1. “Resolving Conflicts – the Basics” A Presentation by Dr Paul Gibson CBAA Conference, Hobart – 23 October 2010 12010 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 222010 The Trillium Group

3. “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

4. “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

5. “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

6. “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

7. “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.Acknowledge 2.Communicate 3.Register 2010 The Trillium Group

8. “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

9. “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

10. “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 control We can negotiate “Interests” 2010 The Trillium Group

11. “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

12. “Resolving Conflicts – the Basics” 12 3. Techniques and Knowledge (3) COMMUNICATIONSCOMMUNICATIONS RELATIONSHIPRELATIONSHIP 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

13. “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

14. “Resolving Conflicts – the Basics” Conclusion Welcome Complaints Learn from them & improve Builds goodwill Prevents recurrence 142010 The Trillium Group

15. “Resolving Conflicts – the Basics” Time for Q & A 152010 The Trillium Group

16. “Resolving Conflicts – the Basics” Summary Conflict generally Draft Dispute Resolution Process Techniques & knowledge 162010 The Trillium Group