In place of strife
Any group of people with a common purpose will find themselves
in dispute from time to time, but in the value-led voluntary
sector there is the added dimension of emotional commitment
to a cause, which can cloud judgement and distort objectivity.
Stress and internal conflict
Much conflict is the result of stress. The needs of beneficiaries
and their often distressing circumstances can become overwhelming
for staff and volunteers, and too often there is no designated
person to whom they can turn for counselling and practical
support. Unreasonable or unrealistic expectations from service
users can also make physical and emotional demands on individuals
and stretch organisational resources.
Financial pressures are another problem. Unrealistic targets
put an unreasonable strain on those trying to raise funds.
The assumption (now slowly shifting) that staff will help
keep costs down by working unsocial hours and accepting a
lack of suitable equipment and facilities can also be an unacceptable
burden.
Sexual and racial harassment, insensitivity to disability
and poor employment practices exist in the voluntary sector
just as they do elsewhere. Your organisation should follow
good employment practice and have adequate procedures to deal
with such problems - see staff.
Conflict can result from the stress involved with change
- whether it is dealing with a merger with a like-minded organisation
or keeping up with the march of technology.
Even without these pressures, power struggles can erupt.
There will be disagreements between individuals and differences
of opinion over structure and direction between trustees and
management. These can turn into serious disputes if they are
not addressed promptly. Roles
and responsibilities must be clarified.
Everyone in an organisation can use basic preventative
measures to reduce the possibility of destructive conflict.
Conflicts with other organisations
Conflicts that develop between organisations and their funders
can threaten an organisation's existence. See the conflict
with a funder case study.
Video view: Carlisle CAB
See how a Citizen's Advice Bureau negotiated a deal with
the local authority when their premises were being redeveloped.
Select the play button to start the clip.
Competition for contracts with other voluntary organisations
and the private sector has become increasingly expensive and
time-consuming. Sometimes a clash of values between the service
provider and the contractor can exacerbate existing internal
tensions.
Communication
Poor communication lies behind many disputes. Clear lines
of management and free-flowing communication are vital for
the health of any organisation. There should be a structure
facilitating this and everyone associated with the organisation
should be familiar with it.
Expert view
Linda Laurance, conflict expert, talks about how conflict
isn't necessarily a bad thing.
Select the play button to start the clip.
When organisational change is being considered it is vital
that there is the broadest possible consultation and that
adequate time is given to the process. This will help ensure
that good policies are adopted and that everyone in the organisation
has a stake in them.
Governance and management
The boundaries between governance and management must be
clearly defined: the board of trustees or management committee
set and monitor policy and the managers are responsible for
carrying it out and reporting on progress to the board.
In a very small organisation there may be no paid staff and
it is important to define in writing individual areas of responsibility.
Make sure that decisions are recorded when meetings take place
at any level. This applies equally to discussions with other
organisations.
One of the most important lines of communication is between
the chairperson of the trustee board and the most senior manager.
If contact is haphazard, the work of the organisation as a
whole will be impeded. Ideally they should have contact at
least once a week and meet at least once a month - see the
internal conflict case
study.
Lack of cohesion among trustees inhibits decision-making
and causes frustration for staff and volunteers, who may need
strategic agreement before they can proceed with a project.
The impact of conflict
If conflict is not addressed morale inevitably deteriorates,
team unity disintegrates and quality standards are not met.
Individuals will suffer from frustration which may lead to
irritability, anger, withdrawal or even stress-related illness.
If a conflict becomes public knowledge, fundraising can be
impeded and an organisation's public image can be badly
damaged. Ultimately, the beneficiaries for whom the organisation
exists can suffer deterioration in services.
But there can be positive aspects! Debating opposing ideas
provides an opportunity for people to think them through,
explain them in more detail and learn from others' responses.
Conflict can release tensions, develop people's confidence
in their ability to manage differences, and strengthen relationships.
The open discussion of different views can uncover hidden
problems that need to be addressed and challenge accepted
structures and procedures in a productive way.
Managing conflict
The trustees are responsible
for ensuring that conflict in an organisation is properly
managed - for example that grievance and disciplinary procedures
are in place. Managers should be responsible for dealing with
conflicts, with the chairman or another trustee only becoming
involved in accordance with the appropriate procedures. It
is worth thinking about how to deal with conflict before it
happens and develop some guidelines
for dealing with conflict.
Sorting out conflict within the organisation is the best
option, however sometimes it's necessary to get external
help to help things move on. There are a range of options.
You could employ an external facilitator to assist in reaching
consensus on, for instance, strategic policy or a team action
plan. Other measures for dealing with conflict are mediation
and arbitration.
Video view: RS health
See a role play of a mediation session addressing organisational
conflict between a manager and chairperson.
Select the play button to start the clip.
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