Effective conflict management within a board of directors is crucial for a mid-sized company’s success. Ten potential strategies include facilitated dialogue, conflict coaching, mediation, rotating leadership structures, and implementing clear communication protocols. Additionally, engaging in regular team-building activities, providing conflict resolution training, establishing a conflict resolution policy, seeking outside consultation, and adopting consensus-based decision-making can further address conflicts. These strategies aim to promote open communication, collaboration, and a better understanding of different perspectives, ultimately leading to a more efficient and harmonious board.
- Facilitated dialogue
Pros:
Encourages open and honest communication
Allows for a better understanding of different perspectives
Can lead to more collaborative decision-making
Cons:
Can be time-consuming
Requires a skilled facilitator
- Conflict coaching
Pros:
Helps individuals develop their own conflict resolution skills
Can lead to more effective communication in the long run
Cons:
Can be costly and time-consuming
May not resolve the immediate conflict
- Mediation
Pros:
Neutral third-party can help guide the conversation
Can lead to mutually agreeable solutions
Cons:
Requires willingness from all parties to participate
Can be costly and time-consuming
- Adopting a rotating leadership structure
Pros:
Allows for equal participation and decision-making
Can reduce power struggles
Cons:
May not resolve existing conflicts
Can lead to a lack of continuity in decision-making
- Implementing clear communication protocols
Pros:
Reduces misunderstandings
Streamlines decision-making
Cons:
May not address underlying conflicts
Can be difficult to enforce
- Regular team-building activities
Pros:
Builds trust and rapport among board members
Can foster better communication and collaboration
Cons:
Time-consuming
May not directly address specific conflicts
- Establishing a conflict resolution policy
Pros:
Provides a clear process for addressing conflicts
Can help prevent future conflicts
Cons:
May not resolve existing conflicts
Requires buy-in from all board members
- Utilizing a consensus-based decision-making model
Pros:
Encourages collaboration and cooperation
Ensures that all voices are heard
Cons:
Can be time-consuming
May not work well for contentious or time-sensitive issues
- Seeking outside consultation
Pros:
Brings in objective, expert perspective
Can help identify and address underlying issues
Cons:
Can be costly
May not be well-received by all board members Consultant needs to gain trust from all board members to obtain results
- Conflict resolution training for board members
Pros:
Equips board members with skills to manage conflicts
Can lead to a more effective board in the long run
Cons:
Time-consuming
Can be costly
Depending of the dynamics within the board, several of the previous solutions might be needed to reach an optimal way on how to function and to take decisions in order to put the company in a good position for the long term.
References:
Here is a list of literature from universities, management schools, and social science departments that address the subject of conflict management and resolution:
- Thomas, K. W., & Kilmann, R. H. (1974). Thomas-Kilmann Conflict Mode Instrument. Tuxedo, NY: Xicom. This influential work introduces the Thomas-Kilmann Conflict Mode Instrument, a widely used tool to assess individual conflict-handling styles.
- Rahim, M. A. (2002). Toward a theory of managing organizational conflict. International Journal of Conflict Management, 13(3), 206-235. Rahim provides a comprehensive theory of managing organisational conflict, offering insights into different conflict management styles and their effectiveness.
- Fisher, R., & Ury, W. (1981). Getting to Yes: Negotiating Agreement Without Giving In. New York: Penguin Books. This seminal book from the Harvard Negotiation Project outlines principled negotiation techniques that can be applied to various conflict situations, including those within boards of directors.
- Lencioni, P. (2002). The Five Dysfunctions of a Team: A Leadership Fable. San Francisco: Jossey-Bass. Lencioni’s popular book discusses common team dysfunctions, including those related to conflict, and offers practical advice for overcoming them.
- Tjosvold, D., Wong, A.S.H., & Chen, N.Y.F. (2014). Constructively Managing Conflicts in Organizations. Annual Review of Organizational Psychology and Organizational Behavior, 1, 545-568. This review article provides an overview of research on constructive conflict management in organisations and discusses its implications for practitioners.
- Pondy, L. R. (1967). Organizational conflict: Concepts and models. Administrative Science Quarterly, 12(2), 296-320. Pondy’s foundational paper introduces several models of organizational conflict, offering a theoretical basis for understanding and addressing conflicts within boards of directors.
These resources offer a solid foundation for understanding the dynamics of conflict management and can provide valuable insights for addressing conflicts within a board of directors.