Some nonprofit organizations experience frequent conflict. The characters and plot-lines may change, but the persistence of some kind of drama is constant. In this webinar, we will take a realistic and practical look at how an organization’s leaders can promote a culture of constructive conflict resolution. We will consider the key leadership challenges of: recognizing patterns; assessing causes of organizational conflict; interrupting negative cycles; coping with fear in the workplace; and fostering a climate of respect and dialogue. I will share real-life case studies; tips and tools; and resources for further learning.

1. Organizational Drama:
A Leadership Perspective on Conflict
Bob Greene
July 18, 2012
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2. INTEGRATED PLANNING
Advising nonprofits in: www.synthesispartnership.com
• Strategy
• Planning (617) 969-1881
• Organizational Development info@synthesispartnership.com
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3. www.mission.do
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4. Today’s Speaker
Bob Greene
Coach/Consultant
Bob Greene Coaching and Consulting Hosting:
Assisting with chat questions:
Jamie Maloney, Nonprofit Webinars Sam Frank, Synthesis Partnership
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5. Nonprofit Webinars
Bob Greene
Bob Greene Coaching & Consulting
Bob@BGCoach.net
www.BGCoach.net

6. • Reminder: You’ll receive a link to download these
slides after the session.
• On request, I will send you a handout packet with
resources to complement the presentation. Email
me at Bob@BGCoach.net
• I’ll respond to questions about half-way through
and at the end. Feel free to contact me after the
webinar with follow-up questions.

7. • “How long has that been going on?”
• “There always seems to be some conflict…”

8. 1) Conflict is inevitable, so it’s crucial
to learn to handle it constructively.
2) Approaches that don’t deal directly
won’t work long-term.
3) Leadership is important to put out fires and help
address the culture that “sets” them.
4) Everyone in the organization can take
responsibility to help promote cooperation.

9. • “It’s all about personalities that don’t get
along.”
• “We just need better communication.”
• “We just need to act like professionals.”
• “Ignore it, and it will go away.”

10. • Take responsibility
for one’s own
contribution.
• Take a systems
perspective and
action at the team,
department and
organizational levels.

11. Take responsibility for one’s own contribution:
• Assess your own stance toward conflict.
• Resist the temptations of denial, avoidance, and
blame.
• Ask yourself (and others) if you’re playing a role,
even if unintentionally.
• Model authentic and effective communication.

12. Assess your own stance toward conflict:
• What characterizes my conflict style?
Avoid, Go along to get along, Compromise, "Bring
it on"?
• My greatest strength in handling conflict is...
• How I’d like to improve in dealing with conflict...
• In what ways do I influence how conflict is
engaged in this team (group, organization)?

13. Take a systems perspective and action at the
team, department and organizational levels:
• Gather sound & current data.
• Explore underlying causes.
• Directly address current conflict(s).
• Impact the system to prevent and
cope better with future conflicts.

14. What is a Systems Perspective?
“Systems thinking is the process of
understanding how things influence one
another within a whole.” (Wikipedia)
Interaction between individuals is
impacted by factors in the larger
organization. Leadership must maintain
this broader perspective.

16. Take a systems perspective and action at the
team, department and organizational levels:
• Gather sound & current data.
• Explore underlying causes.
• Directly address current conflict(s).
• Impact the system to prevent and
cope better with future conflicts.

17. Gather sound & current data:
• Rather than rely on assumptions,
guesses, and impressions.
• Sound data is accurate. Gather it
from multiple sources to get a
more complete perspective.
• Current data is up-to-date: learn from the past,
but don’t dwell on it.
• See whether there are patterns of incidents and
concerns.

18. Gathering data:
• Individual and group interviews
• Surveys (typically online)
• Ensure anonymity!
• Plan to report back the findings
(maintaining appropriate confidentiality)
• Consider engaging a neutral outsider to
conduct the research

19. Explore underlying causes:
• Different assumptions and
expectations?
• Confusion over how decisions
are made?
• Bottlenecks/operations issues?
• Supervision/authority issues?
• Experience of discrimination or
exclusion?

20. Directly address current conflict(s):
• Emphasize the importance of working on a
resolution.
• Provide for facilitated dialogue between
involved parties.
• Acknowledge safety and power concerns.
• Use a neutral facilitator who is fair to all.
• Create a process, not just a one-time event.

21. Impact the system to prevent and cope better
with future conflicts:
• Create a process for engaging.
• Feed back and discuss the data on the culture.
• Develop shared norms & expectations.
• Address team/organizational issues identified.
• Reward team behavior as well as individual
performance.

23. • Be honest about your own contribution
(including silence).
• Identify effective ways to frame and
communicate the issue.
• Identify your allies and sphere of influence.
• Accurately consider risks you face by speaking
up about the situation.
• Consider your personal life Plan-B, if needed.

24. Thank You!
• These slides will be available to download at the
Nonprofit Webinars site.
• While there check out the full schedule of free
Nonprofit Webinars.
• Contact me if you’d like a copy of the handout
packet for this presentation: Bob@BGCoach.net

25. Find listings for our current season
of webinars and register at:
NonprofitWebinars.com
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