“Resolving Conflicts – the Basics”

1. “Resolving Conflicts – the Basics” A Presentation by Dr Paul Gibson CBAA Conference, Hobart – 23 October 2010 2010 The Trillium Group

2. “Resolving Conflicts – the Basics” • Roadmap for to-day’s session • Conflict generally • Draft Dispute Resolution Process • Techniques & knowledge • Q & A • Wrap up & Close 2010 The Trillium Group 2

3. “Resolving Conflicts – the Basics” • 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! • 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 2010 The Trillium Group

4. “Resolving Conflicts – the Basics” 1. Conflict Generally • So – the Lesson is: • Resolve conflicts when they first occur • And • Don’t let conflict fester – deal with it! 2010 The Trillium Group

5. “Resolving Conflicts – the Basics” 1. Conflict Generally • 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 2010 The Trillium Group

6. “Resolving Conflicts – the Basics” 1. Conflict Generally In conflict we are dealing with – Emotions & Values • 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 2010 The Trillium Group

7. “Resolving Conflicts – the Basics” 2. Draft Dispute Resolution Process (1) “3 - Tier Model” Mediator Resolves Chair of Board (or delegate) Resolves + 14 days Station Manager (or delegate) Resolves + 7 days Complaint or Grievance • Keys: • Acknowledge • Communicate • Register + 3 days 2010 The Trillium Group

8. “Resolving Conflicts – the Basics” 2. Draft Dispute Resolution Process (2) • 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)) 2010 The Trillium Group

9. “Resolving Conflicts – the Basics” 3. Techniques and Knowledge (1) “Interest-based Negotiation” 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

10. “Resolving Conflicts – the Basics” 3. Techniques and Knowledge (1) “Interest-based Negotiation” 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 control We can negotiate “Interests” 2010 The Trillium Group

11. “Resolving Conflicts – the Basics” 3. Techniques and Knowledge (2) • 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” 2010 The Trillium Group

12. “Resolving Conflicts – the Basics” 3. Techniques and Knowledge (3) COMMUNICATIONS • 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 RELATIONSHIP • Set the tone • Listen • Inquire • Understand • Share info • Clarify facts & perceptions • Two-way process INTERESTS OPTIONS LEGITIMACY AGREEMENT Negotiation or Joint Problem Solving Model 2010 The Trillium Group

13. “Resolving Conflicts – the Basics” 3. Techniques and Knowledge (4) So how do we put this together in practice? • Open communications with the person – understand the issue (complaint) • Work out the Station’s interests (before you meet) • In communicating, establish a relationship – of trust & honesty • In the meeting – find out their interests (and acknowledge them) • Talk about your (the Station’s) interests – look for similarities and differences • Look at ways (options) that you have to resolve the issue • Test each option against some reality (legitimacy) – time, cost, effect (will that really fix the issue?) • Try to reach an Agreement (this could be a course of action) • If not, explain how the issue will be escalated. Remember – this about Joint Problem Solving 2010 The Trillium Group

14. “Resolving Conflicts – the Basics” • Conclusion • Welcome Complaints • Learn from them & improve • Builds goodwill • Prevents recurrence 2010 The Trillium Group

15. “Resolving Conflicts – the Basics” Time for Q & A 2010 The Trillium Group

16. “Resolving Conflicts – the Basics” • Summary • Conflict generally • Draft Dispute Resolution Process • Techniques & knowledge 2010 The Trillium Group