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IDF Conflict Resolution Process

Approved October 15, 1992

 

In general the IDF needs to have a constructive approach to conflict resolution as opposed to a management approach (see first bullet on page two). More on the specifics of this approach will be covered in the training program the board organizes for itself (see below III).

I. Conflict between CMA and other CMAs, Board, or Programs.

1) When someone perceives conflict they need to immediately talk to the person(s) involved.

2) If problem can not be resolved between the people immediately involved then one of the disputants brings the conflict to the Exec. Director,s/Campus Minister's attention. It is then the Campus Minister's responsibility to bring the disputants together along with one other mediator* from the Pastoral Relations Committee agreeable to both parties with the goal of working out a resolution. The disputants can request an alternate mediator to the Campus Minister if they both want. The conflict must be accurately documented and filed by the mediators.

3) If the disputants cannot arrive at an agreeable resolution in step two then the conflict must be arbitrated by the full Pastoral Relations Committee. Each disputant may appoint one other member of the board to act as mediator/arbiter along with the Pastoral Relations Committee. This group with the addition of the Campus Minister will take on the responsibility of resolving the conflict. Their goal is to arrive at a resolution agreeable to both parties, but they reserve the right to make a final decision if necessary and appropriate or to advise the board if the decision would fall within the board's realm of responsibility. Again, the conflict and any proposed action must be accurately documented by the mediators.

*All mediators must have gone through some mediation training. See III.

II. Conflict between CMA and Campus Minister/Executive Director

1) Step one is the same as above.

2) Step two is generally the same except the mediators will be the Moderator and her/his choice of one other person from Pastoral Relations Committee agreeable to both disputants.

3) Step three is also the same with the exception of the Moderator's participation in the mediation/arbitration.

III. The board of the IDF will organize an annual mediation training for themselves and staff with the goal of better understanding the nature of conflict and the practice of constructive mediation/resolution processes. It will be the Pastoral Relations Committee's responsibility to see that the event is organized.

The board should also make time at least once a year to review organizational conflict in general and the IDF's structures and procedures (esp. conflict resolution process) with the goal of identifying and preventing potential conflict.

Some suggestions for measures to help prevent and manage conflict:

We must accept conflict as a necessary and useful part of our work and make a commitment to work through conflict. Without this commitment being critical is more difficult and we stagnate. When conflicts do arise we should formulate the problems in their most general context as well as their specific application in order to allow for the most creative and greatest number of possible solutions.

We need to articulate and agree on what we are doing: our mission, our goals, our priorities, and our limitations. We need to clarify the relationship between our mission and staff time, fundraising, programmatic direction, etc.

We have to be clear about what we have done. Every committee meeting should produce a brief report or copy of meeting minutes documenting decisions and plans. These should be filed in the main office where they are easily accessible. Board and Exec. Comm. decisions should be summarized during the meetings; minutes should be detailed and submitted for approval at the next meeting, in addition to being filed in the office.

We need to have all processes and procedures spelled out very clearly and be sure everyone is aware of them. To this end the board should organize a small training and orientation, complete with written documents, for new board members and staff on IDF decision making structures (committees, board,etc.) and meeting procedures (Robert's Rules, etc.).

We must all be better communicators. We should listen actively and develop creative means for articulating our ideas. It is especially important that we check to make sure our ideas are being interpreted in the fashion we meant them to be, and vice versa. This is even more important when communication is perceived as being antagonistic or causing conflict.

Finally we have to build solidarity/community among ourselves. We need to trust each other and be comfortable challenging and being critical. We need space for caucuses of oppressed groups and alternate groups to talk about power relations and problems in the IDF, a space to raise issues and propose solutions in a pro-active manner.