This article i came across while reading a magazine. I found it useful and thank the author who wrote this beautiful piece. I am sure it will help you too. say a small prayer for the author.
Conflict
occurs when individuals or groups are not obtaining what they need or want and
are seeking their own self-interest. Sometimes the individual is not aware of
the need and unconsciously starts to act out. Other times, the individual is
very aware of what he or she wants and actively works at achieving the goal.
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
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