Introduction
Boards often experience conflict. Issues arise for a myriad of reasons related to personal agendas, personal opinions, and power struggles. In conflict situations board members have choices. They can accept the ongoing conflict as the norm, resign from the board, attempt to resolve the conflict themselves or involve a mediator.
This article focuses on the benefits of using a mediator to resolve conflict, how conflict resolution processes works, and what to do after the conflict is resolved.
Benefits of Using a Mediator
When a board chooses to use the services of a mediator to resolve conflict the board members can usually feel confident that
- board members’ satisfaction will increase
- precious meetiang time will no longer be lost dealing with hidden agendas and personal conflicts
- the board will once again function as a team
- the need for splinter groups will diminish
- the outcomes reached will last and be respected by all parties
- the process will respect the well-being of each participant
- their dignity will be protected
- their points of view will be honored
- their relationships will improve after the process is completed
- each person will be treated equally throughout the process.
The Conflict Resolution Process
1. Opening
The first step involves creating a comfortable atmosphere for the parties. The mediator may suggest a neutral physical location and question the best time of day for the board members. She determines with the parties what issues are discussed as well as what issues are respected as being off limits. She works with the parties to establish the ground rules and limitations on her role.
2. Your Version
The second step involves stating each parties’ perceptions of the situation. The other party is asked to listen but not respond.
3. Needs
This step occurs after opening statements are delivered and the stage is set for the meat of the mediation session to begin. This stage of the process is carefully moderated by the mediator to keep parties on topic. If one of the parties starts engaging in behavior that is not constructive, the mediator returns the focus back to the mediation process and clarifies each party’s desires.
4. Issues
At this stage the participants are asked to identify the main issues. They are provided with the opportunity to determine how their needs are similar and how they could work together to resolve their conflict.
When participants see that they have common issue, the stage is set to find ways to work together and strengthen their relationships.
5. Brainstorming Options
At this step the participants generate options for the future. Parties are urged to focus on the most workable future options. Parties are often taught how some of their tactics may be negatively impacting their relationships or impeding conflict resolution, and given tools to avoid repeating this misstep in the future.
6. Narrowing Down the Options
Step six consists of narrowing down the options generated in step five by questions which are realistic, doable and fair. Options that meet more of the mutual needs are highlighted and may be agreed upon.
7. Reaching an Agreement
At this point the parties come to an agreement. Individual expectations and responsibilities are clarified and each party understands his role is in the agreement.
8. Outlining the Agreement
When an agreement has been reached, an agreement is drafted and signed.
After the Conflict
Boards need tools to deal with conflict because it is going to arise again. The first tool is to practice prevention. Self-monitoring to check for early signs of conflict is a responsibility of all boards. This is achieved by conducting board meeting and board evaluations. If conflict occurs, immediate intervention is essential. The board members are encouraged to offer constructive feedback.
Secondly, the boards can empower members by ensuring their concerns are being heard and addressed. Board members are coached in effective conflict resolution strategies and encouraged to use them to independently resolve conflict, without disrupting the harmony of the full board.
Boards would establish
- a set of ground rules in which the conflict can occur without destroying their ability to complete their governance work. The boards’ codes of conduct would be respected at all times and all group members are to be treated with consideration and respect
- space to enable board members to present their points of view while the other members listen without interruption
- ways for all board members to outline their main concerns
- opportunities for members to delineate their ideal outcomes to the conflict;
- times to review meeting ground rules;
- methods to brainstorm potential solutions to each concern
- congenial ways to eliminate solutions which are not feasible and decide on workable options for resolution; and
- an outline of the agreements reached and specify the plans of action.
These steps can be implemented by the board chair.
Final Comment
Certain people thrive on conflict and are unhappy when things are running smoothly. Other board members will do anything to avoid conflict. Therefore, it is incumbent upon each board to determine what it would do to deal with conflict and maintain the effectiveness of the governance team.
