future.
Even if all parties believe this is the last discussion needed, put a date on the calendar for a follow-up. If, at a later date, all parties (not just one!) communicate that the issues have been addressed and you can see for yourself that the team is working cohesively, you can always cancel it.
Note
There's no hard and fast rule about the number of meetings needed, so it's up to all involved to consider what's in the best interest of the participants and the working environment as a whole.