© ourcommunity 2006 1 resolving the problem of the “serial pest” mr patrick moriarty director...

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© ourcommunity 2006

Resolving the Problem of the “Serial Pest”

Mr Patrick Moriarty

Director – Training & Development

www.ourcommunity.com.au


What you will achieve in the workshop

• Understanding that this type of conflict always occurs

• What is the serial pest?

• How do we manage the pest

• The informal process

• The formal process

• How not to end up on the front page of the local paper (well at least decrease the chance)


Lets start with some scene setting..

Who has been involved in a situation of conflict?


Who would have liked to have handled at least one of those

situations differently?


Conflict comes about because most of us are different and value what we think more than others.

If we think that we or our interests are being challenged we generally react.

Even at board or committee level we should value alternative views and debate as this can bring about healthy change and growth.

When this moves from constructive to destructive that we have problems.


Conflict is all around us. It is not something we can choose to have or not to have.

It may centre on something as trivial as who left their cups unwashed, who didn’t provide their component of the board report or it may be more complicated such as traffic management in a local community setting or who will receive rate relief.


I am not here to say that you can avoid this conflict. In fact trying to avoid it only causes more issues.

What I hope we can achieve together is to develop a process to resolve that “serial pest.

Is getting rid of the serial pest the best option?


Conflict generally occurs over:

Substantive issues =

different perception of facts

Procedural issues =

way things have happened

Psychological issues =

impact on feelings


Think of a conflict that you have been involved with that has been handled in what you would call a destructive way?

What are some of the outcomes from that?


Some outcomes:

• Tension

• Unresolved problems

• Falling membership

• Stress

• Low Productivity

• Sickies

• Anxiety

And what about the reverse?


Levels of Conflict

Crisis


What is a crisis like?

What are the signs?

If we stay alert to the signs that lead up to a crisis we can better manage what in the end may be unresolved.


Crisis

Discomfort

Incident

Misunderstanding

Tension


• Has something minor happened which has left you upset or irritated?

• Has there been an incident?• Has there been a misunderstanding about

motives or intentions?• Are you feeling anxious about your

relationship with the other person?• Are you at the point of one more nudge

and POW.

Think of any current conflict that is going on?


Crisis

Discomfort

Incident

Misunderstanding

TensionDealing at these stages prevents


Lets take some time to reflect on some current or recent conflict and do a

conflict levels exercise


How do we create options for resolution?

Clarifying Tools – trying to clear up uncertainty

Chunking – breaking the problem into smaller parts

Researching – more information, extent of resources, constraints

Goal Setting – what is the outcome we want?



Negotiating Tools

Maintain Current Arrangements – Trade offs/sweeteners

Currencies – what is easy for me to give and valuable for you to receive

Trial and error – try one option then another

Establishing Alternatives – what will happen if we can’t agree

Consequence Confrontation – what will I do if we don’t agree



Generating Tools

The Aha Moment – to which all parties say “yes”

Brainstorming – no censoring. No justifying, no debating

Consensus – lets build the solution together (not lets play as a team and do it my way)


Selection:– Is it built on a win/win approach– Does it meet many needs of all

parties– Is it feasible– Is it fair– Does it solve problem– Can we settle on one option or

do we need to trial several?


Implementation:– Are there a number of steps

involved?– Who is responsible for each

step?– Is the responsibility shared fairly? – What is the time frame?– How do we review if successful?


Agreements:– Are there any other number of

steps involved?– Who is responsible for each

step?– Is the responsibility shared fairly? – What is the time frame?– How do we review if successful?


So how can we respond?

• Do Nothing (Live with it!)

• Negotiate

• Mediate

• Expel

• Arbitrate / Litigate


Can we live with it?

If it is simply annoying this may be an option but if you’re here today I assume that is not.


The Serial Pest Case

A Recently the chair of a local community group raised a conflict problem.

I have the situation where I have two members of my board who are in now in the situation of ….

“that lady who’s name shall never pass my lips again”. Given that this is happening at every board meetings it is becoming debilitating and destroying morale, and people are now not turning up to meetings because of it . These women are continually interrupting our meetings and making snide remarks to each other.”

What do I do?


Think of what we have discussed so far and in groups of five work through how you would manage the situation as the Chair?

Some other background?

The group is incorporated.

The ladies have been on board for 10 years.

The Chair is new and has only just come on board two years ago.


The Serial Pest?


What drives your serial pest in a community/staff/client context


Some other reasons• Self Interest• To get Attention• Protect the past• Anxiety about the future• Power/Ambition• Competitiveness/jealousy/envy• “Scared” of change• Don’t want to “lose”• Don’t want to lose identity• Want a sense of belonging


Have any of you said that the serial pest is inherently evil and trying bring you down?

Are they doing what THEY feel is right for your organisation?

It is important that you get to the underlying reasons as to why they are being a pest and try to communicate and overcome these concerns


OK – you’ve done your best and the serial pest still won’t go away – What can we do?


If you are an incorporated association – you have the option to expel/suspend based on your rules.

This process can take anywhere between 37 and 51 days depending on appeals.

For your own benefit you should have defined (in a code of conduct) conduct unbecoming a member or prejudicial to the interests of the Association

You should have each member sign that they will abide by these conditions.

They may also then have the option of seeking redress at civil authorities (e.g. VCAT under discrimination legislation)


The Model rules also provide a process for mediation which can be followed.

ANY Questions?

© ourcommunity 2006 1 resolving the problem of the “serial pest” mr patrick moriarty director...

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