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Crow and Hippo build a bridge together.
Crow didn't know Hippo very well. He had heard, however, that he was a solid worker, not easily upset and always with his paws in the clay. In short, a good choice for his project: building a bridge.
Hippo did enjoy working with Crow. Crow made a strong impression with his loud voice, sharp gaze and good overview. That he didn't get on the floor much was probably a good sign. And building a bridge, that had "purpose," especially for a Hippo.
At first, things went smoothly. Crow flew high overhead and pointed out to Hippo where to start. Hippo nodded slowly, as he always did when thinking for a moment, then shrugged.
Ze zeiden het zelfs tegen elkaar:
“Mooi hoe jij denkt en ik doe.”
“Mooi hoe jij voelt en ik vlieg.”
Na een tijd vond Kraai dat de bouw van de brug te langzaam ging. Nijlpaard was wel degelijk, dat zeker, maar Kraai was toch meer van de snelle resultaten. Snel resultaat: dat had Kraai ook tegen anderen geroepen.
Kraai begon zich steeds meer ter ergeren. Hij wist ook dat zijn scherpe stem zaken vaak erger maakte. Hij besloot wat langer in de hoogte te blijven, wat minder met Nijlpaard te praten. Hij wist ook niet goed hoe hij het moest bespreken. Kraai was bang om het erger te maken.
And Crow thought, Surely he feels that I am displeased?
Thus his silence filled the air with silent criticism.
Hippo sensed that something was wrong, that Crow was avoiding him. At first he thought he was still doing a good job, the bridge was really progressing, but he began to doubt himself more and more.
Hippo thought, If he doesn't say anything, it must be my fault.
Maar hij wist het niet zeker. En Nijlpaard wist niet hoe hij hierover het gesprek moest aangaan. Hij sliep slechter en werd ongelukkiger. Het bleef maar malen in zijn hoofd, het verhaal werd groter en groter.
Op een dag moest Nijlpaard thuisblijven, het ging niet meer. Leeg, moe, vol twijfel.
En Kraai was boos.
Er kon toch altijd met hem gesproken worden.
Zijn deur stond letterlijk altijd open.
De brug bleef halfaf, met hun verhaal ergens in het midden.
In de lucht bleef het stil, in de modder stond een grote voetafdruk.
And no one knew who should make the first move.
Werk je met een Kraai? Of voel je je soms een Nijlpaard? Dan is een conflictpreventiegesprek of teamcoaching misschien een eerste stap.
Case study 1
A company has been taken over by a new owner. The former owner remains employed, because it is a shame to lose so much knowledge about the company, the product and the customers! Good agreements are made, but in practice it is difficult for the former owner to take on the new role of employee. The former owner increasingly disagrees with the business and eventually reports sick. The company doctor recommends (exit) mediation because he foresees that they will no longer be able to work things out together. It seems best in this case to come to a severance agreement with the former owner. The mediator establishes that both parties are assisted by a legal advisor and after the necessary mediation sessions at the table they come to good agreements within the framework of end of employment by mutual consent. Former owner reports recovered and the date of leaving employment is set. Good agreements are made about a farewell arrangement, non-solicitation and non-competition clause and mutual treatment. All under the confidentiality that is paramount in mediation.
Case Study 2
An employee gets a great opportunity and is promoted to a higher position. During an evaluation, employer believes that employee still does not have what it takes to properly fill this higher position. Employer indicates that improvement must occur or employee will be placed back in his old position. Employee finds this raw on his roof: he tries very hard but he also lacks the necessary guidance he would get to fill his new position. Employer does not have the manpower to give employee so much guidance; he had estimated employee's capabilities to be higher. Employee gets the feeling that they let him "float" and feels undervalued. Employee no longer enjoys going to work, eventually reluctantly and calls in sick. The company doctor hears the story and concludes that it would be good if those involved heard each other's side of the story again and made agreements to create clarity for everyone. Because this has not worked out before, he recommends mediation. The mediator will then lead the conversation to come to good agreements.
Case Study 3
An employee falls ill. She goes through a long medical process, in and out of hospital. After six months she would be able to partially reintegrate, but she was very reluctant to do so. During her entire work disability, she received one flower from her colleagues, and that was it. The company doctor recommends mediation: this way the employee can start talking to her colleagues again. The mediator first speaks to the employer and employees involved separately. Eventually a joint conversation follows. Everything seems to be based on a misunderstanding. The sick employee also did not stop by for a cup of coffee during her entire absence. While one did see her in the supermarket. It had also been initially learned that she needed all the rest and energy for her recovery.