Tips, Trends & Resources

The Leader in Referee Stripes

Get more than one person S on a staff and there will be competition. It’s only natural and healthy, except when it causes unhealthy conflict. Then, goals become obscured, communication and cooperation become nonexistent. Once the battle is over, no one comes out the winner.

How you as a leader resolve the conflict determines whether or not it will permanently damage workers’ personalities and productivity. The two most common ways of handling conflicts, interestingly enough, leave scars:

g 1. Choose one side over another. Your criteria may be entirely objective, but you’re still asking for trouble. With the stakes i, set at all or nothing, staff s! members aren’t likely to it give up without a good, |i| long fight. And then, |c you’ll have to force the loser to comply with your

i^ decision.

c 2. Negotiate. Although l; often praised as a fine art, 2s- sometimes compromise |s only produces losers. ^ There are other ways to 5j| lead and make everyone ‘s winners:

,’ 1. Confront conflict. ^ Don’t ignore it hoping it ^ will go away. It won’t. ^ Then, by the time you’re :; forced to deal with it, ^ permanent damage may ;; already have been done. :; When you sense tension, I hostility, or disruption, get to the bottom of the problem and tackle it.

2. Point out conflict perceptions. Meet with each side separately. Ask them to pinpoint their perception of the issues and what basic elements contribute to the problem. Then ask them how they think the other party would answer. Maybe neither one will suddenly see the truth, but this exercise will make each side aware of the other’s viewpoint. The opponents may mellow?or at least appreciate your dilemma.

3. Substitute goals for problems. Don’t dwell on whose fault it is. Discuss with those involved what the solutions should accomplish. Then, work with them toward finding an alternative means of satisfying both. ‘ ? The Effective Manager September 1979

It’s More Than Ramps and Parking Spots

For the past 23 years, James Ashwin has been confined to a wheelchair as the result of polio. Because of his determination and his wife’s and friends’ help, he has been able to participate in church activities, serve on committees and be part of some national boards.

‘Vs disappointing to report that I feel lonely in most churches,” Ashwin said. “This is not just from sitting in my wheelchair 3 in an aisle, special section ; for the handicapped, or in the back of the sanctuary. The strange gulf that separates severely handicapped persons from other church members is both , unfortunate and unnecessary.”

Welcoming the disabled does not just mean having a ramp to the church door, according to Ashwin. It means opening eyes, hearts, and pocketbooks to fill a need. “Inviting a lonely friend to a concert, football game, or for a simple cup of tea is a wonderful Christian activity,” he said.

One of the following suggestions should be adaptable to make your church more accessible and usable to disabled persons:

1. Visit the disabled and elderly members and friends of the church to assess their needs and de-: sires.

2. Encourage church members to become friends with disabled members and include them in their regular social life.

3. Offer to perform jobs or chores not possible for the disabled member.

4. Arrange for adequate help for disabled members. A 12-year-oJd child, for example, cannot suffi-. ciently help a severely disabled mother. Several part-time volunteers may be needed.

‘The manner of ‘posi-Â i tive fellowship’ offered to , the church’s disabled persons depends on the underlying motivations of all church members,” Ashwin said. “Good motivations derive from a healthy understanding of the Scriptures.” ? Evangelical Newsletter July 27, 1979