Retaining volunteers and members through conflict resolution

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Abstract

People who work together are likely to encounter conflicts, sparked by differences in personality, values, or perceptions. Programs with high levels of conflict experience lower morale, lower productivity, higher turnover, and more burnout. Successful programs create a climate in which people are invested and productive because they feel listened to and appreciated. This practice from Joanne Galindo, of the National Association for Community Mediation, is excerpted from The Resource Connection (Vol. 4, No. 1).

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Issue

Conflict is a normal, inevitable part of life. People who work together are likely to encounter conflicts sooner or later, sparked by differences in personality, values, or perceptions. Conflicts may also seem more challenging when those involved come from different backgrounds or experiences.

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Action

Just as in any other work setting, national service members may encounter disagreements with their peers, supervisor, or people in community organizations with whom they are working. For most people, conflict takes the enjoyment out of their work. For some, it may reach a point where they consider leaving the organization. Organizations and teams that often must deal with conflict situations tend to have lower morale, lower productivity, higher turnover, and more burn-out. Conflict that may have been easy to resolve at the outset can make us dread coming to work when it is an ongoing problem.

As preventive measures, it is important to note warning signs and behaviors that may create conflict so they may be addressed early.

Warning signs that something may be wrong:

  • Avoidance of issue, situation, or person
  • Mistrust
  • Violations of rules and working guidelines
  • Not accepting responsibility
  • Not doing one's job
  • Not listening
  • Lack of understanding
  • Power or status-based communication
Behaviors that may stir up conflict:
  • Nonconstructive criticism
  • Guilt trips
  • Blaming, defensiveness
  • Commands
  • Unhealthy competitiveness
  • Mistrust
  • Pushing someone's "buttons"
  • Using absolutes -- "You never...", "He always..."
  • Threats, dares
What can be done?
  • Establish working guidelines that the whole group agrees to and has helped create.
  • Learn and practice effective communication skills-active listening, or reframing.
  • Go through a self assessment-identify people's conflict styles: are they competitive, do they avoid conflicts, how well does the group employ collaborative conflict resolution, how do people cool off when they are angry?
  • Model collaborative skills and encourage team members to practice.
Successful organizations create a climate in which people are invested and productive because they feel listened to and appreciated. This is the type of climate in which conflict is not a threat, but instead is an integral part of improving and growing in the organization. Supervisors can play a huge role in establishing this climate, keeping some key management principles in mind:
  • Ethical leadership
  • Empowerment -- invest in others
  • Listen -- share differences of opinion while accepting the validity of others' views
  • Environment:
    1. What are the vision and goals of the organization?
    2. Who are the people affected by the organization's work?
    3. How does the organization work?
    4. How do people interact?
Even when the goal is preventing conflict, collaborative conflict resolution is an essential tool. It is a model of resolving conflicts that respects and satisfies the concerns of each person involved in a conflict. In this model, those in the conflict take responsibility and ownership of the problem, then work together to solve it. They communicate with each other, try to understand each other's point of view, and come up with solutions that will produce a positive outcome for each person involved.

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Citation

Hartman, Joanne. "Retaining Members through Conflict Resolution," Resource Connection. The National Service Resource Center. Vol. 4, No. 1.

The Resource Center published The Resource Connection newsletter in print format quarterly from spring 1995 to fall 2002 to facilitate the exchange of training and technical assistance (T/TA) information, ideas, and resources to those in national and community service.

In March of 2003, The Resource Connection went to a digital format, continuing to highlight information and resources that help programs funded by the Corporation for National and Community Service.
Current and archived e-newsletters can be found online at http://nationalserviceresources.org/resources/newsletters/enewsletters/index.php
 

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Posted On

January 19, 2001

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For More Information

Joanne Galindo
National Association for Community Mediation
Associate Director
1527 New Hampshire Avenue NW
Washington, DC 20036
Phone: (202) 667-9700
Fax: (202) 667-8629

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Resources

From The Resource Center library:

Getting Unstuck: Transforming conflict from crisis to opportunity

Item number: R0647

A Manager's Guide to Conflict Resolution

Item number: R2681

These resources are also available from the National Association for Community Mediation.

Your local community mediation center or state mediation association has a lot of experience dealing with many kinds of conflict situations, and can be a good partner or mentor to you and your project. Services may include materials, training, consulting, mediation, or facilitation.

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