Quotes: 
What others are saying about Resolving Conflict in Nonprofit Organizations...

“An excellent book that should be on the bookshelf in every nonprofit administrator?s office. Easy to read and follow, practical, interactive, hands-on—a fabulous book.”
—Lyndall Hare, Program Chair, Gerontology, Central Piedmont Community College

“The first book I know of that addresses the very real need of leaders of nonprofits to effectively manage their unique conflicts.”
—Dell Drake, President, A. Dell Drake Consulting

“Any organization, board chair, executive director or consultant will expand their effectiveness by reading this book. You will say 'If only I had read this before!' time and again as you read.”
—Michael Garcia, Deputy Director, Achievement Plus, Saint Paul, MN

“As a professional program evaluator, I find that few things undermine effectiveness as much as unmanaged conflict. The outcome of resolving conflict is increased effectiveness. This book tells you how to get there in a way that's engaging and useful.”
—Michael Quinn Patton, Author, Utilization-Focused Evaluation

“An absolute must for all conflict resolvers, peace makers, and change agents.”
—Dr. Maria Hadjipavlou-Trigeorgis, Ph.D., Lecturer in Political Science and Peace Studies, University of Cyprus

“A wonderful tool to help leaders refresh their memories or learn for the first time how to deal with intrapersonal conflict. The checklists, examples, and anecdotes are embedded in a sound framework.”
—Karen Simmons, Director, LaSalle University Nonprofit Center

“A valuable and practical addition to the field. A clear guide for those who must respond to the inevitable conflicts in nonprofit organizations.”
—Ken Fox, Adjunct Professor and Director for Conflict Resolution, Hamline University



Table Of Contents: 
INTRODUCTION: What's So Special about Conflict in Nonprofit Organizations?

CHAPTER ONE: What You Should Know Before Setting Sail
Understanding Conflict
The Vocabulary of Conflict Management
The Structure of Conflict
The Shape of Conflict
How Individual Experience Affects Conflict
How Culture and Communication Influence Conflict
Authority Figures and Conflict
Power and Conflict

CHAPTER TWO: Maps and Charts: Practical Steps in Managing Conflict
Ship's Captain: Your Role as Conflict Manager
An Overview of the Conflict Resolution Process
Setting Sail: The Steps in Designing and Conducting a Conflict Resolution Process
     Step 1: Identify the Conflict
     Step 2: Decide Whether to Intervene
     Step 3: Identify Parties, Issues, and Emotions
     Step 4: Analyze the Conflict
     Step 5: Design the Process
     Step 6: Educate Parties and Get Agreement to Participate
     Step 7: Conduct the Process
     Step 8: Celebrate and Check In

CHAPTER THREE: Sailing Hazardous Waters: Conflict Management Skills and Exercises
Affirming and Restating
Mirroring Body Language
Asking Neutral Questions and Making Neutral Statements
Assisting Upset People
Identifying Interests
Reframing Issues
Limiting Belittling and Blaming
Breaking Stalemates

CHAPTER FOUR: The Bermuda Triangle—Conflicts That Require Special Handling
Standing Waves: How and Why People Remain in Conflict
Board Conflicts
Conflicts with Funders
Conflicts Involving Volunteers
Conflict Resolution in a Unionized Workplace
Conflicts Involving Harassment and Discrimination
Conflicts Involving Maltreatment of Vulnerable Persons
Conflicts Involving Other Illegal Activities
Finding External Help with Conflict Resolution

CHAPTER FIVE: Tending to the Sea: Creating an Environment for Constructive Conflict
Playing in the Waves

APPENDICES
Appendix A: Recommended Reading and Bibliography
Appendix B: Worksheets and Conflict Resolution Forms
Agreement to Participate in a Conflict Resolution Process
Letter of Understanding
Process Steps Checklist
Index