"If you come to me and talk about someone, I will make you say that to his/her face."
Ya, this doesn't really work. It's like a lawyer asking a question in court: You had better know what the answer is before you ask the question. If you are the CEO and you set up this meeting to "ask/answer" such a question, you've already lost game. You've already been manipulated into a high-stakes "false dichotomy" problem with assymetric information, to your dis-advantage. Or maybe I'm mis-understanding your proposal?
"- Well, I can't work with A, s/he's always voting against my proposals.
- I'm sorry to hear that. Did you talk to her/him about this problem?
- No, you know how s/he is
- So why do you come to me?
- Well, could you talk to her/him?
- No. You will. I will be in the room as a neutral observer."
If B wanted to slander A, the problem is that now A will know about it and will have an opportunity to defend him/herself. Also, B might be less aggressive when complaining directly to A.
In your company you really want to have a culture of "let's fix minor people problems before they become big problems", and as a CEO you can do that by promoting a direct communication culture.
Ya, this doesn't really work. It's like a lawyer asking a question in court: You had better know what the answer is before you ask the question. If you are the CEO and you set up this meeting to "ask/answer" such a question, you've already lost game. You've already been manipulated into a high-stakes "false dichotomy" problem with assymetric information, to your dis-advantage. Or maybe I'm mis-understanding your proposal?