About conflict:
- Conflict is inevitable;
- Conflict develops because we are dealing with people's lives, jobs, children, pride, self-concept, ego and sense of mission or purpose;
- Early indicators of conflict can be recognized;
- There are strategies for resolution that are available and DO work;
- Although inevitable, conflict can be minimized, diverted and/or resolved.
Beginnings of conflict:
- Poor communication
- Seeking power
- Dissatisfaction with management style
- Weak leadership
- Lack of openness
- Change in leadership
Conflict indicators:
- Body language
- Disagreements, regardless of issue
- Withholding bad news
- Surprises
- Strong public statements
- Airing disagreements through media
- Conflicts in value system
- Desire for power
- Increasing lack of respect
- Open disagreement
- Lack of candor on budget problems or other sensitive issues
- Lack of clear goals
- No discussion of progress, failure relative to goals, failure to evaluate the superintendent fairly, thoroughly or at all.
Conflict is destructive when it:
- Takes attention away from other important activities
- Undermines morale or self-concept
- Polarizes people and groups, reducing cooperation
- Increases or sharpens difference
- Leads to irresponsible and harmful behavior, such as fighting, name-calling
Conflict is constructive when it:
- Results in clarification of important problems and issues
- Results in solutions to problems
- Involves people in resolving issues important to them
- Causes authentic communication
- Helps release emotion, anxiety, and stress
- Builds cooperation among people through learning more about each other;
- joining in resolving the conflict
- Helps individuals develop understanding and skills
Techniques for avoiding and/or resolving (board-superintendent) conflict:
- Meet conflict head on
- Set goals
- Plan for and communicate frequently
- Be honest about concerns
- Agree to disagree - understand healthy disagreement would build better decisions
- Get individual ego out of management style
- Let your team create - people will support what they help create
- Discuss differences in values openly
- Continually stress the importance of following policy
- Communicate honestly - avoid playing "gotcha" type games
- Provide more data and information than is needed
- Develop a sound management system
Causes of board-superintendent conflict:
How does a school board cause conflict with a superintendent?
- Trying to be administrators; overstepping authority
- Making promises as board members individually
- Involving themselves in labor relations or budgetary minutia
- Not doing their "homework" and failing to prepare for meetings
- Not following procedures for handling complaints
- Not keeping executive session information confidential
- Failing to act on sensitive issues
- Failing to be open and honest with the superintendent
- Making decisions based on preconceived notions
- Not supporting the superintendent - lack of loyalty
- Springing surprises at meetings
- Having hidden agendas
How does a superintendent cause conflict with a school board?
- Not treating board members alike
- Not informing the board members of public concerns
- Not providing adequate financial data or adequate information
- Using poor public management practices
- Making public statements before informing the board
- Failing to be open and honest with the board
- Not providing alternatives in an objective manner
- Not adjusting to the new reality of an involved board
- Not support the board - lack of loyalty
- Springing surprises at meetings
- Having hidden agendas
Elements of a strong board-superintendent partnerships
- Full disclosure
- Frequent two-way communication
- Careful planning
- Informal interaction
- Periodic evaluation
- Mutual support
Courageous decision controversies:
The controversies usually involve:
- Changes in the way "we've always done things"
- Notions of fundamental values
- Determined, articulate advocates for every side
- Inability to compromise
- Rampant rumors
- Threats of retaliation at the polls at the next bond, levy or school
- Board election
Resolving Conflict
Searching for the causes of conflict is essential to be successful in resolving the conflict. Nine possible causes of conflict include:
- Conflict with self
- Needs or wants are not being met
- Values are being tested
- Perceptions are being questioned
- Assumptions are being made
- Knowledge is minimal
- Expectations are too high/too low
- Personality, race, or gender differences are present
Reaching Consensus through Collaboration
Groups often collaborate closely in order to reach consensus or agreement. The ability to use collaboration requires the recognition of and respect for everyone's ideas, opinions, and suggestions. Consensus requires that each participant must agree on the point being discussed before it becomes a part of the decision. Not every point will meet with everyone's complete approval. Unanimity is not the goal. The goal is to have individuals accept a point of view based on logic. When individuals can understand and accept the logic of a differing point of view, you must assume you have reached consensus.
Follow these guidelines for reaching consensus:
- Avoid arguing over individual ranking or position. Present a position as logically as possible.
- Avoid "win-lose" statements. Discard the notion that someone must win.
- Avoid changing of minds only in order to avoid conflict and to achieve harmony.
- Avoid majority voting, averaging, bargaining, or coin flipping. These do not lead to consensus. Treat differences of opinion as indicative of incomplete sharing of relevant information, keep asking questions.
- Keep the attitude that holding different views is both natural and healthy to a group.
- View initial agreement as suspect. Explore the reasons underlying apparent agreement and make sure that members have willingly agreed.
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