Workplace Mediation in Police Organisations Training Course

Duration 10 days 16 modules · 65 contact hours
Level Intermediate Certificate on completion
Who attends Police officers, Police staff managers and others
Fee from USD 2,200 KSh 190,000 for Kenyan organisations
Where 52 cities + online See dates by city
Next start 9 Nov 2026 Course code SD-SLE-006

Before you join: Participants should have experience working in a police organisation, public safety body or closely related public-sector setting.

Dates & prices

Two start dates a month in every city, and live online on weekdays or weekends. Fees are per participant; classroom fees include tuition, materials, lunch and refreshments, and the certificate.

Suggest a date or city

Showing the next six months. Later dates, other cities and private deliveries for your team are available on request.

Course overview

Workplace conflict in police organisations can affect decision-making, team safety, attendance, retention and public service. Rank structures, shift patterns, operational pressure, professional standards processes and strong occupational identities can make informal disagreements difficult to address. Where concerns remain unresolved, colleagues may avoid one another, communicate through supervisors, submit grievances or carry conflict into operational teams. A properly governed peer mediation service offers an earlier, voluntary route for suitable interpersonal disputes while preserving formal routes for misconduct, discrimination, safeguarding and criminal matters.

This course prepares participants to act as workplace peer mediators or to establish and supervise a peer mediation arrangement within a police organisation. Participants learn to assess referrals, identify cases outside mediation, explain confidentiality and its limits, prepare parties, facilitate joint meetings, manage power imbalance and record agreements. They apply Interest-Based Relational principles, active listening, reframing, caucus practice, option generation and agreement drafting to realistic police workplace disputes involving teams, supervisors, civilian staff and specialist units.

Teaching combines short tutor briefings, case analysis, structured role-play, observed mediation simulations and service-design work. Participants begin building practical materials during the first week, then test and refine them through increasingly difficult cases. They leave with a peer mediation case protocol, screening tools, party preparation materials, agreement templates and an implementation plan suited to their own command, directorate or force-wide service.

The course suits police officers, staff, HR practitioners, professional standards personnel, wellbeing leads, union or staff association representatives, and managers who will sponsor, refer to or oversee workplace mediation.

What you will be able to do

  • Assess workplace conflict referrals using suitability, risk and exclusion criteria
  • Conduct structured intake meetings using active listening and impartial questioning
  • Facilitate joint mediation meetings using Interest-Based Relational principles
  • Apply caucus, reframing and option-generation techniques to stalled discussions
  • Manage confidentiality, information handling and safeguarding limits within mediation
  • Draft clear mediated agreements with actions, ownership and review arrangements
  • Design a peer mediation service governance model for a police organisation
  • Present a complete peer mediation implementation plan and case protocol

Benefits of attending

For you

  • Confidence conducting impartial intake and preparation conversations with colleagues
  • A repeatable method for handling difficult workplace conversations under pressure
  • Practical experience managing caucuses, emotion and power imbalance
  • Clear judgement on when mediation is unsuitable or requires escalation
  • A credible peer mediator role supported by usable case documentation

For your organisation

  • Earlier resolution route for suitable interpersonal disputes before formal escalation
  • More consistent screening of mediation referrals and serious-risk exclusions
  • Clearer separation between mediable conflict, grievances and conduct allegations
  • Documented agreements with accountable actions and follow-up arrangements
  • A service model that supports wellbeing, retention and constructive team working

Course modules

16 modules over 10 days

Participants can explain the purpose, boundaries and value of peer mediation within police workplace conflict systems.

  • Workplace conflict patterns shaped by rank, shifts, teams and command structures
  • Peer mediation positioned alongside management action, grievances and professional standards
  • Voluntary participation, party self-determination and mediator impartiality defined
  • Early resolution benefits balanced against accountability, safety and public confidence
  • Police staff, officers, volunteers and contractors as potential mediation participants
  • Mapping local conflict routes from informal discussion through formal investigation

Participants can apply ethical principles and role boundaries when accepting and managing mediation work.

  • Impartiality distinguished from neutrality, fairness and equal treatment
  • Conflicts of interest identified through relationship, rank and prior-knowledge checks
  • Mediator competence boundaries and timely referral to specialist services
  • Voluntariness tested where managerial direction or rank pressure exists
  • Respectful conduct standards applied without turning mediation into investigation
  • Personal bias recognised using structured reflection before accepting appointments

Participants can screen referrals and make defensible decisions on mediation suitability.

  • Referral triage separates interpersonal conflict from conduct or performance cases
  • Suitability criteria assess willingness, safety, capacity and practical timing
  • Allegations requiring formal reporting identified before mediation proceeds
  • Domestic abuse, harassment and discrimination concerns assessed for exclusion
  • Risk indicators documented using a proportionate screening record
  • Alternative routes proposed when peer mediation cannot proceed safely

Participants can explain confidentiality limits and handle mediation information appropriately.

  • Confidentiality agreement covers attendance, discussion content and record retention
  • Limits explained for imminent harm, criminality and mandatory reporting
  • Minimal case records distinguish administrative facts from mediation discussions
  • Information-sharing decisions follow local policy, necessity and proportionality
  • Secure storage arrangements protect mediation notes from unnecessary access
  • Escalation conversations preserve trust while explaining required disclosure

Participants can analyse a conflict and prepare a structured mediation approach.

  • Conflict mapping separates positions, interests, needs, emotions and relationships
  • Timeline analysis identifies triggering events, repeated patterns and turning points
  • Stakeholder mapping identifies affected colleagues, managers and support services
  • Thomas-Kilmann conflict modes inform preparation without labelling participants
  • Power analysis examines rank, role authority, identity and dependency
  • Preparation plan sets meeting sequence, venue, support and contingencies

Participants can use core communication techniques to build trust and understanding.

  • Active listening demonstrates attention through paraphrase, summary and clarification
  • Open questions elicit events, impacts, needs and desired outcomes
  • Reflecting feelings acknowledges emotion without agreeing with interpretation
  • Neutral language removes blame, diagnosis and loaded operational terms
  • Silence used deliberately to allow thought, emotion and response
  • Nonverbal behaviour supports calm presence, respect and equal attention

Participants can conduct individual intake meetings and prepare parties for mediation.

  • Opening script explains mediator role, process, choice and confidentiality limits
  • Individual accounts gathered without testing evidence or determining fault
  • Party goals converted from demands into discussable interests and needs
  • Readiness assessed through willingness, emotional regulation and realistic expectations
  • Meeting ground rules prepared with parties before joint discussion
  • Support needs identified, including access, wellbeing and representative arrangements

Participants can open and structure a joint mediation meeting with clear process control.

  • Joint opening establishes purpose, mediator authority and participant responsibilities
  • Ground rules address interruptions, respectful speech, breaks and confidentiality
  • Speaking order gives each party uninterrupted time to describe concerns
  • Agenda building converts competing accounts into shared discussion issues
  • Process summaries check understanding and maintain a workable meeting structure
  • Time boundaries manage fatigue, operational commitments and emotional intensity

Participants can reframe adversarial statements into issues suitable for joint problem-solving.

  • Reframing accusations into neutral descriptions of impact and future needs
  • Interest-Based Relational approach separates people from the immediate problem
  • Polarised language translated into specific behaviours, requests and boundaries
  • Common interests surfaced without minimising legitimate differences or harm
  • Issue statements tested for neutrality, clarity and participant ownership
  • Shared problem definition guides agenda priorities and option development

Participants can maintain safety and fairness when emotion, rank or difficult behaviour affects mediation.

  • Emotional escalation recognised through language, withdrawal, agitation and shutdown
  • De-escalation responses use pacing, acknowledgement, pauses and clear boundaries
  • Rank dynamics addressed through meeting design and balanced speaking opportunities
  • Microaggressions and disrespect interrupted without assuming investigative findings
  • Psychological safety strengthened through consent, choice and structured participation
  • Mediator self-management prevents reactive interventions and unhelpful alliances

Participants can use private caucuses and impasse techniques without compromising impartiality.

  • Caucus purpose explained before separate discussions begin
  • Confidential caucus information protected unless explicit permission is given
  • Reality testing examines consequences, assumptions and workable alternatives
  • Shuttle communication carries authorised messages between separated parties
  • Impasse diagnosis distinguishes missing information, emotion, trust and authority
  • Return-to-joint-session decisions made using readiness and safety indicators

Participants can help parties create practical options and draft durable mediated agreements.

  • Brainstorming separates option generation from immediate judgement and bargaining
  • Future-focused questions identify preferred working relationships and practical changes
  • Options tested against operational feasibility, authority and team impact
  • SMART actions specify behaviours, owners, timescales and evidence of completion
  • Agreement language avoids admissions, blame and ambiguous commitments
  • Review arrangements set check-in dates, escalation routes and closure criteria

Participants can close cases responsibly and evaluate mediation service performance.

  • Case closure records capture outcome status without unnecessary personal detail
  • Follow-up contact checks implementation, emerging concerns and continuing consent
  • Outcome categories distinguish agreement, partial agreement, withdrawal and referral
  • Service data tracks referrals, exclusions, completion rates and recurring themes
  • Anonymised learning reports identify preventable sources of workplace conflict
  • Quality assurance reviews mediator practice, supervision and case documentation

Participants can specify how peer mediators are selected, supported and supervised.

  • Selection criteria assess credibility, communication, judgement and availability
  • Diverse mediator pools reduce perceived bias across ranks and staff groups
  • Co-mediation models allocate roles for observation, support and continuity
  • Supervision arrangements address ethical dilemmas, stress and skill development
  • Mediator wellbeing safeguards manage exposure to distressing workplace conflict
  • Continuing development plans include observation, feedback and annual review

Participants can design governance, referral and operating arrangements for a peer mediation service.

  • Service purpose defines eligible cases, intended users and exclusions
  • Governance roles assign sponsorship, case coordination, supervision and assurance
  • Referral pathways clarify self-referral, manager referral and consent requirements
  • Communications plan explains mediation without promising confidentiality beyond stated limits
  • Resource plan estimates mediator time, administration, venues and supervision
  • Implementation milestones sequence approval, recruitment, training, launch and review

Participants can build, review and present a complete peer mediation service proposal and case protocol for their police organisation.

  • Service proposal states purpose, scope, governance and measurable operating objectives
  • Case protocol covers referral, screening, intake, joint sessions and closure
  • Risk controls address exclusions, confidentiality limits and escalation decisions
  • Mediator deployment model specifies selection, supervision and co-mediation arrangements
  • Implementation plan identifies stakeholders, approvals, communications and resource requirements
  • Peer review tests proposals against realistic police workplace conflict scenarios

Exercises and examples are adapted to each cohort's sectors and roles.

What you take back to work

  1. Peer mediation case screening checklist
  2. Confidentiality and informed-consent template
  3. Individual intake meeting guide
  4. Joint mediation session agenda
  5. Mediated agreement and follow-up template
  6. Police peer mediation service implementation plan

Who should attend

  • Police officers — preparing to serve as trained peer mediators
  • Police staff managers — resolving recurring interpersonal team conflict
  • HR and people practitioners — establishing referral and case-management arrangements
  • Professional standards personnel — separating conduct concerns from mediable disputes
  • Wellbeing and occupational health leads — supporting earlier conflict intervention
  • Staff association representatives — advising members on appropriate resolution routes

Skills and tools covered

Conflict assessmentMediation facilitationImpartial questioningCaucus managementAgreement draftingService governance

Tools and standards

Interest-Based Relational Approach, Thomas-Kilmann Conflict Mode Instrument, SMART action planning, PEACE communication model

How the course runs

Training methodology

The course uses short tutor briefings to introduce mediation principles, followed by police workplace cases, paired skill practice and facilitated group analysis. Participants conduct simulated intake meetings, preparation meetings, joint sessions and caucuses, receiving structured observation feedback against defined mediator behaviours. Cases include rank-related conflict, team communication breakdowns, supervisor disputes and police staff-officer tensions. Application planning is developed throughout the course so participants test templates, adapt protocols and prepare a workable peer mediation service proposal.

Requirements and prerequisites

Participants should have experience working in a police organisation, public safety body or closely related public-sector setting. They should understand basic reporting lines, workplace conduct expectations and the distinction between operational and people-management issues. Some participants should be nominated or identified as prospective peer mediators, while others may attend as service sponsors or referral partners. No prior mediation qualification, legal training, counselling qualification or formal HR certification is required. Participants are not expected to bring live case files or disclose confidential personal information during the course.

A typical training day

08:30 – 10:30First session
10:30 – 10:45Refreshment break
10:45 – 12:30Second session
12:30 – 13:30Lunch and networking
13:30 – 15:00Third session
15:00 – 15:15Refreshment break
15:15 – 16:30Workshop and daily review

Live online deliveries follow the same structure in East Africa Time, with shorter screen blocks and longer breaks.

What the fee includes

  • Instruction by a practitioner facilitator
  • Full course workbook and materials
  • Exercise files, templates and case studies
  • Refreshments and lunch on classroom deliveries
  • Certificate of completion
  • Post-course application plan

Frequently asked questions

You need workplace experience in a police organisation, public safety body or related public-sector employer. Previous mediation training is not required, but participants should understand workplace reporting lines and conduct expectations.

Bring your organisation's relevant policies on grievance, conduct, dignity at work, information handling and wellbeing if available. Do not bring identifiable case files, confidential investigation material or personal records.

It is designed for prospective peer mediators, HR practitioners, managers, professional standards personnel and wellbeing leads. It is also useful for staff association representatives who advise colleagues on resolution options.

This course focuses on voluntary, facilitated resolution of suitable interpersonal disputes. It does not train participants to investigate misconduct, determine facts, make disciplinary findings or provide counselling.

Participants can use the screening, intake, meeting and agreement tools immediately for appropriate referrals. Those responsible for services can adapt the governance and implementation materials to local policies and approval routes.

The first week establishes case assessment, ethical boundaries, communication and joint-session methods while participants begin their working materials. The second week develops advanced facilitation, service governance and a final proposal; each training day runs 08:30 to 16:30 with about 6.5 contact hours.

Questions about this course?

Ask about dates, fees, group bookings or running it for your team. Our training team replies by email.

Ask on WhatsApp info@skillsetdevelopment.com

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