The tools used in mediation (active listening, non-violent communication, etc.) are not only used to settle clearly identified disputes. They can also be used upstream to resolve the micro-conflicts that are bound to arise during the design and implementation of complex operations likely to upset relations within the company, such as restructuring, acquisitions, mergers, but also partnership projects (particularly in R&D).

Project mediation makes it possible to anticipate difficulties and tensions that may arise during the operational implementation of projects, in particular by ensuring that trust and dialogue are maintained (or re-established) between the parties involved in these operations: management, employees, staff representatives, external service providers.

As such, it contributes to better management of psycho-social risks within the company, and promotes collective support for the project.

In this context, the lawyer mediator, benefiting from a 360° vision of the corporate world, leads this process with efficiency: he or she is familiar with the company’s economic environment and its regulatory constraints, trained to identify and manage risks, and subject to the strictest rules of confidentiality by virtue of his or her dual status as lawyer and mediator.