The T C M Group

A Message from Lord Pickles and Lord Blunkett, followed by The T C M Group's best practice article

The ability to listen and learn from one another has always been vital in parliament, in business and in most aspects of daily life. But at this particular moment in time, as national and global events continue to reiterate, it is uncommonly crucial that we forge new channels of communication and reinforce existing ones. The following article from The T C M Group is an attempt to do just that. We would welcome your thoughts on this or any other Parliamentary Review article.

Blunkett signature Rt Hon The Lord David Blunkett
Pickles signature Rt Hon The Lord Eric Pickles

Highlighting best practice
Founder and CEO
David Liddle
David Liddle is founder and CEO of The TCM Group, a leading
mediation, conflict management and leadership consultancy.
He is a published author and is currently working on a new
book examining the benefits of a person-centred, values-based
organisational culture. Over the years, he has worked with business
leaders, public servants and politicians across the world to develop
progressive systems for preventing and resolving conflict at work.
He specialises in designing systems and strategies that resolve
serious and complex workplace issues. David challenges traditional
models of conflict resolution, which he explains are inherently
adversarial, divisive and confrontational. He tells
The Parliamentary
about TCM’s work, and his contribution to the changing
perceptions of mediation and conflict management worldwide.
I established TCM to help organisations integrate collaborative and compassionate
approaches for managing change, mergers and acquisitions and employee or
customer complaints.
I first began working in conflict management in the early 1990s. I set up one of the
first community mediation schemes to help neighbours and gangs resolve issues
without resorting to violence. I witnessed the real impact of mediation to resolve
seemingly intractable disputes through dialogue and co-operation. I set up an award-
winning school mediation scheme called CRISP – the Conflict Resolution In Schools
Programme – and I supported work with victims and offenders through an incredibly
powerful and transformative process known as restorative justice.
I recall one case in an inner-city estate in Leicester, where my team and I managed to
resolve some serious tensions between two families in the aftermath of a murder. In the
years that have followed, I have used this case as something of a benchmark – if those two
families can come into a room together to reconcile their differences, then anyone can.
From the streets to the boardroom
During the late 1990s, the local authority in Leicester underwent substantial change,
and I was brought in to resolve disputes on an organisational level. I found that
the mediation and restorative justice techniques that I’d developed in the local
community worked rather well in this context. It struck me that many of the issues
that people were raising in response to these organisational changes were the same
ones that I’d experienced in local estates: sleeplessness, anxiety, trauma and stress.
The same conflicts were arising in offices just as much as they were on the streets,
and the models I’d created translated almost perfectly to a workplace setting.
It was while I was studying for my MBA and learning more about Total Quality
Management that I recognised that several principles it outlined could be applied to
organisational conflict management. These concepts – whole organisational change,
regularly reviewing and adapting processes and multiple stakeholder engagement,
»Founder and CEO: David Liddle
»Established in 2001
»Based in London
»Services: Mediation, training
and consultancy
»No. of employees: 10
»Awarded Mediation Provider
of the Year 2018 by the Civil
Mediation Council
The TCM Group
to name a few – translated almost
perfectly. In 2001, I established
Total Conflict Management on the
foundation of these principles, and it
became one of the first companies in
the UK which was entirely dedicated to
mediating and managing conflict in the
From conflict to consensus
At TCM, we now train over 1,000
people every year – including managers,
HR professionals, business leaders and
politicians – to manage conflict and
develop their leadership skills. We offer
open-access courses at our headquarters
in London or in-house courses which
are tailored for specific workforces
and groups. Our provision is externally
recognised and accredited by both the
Open College Network and The Institute
of Leadership & Management.
We also offer external professional
mediation services for a wide variety
of disputes, which typically arise when
an HR director or manager is really
running out of options. Alongside
these, we provide consultancy,
diagnostic tests and services to establish
conflict management systems where
necessary across the board. We have
developed in-house mediation schemes
for a diverse array of organisations,
including Royal Mail, BT, Aviva, Lloyds
Bank, British Airways, the Metropolitan
Police, the Home Office and the
Department for Work and Pensions, as
well as numerous councils, hospitals,
universities and police forces. Many of
these programmes have won awards for
their efforts to embed mediation.
We have also won numerous awards
and accolades for our work and we
have had research undertaken on the
impact of our approach by globally
acclaimed academics. As a result of
this success, I have set about both
professionalising and formalising
mediation and conflict management
as an industry. In 2007, I established
the Professional Mediators’ Association
to share best practice, provide CPD
and deliver standards for workplace
mediation both in the UK and globally.
In October 2017, the PMA merged with
the Civil Mediation Council to create a
trade body for the profession.
Mediate first
Inappropriately managed conflicts cost
an estimated annual figure of £33 billion
for UK businesses according to the CBI,
taking up 20 per cent of all leadership
time and thus resulting in 370 million
work days lost. The CIPD believe that
almost 60 per cent of companies using
mediation see a significant reduction
in formal grievances, and a reduction
in tribunal claims of almost 50 per
cent. These figures don’t lie. The cost
of going to court or an employment
tribunal is significant for any business,
large or small. The time lost, the stress
caused and the reputational harm are
equally problematic.
Mediation isn’t the easy option. It is a
tough process and it requires courage
from all parties involved. It’s also not
just for the easy cases; recent high-
profile sexual harassment and bullying
cases have highlighted the issue that
serious and complex conflict poses in
the workplace.
Mediation and restorative justice play an
important part in an organisation’s overall
strategy for dealing with these issues.
They sit within the overall ecosystem of
any given organisation, serving as an
additional tool for conflict resolution.
After all, if the only tool in the box is a
hammer, every problem becomes a nail.
Conflict is more nuanced than that, and
it requires a more nuanced response
in kind. Dialogue, empathy and
collaboration are central to mediation,
and they are central to the success of an
effective organisation. For organisations
who are serious about managing
conflict, in all forms, there has never
been a better time to mediate thannow.
David’s first book,
Managing Conflict
received rave reviews
empathy and
are central to
and they are
central to the
success of an

This article was sponsored by The T C M Group. The Parliamentary Review is wholly funded by the representatives who write for it. The publication in which this article originally appeared contained the following foreword from The Rt Hon Theresa May MP.

The Rt Hon Theresa May MP's Foreword For The Parliamentary Review

By The Rt Hon Theresa May MP

This foreword from the then Prime Minister appeared in the 2018/19 Parliamentary Review.

British politics provides ample material for analysis in the pages of The Parliamentary Review. For Her Majesty’s Government, our task in the year ahead is clear: to achieve the best Brexit deal for Britain and to carry on our work to build a more prosperous and united country – one that truly works for everyone. 

The right Brexit deal will not be sufficient on its own to secure a more prosperous future for Britain. We also need to ensure that our economy is ready for what tomorrow will bring. Our Modern Industrial Strategy is our plan to do that. It means Government stepping up to secure the foundations of our productivity: providing an education system that delivers the skills our economy needs, improving school standards and transforming technical education; delivering infrastructure for growth; ensuring people have the homes they need in the places they want to live. It is all about taking action for the long-term that will pay dividends in the future.

But it also goes beyond that. Government, the private sector and academia working together as strategic partners achieve far more than we could separately. That is why we have set an ambitious goal of lifting UK public and private research and development investment to 2.4 per cent of GDP by 2027. It is why we are developing four Grand Challenges, the big drivers of social and economic change in the world today: harnessing artificial intelligence and the data revolution; leading in changes to the future of mobility; meeting the challenges of our ageing society; and driving ahead the revolution in clean growth. By focusing our efforts on making the most of these areas of enormous potential, we can develop new exports, grow new industries and create more good jobs in every part of our country.

Years of hard work and sacrifice from the British people have got our deficit down by over three quarters. We are building on this success by taking a balanced approach to public spending. We are continuing to deal with our debts, so that our economy can remain strong and we can protect people’s jobs, and at the same time we are investing in vital public services, like our NHS. We have set out plans to increase NHS funding annually by an average by 3.4 percent in real terms: that is £394 million a week more. In return, the NHS will produce a ten-year plan, led by doctors and nurses, to eliminate waste and improve patient care.

I believe that Britain can look to the future with confidence. We are leaving the EU and setting a new course for prosperity as a global trading nation. We have a Modern Industrial Strategy that is strengthening the foundations of our economy and helping us to seize the opportunities of the future. We are investing in the public services we all rely on and helping them to grow and improve. Building on our country’s great strengths – our world-class universities and researchers, our excellent services sector, our cutting edge manufacturers, our vibrant creative industries, our dedicated public servants – we can look towards a new decade that is ripe with possibility. The government I lead is doing all it can to make that brighter future a reality for everyone in our country. 

British politics provides ample material for analysis in the pages of The Parliamentary Review 
The Rt Hon Theresa May MP
Prime Minister