Conflict Resolution

Conflict is a part of life. People will always have differences. In the workplace, people can disagree over anything, such as policies, decisions, ideas, and strategies. Even in a Toastmasters club, members can have disagreements over programming, meeting assignments, speeches, and people. Conflict is not always bad. When it is addressed and resolved, conflict often leads to positive changes, increased productivity, better decisions, innovation, and bonding among people. Adversely, unresolved conflict can lead to poor productivity, low morale, distrust, and failure. A leader must know how to handle conflict.


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Resolving Conflict

Conflict is a part of life. People will always have differences. In the workplace, people can disagree over anything, such as policies, decisions, ideas, and strategies. Even in a Toastmasters club, members can have disagreements over programming, meeting assignments, speeches, and people


What if one horse is working sweetly and only the other is making trouble? There can be considerable judgment needed in making the right call on how to blend content and energy. An example: if you have a group where members miss meetings (who doesn't?),

Creating a Conflict of Interest Policy

What is a conflict of interest? Basically, it’s a situation where someone’s personal interests conflict with the interests of the business or organization they represent. This usually involves needing to make a decision on behalf of the business/organization that could personally or anemically benefit you or a member of your family.

Booklet 1: Conflict – Where It Comes From

Whilst it’s true that good governance will help co-operatives avoid many of the conflicts which can arise when a group of people work together, it’s also important to think about how we behave within the systems and processes of governance, using co-operative skills to improve communication, meetings and decision-making.

Booklet 2: Communication skills

In this booklet we start by outlining some basic communication concepts. We then look at steps we can take to improve communication, including avoiding misunderstandings that arise from assumptions based on cultural or gender differences. We return to the importance of being assertive for good communication, and how the co-operative will benefit from maximum participation by members.

Booklet 3: Meetings And Decision-Making

We hold meetings to harness the wealth of talent, skills and experience found in a co-op to make decisions, and to ensure that those who will be making the products or delivering the services have been able to contribute their thoughts on how best to do it. In this way you build up a strong team with a shared vision and purpose.

Booklet 4: Organizational Growth And Development

explores the tensions that can arise as a co-operative develops and identifies tools, techniques and approaches which will help as the co-operative experiences growth and change. It looks at managing change, policies and procedures to address issues such as recruitment, induction and appraisals or personal reviews. It also looks at growth and alternatives to growth as well as a summary of tools to facilitate participative strategic planning.

Booklet 5: Role And Responsibilities Of The Board

This booklet describes ways in which misunderstandings or unchecked assumptions about the role and responsibilities of the board can result in organisational conflict. We suggest how to prevent or minimize such conflicts through clarifying the role of the board, identifying key responsibilities and understanding how the board functions.

The First Bite Conflict Of Interest

The chairman of the board explained his perspective about directors benefitting from board service. "Because our board members are volunteers the best way to ensure they receive payback is give them first bite at business opportunities in the association."

Giving & Receiving Criticism

Successful organizations are characterized by strong chief executive–board chair partnerships — partnerships founded on respect and trust and focused on serving as each other’s sounding board, as each other’s champion…and, yes, critic. Building and maintaining such a partnership takes work and intentionality.

Code of Conduct and Conflicts of Interest

This sample – adapted with permission – communicates the general responsibilities to board members and details the processes for identifying and handling conflicts of interest; be sure to rely on legal counsel in adopting policies

Conflict of Interest Policy and Disclosure Form

All Directors, Officers, Employees and Volunteers (“Insiders”) should avoid both actual and apparent conflicts of interest that would interfere with their ability to discharge their fiduciary responsibilities to the Midwest Association of Housing Cooperatives (“MAHC”). MAHC requires all Insiders to follow ethical standards, to be in compliance with all laws, and to avoid any undisclosed conflict of interest, or appearance of such.

Conflict Of Interest Policy

All members of the Organization’s Board of Directors shall exercise that same care that a reasonable person, with similar abilities, acumen, and sensibilities, would under similar circumstances at all times.

Successful Conflict Resolution: Getting to “Yes

yes" is a method of "principal negotiation" which is often referred to as "Conflict Resolution." It was developed because the authors Roger Fisher and William Ury of the Harvard Negotiation Project recognized there were problems in the traditional way of reaching agreement.

The Pocket Guide for Resolving Community Conflicts

Ideally, boards and homeowners would work together without incident and neighbors get along without friction – but anyone who’s served on a board knows that sooner or later, conflicts arise. Oftentimes, the association asks a homeowner to change their behavior or comply with an established procedure.

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