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: linda@lindalaurance.comMobile: 07710 200515Web: www.lindalaurance.com