I Was a CEO of a manufacturing firm located in Denver, Colorado. During my time as CEO I launched a number of business culture initiatives. Among the earliest initiatives I introduced was a system of dispute settlement.
The associates that I employed were blue Collar employees who work eight hours daily manufacturing sheet metal products. Disputes have been an inevitable part of the manufacturing floor. The character of the disputes ranged however they all had the potential to become malignant. Disputes were also a trigger point for turnover. I looked at potential dispute resolution methods as opportunities for continuous improvement (kaizen).