Here's how you can navigate a successful conflict resolution process for nonprofit organizations.

First, the conflict resolution process has to be thoughtfully developed, up-to-date, and most importantly respected by the entire organization. All parties must be given a fair chance to share their views of the issues. A concise summary of these differing views must be agreed to and signed by the affected parties. The key criteria is who and how final decisions will be made. Will it be the team leader, or a more inclusive group? Finally, the outcome must be faithfully vetted with all those involved recognizing that the end of the process there must be genuine buy-in from everyone so the organization can put the conflict in the rear-view mirror and move on to champion its mission from a position of strength.

In my experience, understanding conflict intentional engagement with the individuals experiencing it. Empathy is a vital skill that must be employed early on, as well as introspection to identify any personal bias that you are bringing into the equation. This is work that requires a leader to go down rabbit holes; it is easy to ask a few questions and draw a conclusion simply to "resolve" the conflict quickly. This often leaves key pieces of information unaccounted for and undiscovered - pieces of information that could significantly impact mediation and resolution. When we commit to understand the conflict, we need to be prepared to put substantial time and energy into detective work or risk spending that time cleaning up a mess later.

Una estrategia que funciona es establecer reuniones periódicas en las que se aborden de manera proactiva las tensiones y se fomenten la comunicación abierta y el entendimiento mutuo, esto puede prevenir la escalada de conflictos.

One thing I found helpful, is by adopting a perspective base approach to conflict resolution nonprofits can turn conflicts into opportunities for growth, learning, and improved collaboration. These can all be healthy discussions that create new opportunities.

As leaders, there is a tendency to want to be the ones to lead a majority of the conversation but in resolving conflicts it’s quite the opposite. Having patience, being empathetic and actively listening to the concerns raised goes a long way towards resolving conflict. Proper (active) listening will also help to ask the right probing questions and follow up questions. Important to follow through with what is mutually agreed to as well.

Active listening is essential in resolving conflicts within nonprofit organizations. This involves giving full attention to the speakers, acknowledging their perspectives, and showing empathy. By actively listening, you can gather all necessary information, understand the emotions and motivations behind each party's stance, and build trust. It also helps in identifying common ground and areas of compromise. This approach ensures that all voices are heard, and the resolution process is inclusive and respectful.

When I begin active listening, I check my lens. I recognize that anything that comes into my mind is filtered through my personal experience, bias, opinions, and emotions (which can vary day to day). While I can recognize those things, it is often impossible to totally put them aside - we can't suddenly remove our lens or filter. Instead, I try to take good notes without adding any commentary. I listen and try to get curious - rather than making assumptions about what a person is saying, I ask a question (even if the answer seems obvious). I pull on threads to see where they lead, always staying curious and just recording the facts. Then, when I review, I have an easier time identifying where I might be adding in context that doesn't exist.

L'écoute est l'un des piliers d'une communication saine. On ne peut pas vouloir résoudre un conflit si on essaie pas de comprendre les griefs de l'autre partie.

Clear communication is vital for successful conflict resolution in nonprofit organizations. This includes articulating issues, expectations, and potential solutions in a straightforward and concise manner. Avoid ambiguous language and ensure that all parties have a mutual understanding of the discussed points. Clear communication helps in preventing misunderstandings and misinterpretations, facilitates transparent dialogue, and promotes a cooperative atmosphere. This approach ensures that the resolution process is effective and leads to sustainable outcomes.

I've learned that it is easy to hide behind ambiguity, especially in conflict. Communicating with clarity often involves risk; it can drive up tension in conflict as we bring elements of the situation to light or propose solutions that people may not initially agree with. This tension is necessary, though, in pushing through the conflict. Unfortunately, ambiguous communication is a lot easier because it can placate the parties involved in conflict - we "kind of" make promises but don't commit. We leave conversations open ended, which may settle things down in the short run, but ultimately will result in the conflict resurfacing as people left with different understanding of a resolution.

Communiquer c'est faire passer un message. Ainsi, il y a des points impératifs à respecter pour une bonne communication : émetteur, récepteur, canal, code, message et référent.

For a non-profit, the shared mission and goals of an organization are an easy common ground that can unite individuals when conflict arises. If a leader has done an effective job casting the vision and defining the values, it makes it easier to get people to "disagree and commit" when a conflict arises around a strategic decision. Since many nonprofit missions are focused on service, a common ground can be a reminder of the people we serve and why the mission matters. One risk in calling this mission to mind is that we can, unknowingly, steamroll or silence voices in conflict that need to be heard. I've learned to be careful that I don't jump too quickly to trying to find common ground rooted in mission before I've allowed all to be heard.

Les terrains d'entente sont compromis, fa?on triviale, pour chaque partie c'est "entre d'accord et pas d'accord", respecter nos limites et celles de l'autre partie.

Les solutions sont des engagements à prendre. Ces engagements épousent une certaine logistique pour ne être rompus à la longue. Ils deviennent des contrats : la loi des parties.

Develop a Plan: Once you’ve identified a potential solution, develop a plan to implement it. This should include clear steps and responsibilities for each party. Implement the Plan: Put the plan into action. Monitor the situation to ensure that the conflict is being resolved and that no new conflicts are arising. Follow Up: After the plan has been implemented, follow up with all parties to ensure that the conflict has been resolved to everyone’s satisfaction. If not, you may need to revisit the plan and make adjustments. Remember, conflict isn’t always negative. It can lead to growth and improved relationships if handled correctly. The key is to approach it with an open mind and a commitment to finding a resolution that works for everyone.