Transformative mediation sees conflict as a communication crisis. Success is not measured by billing, but by the parties moving towards (a) personal strength, (b) interpersonal responsiveness, c) constructive interaction, d) a new understanding of themselves and their situation, (e) critical examination of possibilities, (f) better mutual management and (g) their own decisions. These decisions may or may not contain settlement agreements. Transformative mediation practice focuses on supporting empowerment and recognition transfers, enabling and fostering deliberation, decision-making and perspective. A competent transformative mediator practices with a microfocus on communication, identifies opportunities for empowerment and recognition when these possibilities appear in the parties` own conversations, and reacts in a way that gives the parties the opportunity to choose what, if anything, has to do with them. A large number of disputes occur in the workplace, including employee disputes, allegations of harassment, contract disputes, and workers` compensation claims.  Overall, workplace disputes between persons with an ongoing employment relationship within a closed system indicate that workplace mediation or investigation could constitute a dispute resolution procedure. However, the complexity of relationships, which encompasses hierarchy, job security and competitiveness, can complicate mediation.  After 1995, the country established a legal right to mediate/mediate a labour dispute. Mediation agreements are legally binding. The process has shifted from general coverage of collective agreements such as wages or working conditions to more individual cases, including layoffs. The mediation agreement differs fundamentally from a legal (or other) agreement in terms of content, style and language.
This is due to the singularity of any agreement, since it is established by the parties themselves as a result of their specific conflict and the mediation process as they experienced it. There is a lack of professional, academic and technical advice in this area. The establishment of a mediation agreement is a capacity acquired, strengthened and enhanced through continuous participation in the work. At the same time, a focused article accelerates the mastery of the necessary technical skills. With the experience we have gained over the past six years, we have identified seven dimensions that reappear throughout the mediation process in their different forms and forms. The tools for drafting the agreement are integrated into these dimensions. Responsiveness reflects the intention to allow the parties to draft a resolution outside the strict rules of the legal system. A reactive mediation process is also informal, flexible and collaborative. Mediation/arbitration hybrids can pose significant ethical and procedural problems for mediators. Many of the options and successes of mediation refer to the unique role of the Mediator as a person who does not exercise coercive power over the parties or the outcome. The parties, aware that the Mediator could act later in the role of the judge, could distort the process. Using another person as an arbitrator addresses this problem.
However, due to language and national norms and regulations, the term “mediation” is not identical in all countries, but has specific connotations and there are some differences between Anglo-Saxon definitions and other countries, especially countries with a civil legal tradition.  The decline of unionism and the rise of individuals have fostered the growth of mediation. . . .