Internal conflict: trouble at a health advice agency

A new health advice and support agency was set up after a social services review of local needs. A person who was very keen to be involved was appointed as chair of the management committee and a director was appointed to manage the organisation and establish structures and procedures.

The organisation expanded rapidly to meet demand for the service. Difficulties between the chair and the director soon surfaced. As the director explains: 'With hindsight, the chair wasn't really familiar with the precise role and responsibilities of the position. Her role became far too informal and a clear role for the committee and chair did not emerge. It seemed as though the chair was keen to take on the status that the role gave her but not the actual responsibilities.'

The difficulties became more entrenched over a period of two and a half years. The chair was responsible for supervising the work of the director. 'This became a really demoralising experience,' says the director. 'My interaction with the rest of the committee decreased and my contribution to management committee meetings was very limited. The conflict didn't really come out into the open but the relationship and communication got worse.'

Matters came to a head when the chair decided to move to another charity without consulting the management committee or staff. 'This had major implications for the effectiveness and resources of our organisation. As director I had to inform the treasurer, and I made a formal complaint through the grievance policy.' The result was that the chair decided to step down. 'We kept these events private to the organisation and the reasons for her leaving were explained to others in very neutral terms.

'I really have learned a lot from this experience. At the beginning we didn't really understand the impact the chair and the committee could have, we had so many things to think about. I now realise that having an effective chair and management committee is vital for an organisation to develop. To recruit our next chair we looked for people with experience of management in the community sector. We did a lot of research to identify suitable people, and then we asked them to submit their CVs and explain what they could offer us. We now have a much clearer decision-making process and a chair who understands how to work with staff.

'People on the management committee now have training to help them understand what responsibilities they are taking on. Also, all new management committee members now spend one working day in the organisation shadowing me or other staff. We have also produced an induction pack for people on the committee.'

Comment

It can be very difficult to recruit people to management committees, and organisations often take who they can get. Because the role of the chair is so important, it is worthwhile doing your research to find someone with the right experience and personality for your organisation. Having an induction pack and an opportunity for new management committee members to visit the organisation and meet staff and volunteers is essential.