A Division of Webster & Fredrickson, PLLC.


Resolution of Conflict

Mediations and Collaborative Workplace Practices.

Founding Resolutions

Restorative and Empathetic Human Resources Policies.

Higher Resolution Advice

Illumination and Reconciliation of the Multiple Interests at Work.


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I am a dedicated workplace advocate. After representing employees in workplace matters for over a decade, I founded Resolution, a division of Webster & Fredrickson, PLLC, to bring together employers and employees around their shared goals of organizational success and employee well-being. I help organizations maintain effective work environments through employee-oriented policies, training programs, facilitated conversations and other workplace interventions designed to enhance communication and collaboration.

Cedar P. Carlton, Partner


Advice for Employers or Employees.

Workplace Mediations.

Employee-oriented Handbooks.

Tailored Training Programs.

Harassment Prevention.

Facilitated Conversations.

Restorative Conversations.

Creative Dispute Resolution.



Partner, Webster & Fredrickson, PLLC

Admitted: California (2016) & District of Columbia (2002)


1951 Coffee Company


National Employment Lawyers Association


Community Mediation Certification and Trained in Restorative Justice, 2017, SEEDS Community Resolution Center

J.D., 2002, American University, Washington College of Law, summa cum laude; M.A., 1997, New York University, Institute of French Studies; A.B. 1992, Stanford University, Political Science




Alameda County Bar Association; California Bar Association, Labor and Employment Law Section; California Coalition Against Sexual Assault; California Employment Lawyers Association; District of Columbia Bar Association; National Employment Lawyers Association, Society for Human Resources Management





Imagine organizations that tap our highest potential through psychological safety in the workplace. "The behaviors that create psychological safety — conversational turn-taking and empathy — are part of the same unwritten rules we often turn to, as individuals, when we need to establish a bond. And those human bonds matter as much at work as anywhere else. In fact, they sometimes matter more."  Charles Duhigg, What Google Learned from its Quest to Build the Perfect Team, N.Y. Times, February 25, 2016.

Imagine a process for obtaining accommodations for life events such as pregnancy, religious practices, disability, or sickness guided by empathy and compassion. "[R]esearch shows that compassion as part of the values of an organization makes a measurable difference in productivity and financial performance." Monica C. Worline and Jane E. Dutton, Awakening Compassion at Work: The Quiet Power That Elevates People and Organizations 14 (Berrett-Koehler Publishers 2017).

Imagine an internal response to employee concerns about harassment, discrimination, or retaliation guided by principles and procedures of restorative justice.  "Restorative justice encourages outcomes that promote responsibility, reparation, and healing for all."  Howard Zehr, The Little Book of Restorative Justice Revised and Updated 43 (Good Books, 2015).

Imagine if getting attorneys involved helped parties collaborate, communicate, and heal.  "Lawyers practicing Structured Negotiation also 'bring peace into the room' even though they are not neutrals."  Lainey Feingold, Structured Negotiation: A Winning Alternative to Lawsuits 180 (American Bar Association 2016).


From the Courts

Title VII’s equally basic policies of encouraging forethought by employers and saving action by objecting employees.
— United States Supreme Court, 1998
Employees [must feel] free to approach officials with their grievances [with] broad protection from retaliation.
— United States Supreme Court, 2006
The broad, overriding interest, shared by employer, employee, and consumer, is efficient and trustworthy workmanship assured through fair and racially neutral employment and personnel decisions. . . . Title VII tolerates no racial discrimination subtle or otherwise.
— United States Supreme Court, 1973
The FMLA attacks the . . . stereotype that only women are responsible for family caregiving, thereby reducing employers’ incentives to engage in discrimination. . . .
— United States Supreme Court, 2003
The interactive process requires communication and good-faith exploration of possible accommodations between employers and individual employees, and neither side can delay or obstruct the process.
— United States Court of Appeals, Ninth Circuit, 2001


Resolution, a division of Webster & Fredrickson, PLLC, is based in our Berkeley, California office.  Resolution welcomes inquiries by phone at (510) 328-3112.  You may also send an email to the firm  at  In your message, please tell us your name, phone number, how you found Resolution, and a brief description of your situation or the service you seek.