Start by telling the supervisor the problem as the aggrieved sees it.  Imply that you have an open mind. After that, let them talk.  Encourage them to state their position completely. If they want to use you as a sounding board, all the better. Every supervisor thinks they have the most difficult job in the world. They will feel better and more reasonable after they get their gripes off their chest. Show them that you understand their position, even if you don't agree with it.  This shows that you are being reasonable. Stick to the point. Avoid raising questions of principle. If they say, "I don't want the union interfering in everything I do," don't argue back, but say, "I can understand how you feel. I certainly am going to try to keep the number of grievances to a minimum. I think we can eliminate them altogether if we try to find a constructive solution for each problem as it comes up. For instance, in the case we have here, I think it is just a question of the meaning of the contract. It is much easier to find solutions to specific problems than to settle the great issues that may have divided MCO and management at your facility for years. Do not discuss personalities. Don't make belittling remarks that have nothing to do with the case at hand. Unless you are anxious to take the case to a higher level at once, don't force the supervisor to say "no". If you are not getting anywhere, let him think it over for a while. He/her may mellow later. On the other hand, don't let him stall too long. Remember, there are time limits at each step. If you can't reach a satisfactory settlement, don't think the world will end. You can always appeal the case. That's what the other steps of the grievance procedure are for.