Understanding & Mitigating Conflict - a brain-based approach
December 9, 2021
Speaker: Bodi M. Regan, JD
School boards have always had to face the potential for conflict as each member of a Board of Education does not have the ability to determine a direction for the district. Only the Board operating as a unit provides the direction and votes to ensure the smooth operation of schools. Furthermore, the relationships between board members and between the board and superintendent have always been critical to the functioning of the governance team. In the current political environment, the added expectation, fear, and reality of conflicting perspectives coming from parents and community members has added to the stress of serving on Boards of Education. Clearly, there is a need for all of us to understand and work out how to mitigate conflict on our boards and in our communities.
CONFLICT IS STRESSFUL
What is your conflict management style?
Conflict management styles can be determined by the level of assertiveness and the level of cooperativeness one displays. Competing (high interest in own outcome) and accommodating (prioritizes the relationship) tend to be the least productive styles. While avoiding (ignoring conflict) and compromising (the middle-ground between assertiveness and cooperativeness) can be effective in certain situations, the most effective conflict management style is collaborating (outcomes serve everyone to the best degree possible). Although collaboration takes time and effort, both parties are likely to feel like a “win” was achieved.
Collaborative behavior can be undertaken by one party, with the expectation that the other party’s behavior may “mirror” the approach as positive emotion is likely to be contagious. Some examples of positive collaborative behaviors include:
- Listening without interrupting
- Asking good, open-ended questions
- Paraphrasing what you heard
- Acknowledging contributions
- Making people feel respected and valuable
Essentially, playing well with others!
What can social neuroscience tell us?
At the most fundamental level, human brains are wired to keep us away from threats and push us toward rewards. The threat response is significantly stronger than the reward response, as the brain kicks in to prioritize safety. While we spend most of the time in a neutral state, when something unfamiliar challenges our experience of the world and beliefs of how things work, the safety bias in our brain is likely to trigger the “fight or flight” threat response. Threats in the physical or social environment can send the brain and body into survival mode which impacts productivity, creativity, ability to recall information, the capacity for problem-solving, perspective taking, collaboration and much more.
How can the SCARF model help us manage conflict?
The SCARF model outlines five domains that activate strong threats and rewards in our brains, thus influencing behavior. Below is a brief look at the five domains and some questions to consider when preparing for a board meeting that could become contentious:
S = STATUS
How can I ensure that colleagues, staff, parents and students feel valued and respected?
C = CERTAINTY
How can I provide more information about what to expect?
A = AUTONOMY
How can I get input and increase decision-making power and choices?
R = RELATEDNESS
How can I make people feel connected rather than isolated?
F = FAIRNESS
How can I mitigate bias and ensure that all are treated fairly?
In addition to increasing positive emotions based on the five SCARF domains for colleagues and the public, consider the impact of conflict in the board setting on your perception of threat and reward. Reinforce your Board and Administrator governance team by respecting everyone (S), planning for meetings and creating behavioral expectations (C), listening to input on decisions before the board (A), developing a team dynamic (R) and ensuring all voices are heard (F). Your team will be better prepared to display positive collaborative behaviors with fellow board members and public participants at board meetings. As trust builds with positive interactions, your community may begin to mirror your contagious collaboration.
