Introduction
Boards are required to deal with many difficult issues. Certain issues require an immediate decision while others require a timely decision. When the issue is one that is presented by an external source, it is easier to deal with in a board meeting.
Many board meetings run this way. The chairperson introduces an issue, the board discusses the issue, the board listens to the perspective of the CEO, the chairperson calls for a motion and a decision is made.
There are other times when the board members have a vested interest in the issue. Then the decision-making process is a little more complicated. At this point the board needs an accepted strategy to ensure the team is able to maintain harmony during and after the process. The 11 steps outlined in this article are designed to assist board members during difficult times.
Steps in the Process
Name the issue
Initially, a problem may present itself. As the discussion begins, it may become obvious that the identified issue is not the real concern but a more acceptable matter to bring to the table. To discover the real issue, it is critical that each person is given time to speak without interruption. It may even be necessary to ask the other board members to withhold judgement until the accuracy or reliability of the other person’s story is ascertained.
It may also be necessary to establish ground rules if they are not already understood by the board. These could include
- actively engage in the conflict-resolution process
- apologize when you know you could have handled things differently
- be truthful
- give honest answers to hard questions.
- identify the areas of agreement
- listen actively
- protect each other’s ego
- refrain from negative eye movements or body actions
- remain calm
10. seek first to understand the other board member before asking that person to understand your point of view, and
11. withhold judgement until all the information is on the table.
Outline the interests behind the issue
Behind every conflict there are interests. There are specific things each party wishes to achieve during the resolution process. Therefore, when the chair asks, “What do you want to achieve during this session?” each person has an opportunity to express the actual outcomes which would resolve the situation.
Find commonalities
Many times there are concerns which are expressed differently but are the same. These can be outlined for the parties. When conflict begins individuals assume they are miles apart in their perspectives and desires. When they begin to see areas of mutual concern, they are more likely to want to engage in the remainder of the process.
Determine differences
There will be concerns which are specific to each party. Outline those clearly. Confirm that the list is complete. It may also be necessary to ascertain whether certain concerns are more important than others.
State the issues
Sometimes what appears to be one issue at the beginning is in reality two or more issues. It is imperative to be clear about the issues. If this stage is missed then the discussion may go around in a circle and little will be resolved.
Brainstorm options
As each issue becomes the focus, the board members are ready to consider ways which could resolve the situation. It is important for the board members to brainstorm all possibilities. No option is too minute to offer.
Eliminate options
When the brainstorming is complete the disputants or the board as a whole are ready to consider the options. I usually ask the parties to put a 1, 2 or 3 after each option. I means “Yes, that would work”, 2 means “I could consider it if I had more information” and 3 means “This will not work in this situation.”
If more information is needed that is provided.
Identify the solution(s)
At this point the disputants have seen the potential options and they have chosen that would work for them. Now it is time to see which solutions they mutually agree on and focus on those to determine if the implementation of that/those solutions would resolve the situation. If they do not, the discussion continues until the parties agree on what needs to happen to solve the issue.
Identify the actions which will ensure success
Now that the solutions are identified, it is time to ask what needs to happen next to ensure the solutions agreed upon actually work in practice. Many times the parties are clear about the required actions and can articulate them clearly from their points of view. They know what they need to do and what will ensure the situation does not continue.
Monitor the situation
Now the board is ready to monitor the situation to ensure that the parties comply with the terms of their agreement. If they do not, it is easy to draw their attention to the terms they are violating and bring their behaviour back on track. It is easy to let one’s behaviour slip especially when a person is trying to break old habits. It is imperative to be supportive but firm.
Evaluate the effectiveness of the process used
As the board becomes more proficient at conflict resolution, it is easier to deal with situations early avoiding the formation of splinter groups, board members deliberately staying away from meetings, backroom meetings, and board members feeling alienated.
