“Resolving Conflicts – the Basics”

A Presentation

by

Dr Paul Gibson

CBAA Conference, Hobart – 23 October 2010

12010 The Trillium Group

“Resolving Conflicts – the Basics”

Roadmap for to-day’s session

• Conflict generally

• Draft Dispute Resolution Process

• Techniques & knowledge

• Q & A

• Wrap up & Close

222010 The Trillium Group

“Resolving Conflicts – the Basics”

Managing Differences - Tips

• Proactive management of difference & reactive resolution of conflict• Keys with volunteers:

• open & effective communication – well managed discussion and debate• Finding common ground (not arguing over “pedantics”)• Assume positive intent

1. Conflict Generally

Volunteer Organisations (specifically)• People have a shared vision (not necessarily the same vision)• Vision can = passion• Passion evokes strong feelings around –

ideas, values, interests, hopes, desires, opinions and goals• Differences in these can lead to conflict• Conflict (unmanaged) creates disputes

So• This is the “working environment”

And• The pre-conditions for conflict are set!

32010 The Trillium Group

“Resolving Conflicts – the Basics”

4

So – the Lesson is:

• Resolve conflicts when they first occur

And

• Don’t let conflict fester – deal with it!

1. Conflict Generally

2010 The Trillium Group

“Resolving Conflicts – the Basics”

Conflict can be positive and useful – if well managed

• Allows differences to be explored

• Can lead to closer relationships

• Complaints or grievances are a form of “feedback”

• Lift service standards• Improve or change management practices• Provide input to planning• Provide insights into organisational culture

5

1. Conflict Generally

2010 The Trillium Group

“Resolving Conflicts – the Basics”

In conflict we are dealing with – Emotions & Values

6

1. Conflict Generally

2010 The Trillium Group

What people Feel is:• Anger• Frustration• Disappointment• Ignored• Insulted• Disrespected• Hurt• Disillusioned• Betrayed• Exasperated• Loss

What they Value is:• Honesty• Integrity• Trust• Respect• Care / compassion• Safety• Recognition• Acknowledgement• Transparency• Commitment• Reliability

“Resolving Conflicts – the Basics”

7

2. Draft Dispute Resolution Process (1)

“3 - Tier Model”

Complaint or

Grievance

Station Manager (or delegate)

Resolves

Chair of Board(or delegate)

Resolves

Mediator Resolves

+ 3 days

+ 7 days

+ 14 days

Keys:

1.Acknowledge2.Communicate3.Register

2010 The Trillium Group

“Resolving Conflicts – the Basics”

Relationship between CBAA and IAMA (yet to be finalised)

• Station calls/emails CBAA contact

• CBAA emails IAMA CEO

• IAMA CEO contacts Mediator

• Mediator contacts Station and Party/s

(Pro-bono Mediation (up to “x” hours))

8

2. Draft Dispute Resolution Process (2)

2010 The Trillium Group

“Resolving Conflicts – the Basics”

“Interest-based Negotiation”

9

3. Techniques and Knowledge (1)

Let’s look at an example – Mother & Son

“I want you home by midnight” “No Way – 4 am at the earliest !”

These are “positions”

2010 The Trillium Group

“Resolving Conflicts – the Basics”

“Interest-based Negotiation”

10

3. Techniques and Knowledge (1)

Let’s look at the example again – Mother & Son

Let’s look at “Interests”

Mother’s Interests• Concern• Safety & security• Loss of authority or control

Son’s Interests• Peer pressure• “One of the boys”• Resisting authority

or controlWe can negotiate “Interests”

2010 The Trillium Group

“Resolving Conflicts – the Basics”

How do we discover “Interests”?

• Try to identify:• Concerns (what are they worried or concerned about?)• Goals (what are they wanting to achieve?)• Desires (what are they hoping for?)• Wants (what would they like to see happen?)• Needs (what do they need from you?)

• Ask why, and keep asking why – until the base “Interest” emerges

• Ultimately the solution has to satisfy the “Interest”

11

3. Techniques and Knowledge (2)

2010 The Trillium Group

“Resolving Conflicts – the Basics”

12

3. Techniques and Knowledge (3)

COMMUNICATIONS

RELATIONSHIP

AGREEMENT

• Set the tone• Listen• Inquire• Understand• Share info• Clarify facts & perceptions• Two-way process

• Separate substantive issues from relationship

issues • Talk about “us” & “we”• Establish Trust• Side-step / ignore personal attacks• Share info• Acknowledge emotions & feelings as valid• Be positive

INTERESTS

OPTIONS

LEGITIMACY

Negotiation or Joint Problem Solving Model

2010 The Trillium Group

“Resolving Conflicts – the Basics”

1. Open communications with the person – understand the issue (complaint)

2. Work out the Station’s interests (before you meet)

3. In communicating, establish a relationship – of trust & honesty

4. In the meeting – find out their interests (and acknowledge them)

5. Talk about your (the Station’s) interests – look for similarities and differences

6. Look at ways (options) that you have to resolve the issue

7. Test each option against some reality (legitimacy) – time, cost, effect (will that really fix the issue?)

8. Try to reach an Agreement (this could be a course of action)

9. If not, explain how the issue will be escalated.

13

3. Techniques and Knowledge (4)

So how do we put this together in practice?

Remember – this about Joint Problem Solving

2010 The Trillium Group

“Resolving Conflicts – the Basics”

Conclusion

• Welcome Complaints

• Learn from them & improve

• Builds goodwill

• Prevents recurrence

142010 The Trillium Group

“Resolving Conflicts – the Basics”

Time for Q & A

152010 The Trillium Group

“Resolving Conflicts – the Basics”

Summary

• Conflict generally

• Draft Dispute Resolution Process

• Techniques & knowledge

162010 The Trillium Group