Abstract:
This study explores mediation as a strategic approach for resolving inter-group conflict within
organisations, with a focused analysis of the relationship between top and middle management
in the Sri Lankan apparel industry. The research aims to examine how mediation practices are
understood and applied in managing internal workplace conflicts. Qualitative research design
is employed, using purposive sampling to select participants with relevant experience in conflict
resolution. The sample includes four section supervisors representing middle management
and a head or well-experienced Human Resource (HR) manager from selected apparel sector
organisations in the Western Province. Data were collected through semi-structured interviews
and Key Informant Interviews (KIIs), capturing insights from both operational and policy-level
perspectives. Thematic analysis was used to identify recurring patterns, experiences, and institutional
approaches to mediation. The literature review supports the study by addressing key
concepts such as inter-group conflict, mediation, facilitation, and organisational hierarchy. The
findings highlight gaps in structured mediation practices within organisations and reveal limited
awareness of their potential benefits in managing inter-group tensions. The study concludes
with a call for greater awareness, capacity-building, and formal integration of mediation into organisational
conflict resolution frameworks to foster healthier internal dynamics.
