How can you assess the effectiveness of conflict resolution for employees with mental health conditions?

I don't agree you need to do that 'before' engaging in the process. Such things come out as the process progresses. As a mediator I don't have 'goals and expectations' regarding the conflict only my role in providing the process. I trust that parties will have and create their own wishes and outcomes as they go through. Setting goals and expectations in advance can become a strait jacket. People will come knowing what they are unhappy with and will hopefully be given a chance in advance to discuss what they want to be different in the future. But setting such things as 'requirements' before hearing the other person's perspective can lead to defensiveness rather than openness and a barrier to creativity and cooperation in the sessions.

When dealing with employees who have mental health issues, it's important to approach them differently than other team members. You should schedule regular one-on-one check-ins with them to discuss their well-being, job satisfaction, and any challenges they might face after conflicts have been resolved. Asking for feedback from your employees can provide valuable insights into the effectiveness of conflict resolution. Encourage your employees to give feedback and suggestions, actively listen to their concerns, and consider their ideas for addressing underlying issues.

Depende do que qual é o conflito, da sua intensidade. É apenas uma ansiedade, uma depressão ou algum disturbio mais complexo. O conflito é somente aponta do "iceberg", temos que entender de todas as partes as causas que geraram ou estão gerando o conflito, antes mesmo de qualquer interferência. Penso que identificar objetivos e expectativas é um passo posterior das causas , pois sem elas é pouco provável resolvê-lo. Eu mantenho o foco nas causas, para depois decidir a abordagem.

It's interesting that mediation is suggested to be a 'formal approach' and is contrasted with being informal and collaborative. An interesting reflection on how mediation is practised in some areas as mediation is in itself informal and collaborative when provided effectively. It's basically a 'chat' but facilitated by a mediator who has learned the discipline and communication skills to remain impartial in their conduct and supportive of creative thinking. With regard to mental health, almost everyone involved in an unresolved conflict will inevitably experience mental health challenges. Paranoia, depression, anxiety, sleeplessness and others are common, even if temporary, features of those involved in an unresolved conflict.

You need to first ensure the safety of the parties involved and those around them, and much will depend on the specifics of the conflict, the mental health conditions of concern, and the setting. Then, you need to worry about the capacity of the parties to understand the process, make informed decisions, endure stress, and carry out commitments. Only then can you start choosing the format and designing an effective process for the parties.

Monitor the utilization of Employee Assistance Program / EAPs or mental health support services before and after conflict resolution initiatives. Increased utilization may suggest that employees feel more comfortable seeking help and addressing conflicts constructively.

Everyone has a story, and in the work place it is vital to respect that. Some stories may be more difficult to tell than others, so you really should understand who you’re talking to in order to build a better relationship

Managers who learn effective conflict resolution support skills will find ways of dealing with such situations without defaulting to becoming the 'parent' to the employees in dispute and giving a judgement, punishment, telling off etc. rather than support them to work things out between themselves. The former almost always leads to a desperate referral to HR as the manager becomes involved in the conflict itself rather than stay detached from it but supportive of both / all staff to resolve things. When that happens the whole situation escalates, through allegations of side-taking, cover ups, discrimination, bullying, favouritism etc. Learning resolution support skills prevents burnout, team breakdown, and supports relationship repair.

Assess the effectiveness of conflict resolution for employees with mental health conditions by utilizing feedback mechanisms, monitoring outcomes, employing performance metrics, conducting regular check-ins, evaluating training programs, tracking absenteeism and turnover rates, assessing accommodation effectiveness, analyzing EAP usage, conducting anonymous surveys, and ensuring legal compliance with mental health accommodations.

Observational Assessment: Train managers to observe and assess interactions between employees, looking for signs of improved communication, reduced stress levels, and better collaboration following conflict resolution efforts.

As a coach in a nutshell: Not my job. The moment I recognize indicators for such issues, I need to involve other instances (HR, Medical Service...). I am not a psychotherapist.