Wales Council for Voluntary Action
Charity Law and Governance Conference
Linda LauranceLinda Laurance & Associates
Conflict Awareness, Management and
Prevention
Just to introduce myself…
Governance specialist Accredited mediator Independent consultant
and trainer since 1993 Established LL&A in
2002 Formerly Chair and CEO Chaired steering groups
for original VCS Code of Governance and for the NOS for trustees/management committees
Where are we going?Towards a place of trust and mutual respect
How are we going to get there?
First we need to look at disharmony – let’s face it and not be afraid of it
The origins of conflict Understanding anger Working relationships ‘Elephant traps’ – unintended consequences Knowing when to ask for help and then………
Introduction
Techniques for avoiding disagreements
Maintaining trust
Moving on
…….. Prevention
Conflict can be defined as: people holding opposing views and aiming
at different goals a competitive win/lose situation incompatible activities and behaviours the outcome of perceptions and unfulfilled
expectations
What is conflict?
Disputes need not be destructive or unproductive
Conflict does not essentially mean that we have to win our position at another’s expense: there are many different ways to handle given situations – we do have choice
Many disputes have a positive outcome, with long term benefits not only for those directly involved
BUT ………….
Factors present in people: Language/jargon Body language Written words – emails/Twitter! Rumour Misrepresentation Hidden agendas
The origins of conflict and the Personal Dimension
Factors present in people: Lack of compatibility Gender and age differences Diversity Differences in values Spill over of stress or anger from unrelated
issues Harassment
…….Personal Dimension
Factors present in Boards/Committees:
Lack of leadership Lack of decision making Poor internal communication Poor external communication Lack of resources Lack of motivation/training opportunities
…… Personal Dimension
Factors present in Boards/Committees: High levels of pressure and lack of time Interpretation of organisational
policy/implementation Prioritisation Organisational change Delegation
……Personal Dimension
Factors present in perceptions of the situation:
Expectations and beliefs Differences in opinions Misunderstandings Misplaced assumptions
……Personal Dimension
ANGER – and why not?
Understanding anger……….
Once anger is aroused it has several effects that reduce an individual’s ability to deal with conflict successfully:
A desire to retaliate against the person perceived as causing the harm or frustration
A reduced ability to make rational plans of action and to evaluate the potential outcomes of behaviour
Understanding anger
Together these can lead to a shift away from collaboration towards more competitive tactics for dealing with the conflict and/or a counter-attack on the other party, escalating into a destructive exchange where the parties become more concerned with hurting each other than with solving the problems.
Understanding anger
As a general rule, therefore, anger in conflict needs to be dealt with before the concrete issues are addressed
Understanding anger
Factors present in groups and teams: Pressure to conform to the group Formation of cliques Assumptions about others Misuse of authority Perceived favouritism Manipulation
Working relationships and conflict
The competitive ‘marketplace’ results in continual change and uncertainty
Electronic communication means that individuals may have to deal with conflicts with people they cannot even see
Mergers may require people to work with others who have different values and ways of working from those that they are used to
Working relationships and conflict
The governing document – the what?
Appointing good people but not thinking about skills and experience
Lack of clarity between governance and operational responsibilities
The ‘corporate mind’ v the ‘user’s angle’
Meeting agendas!
‘Elephant traps’ – unintended consequences
The Strategic Plan
Conflicts of interest
Values
The relationship between the Chair and the Chief Officer (if there are paid employees)
……and more
The role of the Chair: Managing Engaging Focusing Balancing calculated risk and risk aversion Decision making Supporting and monitoring the CEO
Who is supporting the Chair??
And another thing….
Board decisions are collective – the minutes should record anyone who is opposed to a proposal or who abstains, but that person must comply with the majority agreement and not take their personal view outside the committee – and certainly not to the media!
But remember
It is not a sign of failure if you need to ask:
A neutral third party
A facilitator to help reach a consensus
A mediator where parties are unable to find their way forward
Help!?
For the Board/committee:
A Code of Conduct
Clarify role boundaries/areas of responsibility
Set down delegated powers in writing
Regularly review priorities
Respect and nourish diversity
Prevention – techniques for avoiding disagreements
For the Board/committee:
Communication –
Who needsto know what, howand by when?
Avoiding disagreements
Time in which to get to know each other – social time
Time for the chair to talk one-to-one with each Board/committee member to find out if they have any problems/concerns about their role
Time to let the Chair know if you plan to raise an issue at the next meeting
And moreover
Performance – how is the Board/committee doing? - use the Good Governance Code for the Third Sector in Wales
Skills check – do you have the skills and knowledge you need to be an effective Board?
What can you learn from other similar sized organisations?
as well as ………………..
Now that feels better
Listen with your full attention Be clear about your own responsibilities but
flexible in helping others Ask questions when a situation is unclear Look for the common ground when
discussing opposing views Avoid making judgments/assumptions Be aware of personal prejudices
Dispute Prevention - individual
Respect confidentiality Resist the temptation to share details of a
disagreement with people not directly involved: it encourages factions, and can lead to escalation of what may be a minor localised difficulty
When a dispute arises deal with it Separate the person from the problem
Maintaining trust
Resolve Record Reconcile Regroup Rejoice!
Moving on
Contact details:Linda LauranceEmail: [email protected]: 07710 200515Web: www.lindalaurance.com