Resolving Conflict in Community Organisations

Mar 13, 2011
Tracey Lloyd

Tension Can Occur Between Board Members - Col6085

Conflict can be managed in non-profit boards through a combination of communication, using external facilitators and personal and professional development.

Non-profit organisations board or management committees can experience times of conflict for a variety of reasons, such as differing opinions on the future focus of the organisation, ideological disputes, personality clashes and as a result from the stagnation of the board and a need for fresh blood. Conflict if left unchecked can create a toxic situation which may filter down to the employees, volunteers and users of the non-profit organisation. McDonald (2003) identifies four types of conflict that non-profit organisation boards can face:

board member to board member conflict
board/staff conflict;
staff member conflict; and
organisation/stakeholder conflict.

While different forms of conflict exist, there are many similarities in the ways to manage conflict including:

using appropriate communication strategies;
enlisting the support of trained external facilitators; and
offering opportunities for board members to undertake personal and professional development.

Appropriate Communication Strategies Can Prevent Conflict

Many conflicts will result from miscommunication between board members, between staff and between the stakeholders and the organisation. A perceived lack of information may lead to feelings of resentment and bitterness towards board members or the board as an entity. Methods to diminish conflict caused by miscommunication include:

open sharing of information and transparency;
encouraging board members to share viewpoints without feeling judged; and
regular contact between users, volunteers, staff, management and board members.

Using External Facilitators Can Ease Group Tension

When tensions have arisen amongst board members or there is a contentious issue to discuss, the use of external facilitators can keep board members focused on the job at hand, rather than getting bogged down in nasty backbiting comments and squabbling. External facilitators can ensure that each board member has the opportunity to voice an opinion on the issue without that person's opinion being denigrated by other members of the board.

Developing Skills of Board Members

Every position, including board members, within a non-profit organisation should have an appropriate position description and performance review process attached to it. For board members, training needs may involve corporate governance, decision making and negotiation techniques, group facilitation skills, communication training and cross-cultural understanding. Psychological based training such as the study of personality types and human interactions may also assist board members to perform their roles without additional tension.

All organisations will at some point experience conflict. Using appropriate strategies to manage conflict amongst board members and with organisational stakeholders will enable boards to move from McDonald's (2003) passive or embattled board to a harmonious board. A harmonious board bodes well for future organisational success. It must be said however that conflict is not always a bad thing for an organisation to undergo. There may be times when conflict can result in improvements to the organisation, for example when ongoing staff member conflicts lead to the implementation of standardised grievance procedures.

Reference

McDonald, EG (2003) “Managing Board Conflict” Non-Profit Sector Leadership Program, Dalhousie University