Job sharing, a progressive work arrangement where two individuals perform the duties of one full-time position, has garnered increasing popularity in recent years. As organisations move towards more flexible work environments, this model is hailed for promoting work-life balance, keeping skilled professionals in the workforce, and enhancing employee satisfaction. However, while the benefits of job sharing are numerous, it is not without its challenges. When two individuals share responsibilities, conflicts may naturally arise. Differences in working styles, communication difficulties, or varying levels of commitment can lead to tension that potentially disrupts workflow and affects team performance.
These conflicts, when left unaddressed, undermine the very flexibility and collaboration that job sharing is supposed to promote. Therefore, it becomes essential to have effective conflict resolution mechanisms in place. One approach that offers promise in resolving such issues constructively is mediation.
The Nature of Conflicts in Shared Roles
It is imperative to first recognise the types of issues that may emerge in a shared job role. Misunderstandings regarding task division are one of the most common sources of conflict. For example, one job sharer might feel they are carrying more of the workload than their counterpart, leading to resentment and friction. Others might disagree on how tasks are prioritised or executed, especially if they have contrasting working methods or values.
Another challenge stems from communication. In a successful job-share arrangement, information must be consistently and clearly transferred between the sharers. Failing to do so may result in duplication of work or gaps in task completion, fuelling dissatisfaction between the parties involved. Additionally, interpersonal incompatibility—differences in personality, attitudes, or even work ethics—can further complicate cooperation.
Conflicts may also escalate if not properly handled by management. Managers may inadvertently favour one sharer over another or may lack clarity in expectations and accountability, which exacerbates feelings of unfairness within the team. Over time, even small tensions can calcify into more significant disputes that risk the success of the entire arrangement.
Why Traditional Conflict Resolution Falls Short
Many organisations handle interpersonal work conflict through hierarchical interventions. A manager may step in to mediate, or HR may draft formal procedures to resolve disputes. However, in the nuanced and tightly woven dynamic of a job-share partnership, traditional methods are often insufficient or counterproductive. They may suppress rather than resolve the underlying issues, particularly when parties are compelled to engage with authority figures rather than speak openly with each other.
Moreover, job sharing blurs boundaries in such a way that typical managerial oversights may miss the subtle emotional and relational triggers behind the conflict. Traditional channels might focus on disciplinary outcomes or procedural reassignment rather than on fostering mutual understanding. This may result in one or both sharers feeling marginalised or misunderstood, thus destabilising the arrangement altogether.
Therefore, an alternative framework focusing on communication, empathy, and mutual respect is needed to navigate the complexity of shared roles. This is where mediation steps in as a viable tool for resolution.
Mediation: A Collaborative Path Forward
Mediation is a process facilitated by an impartial third party to help conflicting parties discuss their issues in a structured and respectful environment. Unlike arbitration, mediation does not impose a solution but instead encourages individuals to arrive at a mutually acceptable resolution. This process promotes autonomy, self-awareness, and cooperation—qualities essential in the context of job sharing.
In a mediated conversation, sharers can articulate their concerns and needs without fear of judgement or reprisal. The mediator ensures the discussion remains balanced and focused, preventing it from devolving into blame or emotional outbursts. Instead, attention is directed towards understanding the other person’s perspective and identifying actionable paths toward resolution.
Importantly, mediation is not solely about resolving conflict once it has erupted; it can also be used proactively to strengthen professional relationships and clarify expectations early on. By building trust and open communication, sharers are better equipped to navigate future difficulties without external intervention.
Steps in a Mediation Process Adapted for Job Sharing
The mediation process for a job-share context follows general principles but is customised to address the unique challenges of shared responsibilities and close professional interdependence.
The first step is often an intake session with each individual separately. This provides the mediator with insight into the perspectives, grievances, and desired outcomes of each party. It also allows each job sharer to speak freely and candidly without concern for immediate rebuttal or judgement.
Subsequently, a joint session is organised where both parties, guided by the mediator, engage in conversation. Ground rules are established to create a respectful and constructive atmosphere. Each party is given the opportunity to express how they feel the current arrangement is affecting their professional satisfaction, efficiency, or well-being.
During this dialogue, the mediator may find common ground, shared goals, or mutual values that can anchor the discussion. For instance, both sharers might deeply care about the success of a project or value the flexibility that job sharing offers. These converging interests can be used to soften opposition and encourage collaboration.
The final phase involves solution building. Mediated outcomes often take the form of tangible agreements. This might include a re-division of duties, establishing better communication strategies such as weekly check-ins, or revising expectations with input from a manager. Ideally, these agreements are documented and periodically revisited to ensure sustained cooperation.
The Role of the Organisation
While individual sharers are central to resolving conflict, the organisation plays a crucial enabling role. A workplace culture that values communication and emotional intelligence sets the tone for constructive conflict resolution. Furthermore, providing access to internal or external mediation services sends a message that employee well-being and team cohesion are important priorities.
Organisations should also take proactive steps in preventing conflict in job share arrangements by ensuring comprehensive onboarding. A shared job description, clear performance expectations, and effective managerial oversight can pre-empt misunderstandings. Encouraging potential job sharers to engage in compatibility assessments or strategy planning workshops can set a robust foundation for a positive working relationship.
Moreover, line managers must be trained to identify early signs of tension and be educated on referring unresolved issues to a mediation specialist. The organisation should also protect the confidentiality and psychological safety of the mediation process. Employees need to feel secure in the knowledge that participating in mediation is not punitive, but restorative.
The Long-Term Benefits of Mediation in Job Share Models
When conflict in job share arrangements is successfully mediated, the benefits extend beyond the individuals involved. The organisation retains talent, avoids the disruption of reassignments, and upholds its commitment to flexible working practices.
Employees who experience fair and effective resolution processes are more likely to remain engaged, loyal, and productive. Furthermore, resolving conflict through mediation often results in stronger partnerships than before. Individuals gain insight into their own communication styles, appreciate the perspectives of others, and develop interpersonal skills they carry forward in future collaborations.
Mediated agreements are also more likely to be lasting, as they are co-created and voluntary. This contrasts with top-down decisions, which may breed resentment or require repeated enforcement. More broadly, using mediation in workplace practice reinforces a collaborative culture that values understanding over authority.
Building a Culture of Dialogue
Mediation is part of a broader cultural shift in how modern organisations handle conflict. The reality is that disagreements are inevitable, particularly in close working relationships such as those involving job sharing. However, conflict need not be destructive. When approached with openness and guided support, it can be transformative.
Encouraging dialogue, mutual respect, and cooperation leads to stronger teams and more resilient organisations. For job sharers, this means not just sharing a role, but also sharing responsibility for the quality of their interaction and the outcomes of their partnership.
By embracing mediation as both a remedy and a proactive practice, companies can safeguard the future of job sharing as a sustainable and beneficial model, ensuring it remains a viable tool for work-life harmony, talent retention, and inclusive workplace design.
