The following list offers helpful ideas to Head Start programs for avoiding unnecessary conflicts that could lead to formal mediation:

Head Start Director

• Don't hide issues, weaknesses, or problems. Put issues "on the table" for honest discussion and problem solving.
• Learn to agree to disagree. We don't all have to think alike.
• Don't shy away from dealing with difficult or unpopular personnel issues and decisions.
• Continue to discuss problems and resolutions. Don't pretend the incidents didn't happen.
• The Board of Directors (governing body) and Executive Director can't wait until there is a crisis to get involved. There must be regular communication and support among these staff members.
• Be aware that the community will have its own perspective, and be prepared to answer the public's questions about the conflict.
• Separate friendships from business decisions. This applies to parents, Policy Council members, and staff.
• Head Start dynamics are changing. Don't continue to do things just because they have always been done that way. Be willing to take an honest look at procedures, keep what is working, and change what is not.
• Going along with demands or needs that really are not crucial may help to show "good faith."
• An "outsider" coming in to assist with conflict resolution is only helpful when he or she gets to the root of the problem and the underlying issues that people may not be discussing.
• Determine the philosophy of the grantee and the program regarding parent involvement and the Policy Council. Do their actions match their philosophy?
• Be clear about the role of the Policy Council and Parent Committees. Provide thorough, ongoing, formal, and informal training. Be willing to revisit procedures.
• Know the regulations.

Policy Council Chair/ Governing Body Chair

• Listen to what is being said by all parties.
• Set up ground rules for handling conflict (in bylaws or standing rules).
• Communicate any way possible: one-on-one or through a third party, if necessary. If you are not being heard, sometimes it's easier to put it in writing.
• Have patience
• Talk to your Board/Council and examine the issues. Ask: Have we started talking about the real issues yet (the ones that are tucked away), or are we still peeling away layers of minor issues?
• Keep out of "fight mode." Sort out the issues that are important to all parties and decide which are priorities. Agree on an overall goal-what's really important.

During Mediation

• Make a list of your desired outcomes.
• Sit and talk and avoid yelling.
• Seek common ground with the other party.
• Listen and validate the other party's issues. It may not be an issue for you, but if it's an issue for anyone it needs to be dealt with.

After Conflict Resolution

• Keep lines of communication open.
• Take small steps - don't overdo it.
• Work closely with the other party.
• Ask questions or admit it if you don't understand something.
• Don't be scared to say something even if feelings get hurt. Talk it out. Problem solve.
• Solve one problem at a time.
• Take time off.

Executive Director

• Miscommunication and misperceptions among Head Start staff can arise from many different sources.
• Sometimes a crisis is the only way to accomplish meaningful change.
• Parent involvement must be a way of thinking and acting, not simply conforming to regulations.

This article is reprinted with some modification from the Spring 1997 issue of the Head Start Bulletin on Managing Change/ Managing Conflict.