Read more about how everyday leadership can have an impact on rural communities.

Managing Conflict in Groups

Conflict is a natural part of working in community groups, and the way individuals and groups handle conflict is what makes the difference between a group that is effective or ineffective. Working to manage conflict and finding common ground will result in a stronger group.

According to Managing Conflict in Groups, a publication from Kansas State University’s Cooperative Extension Service, conflict often follows a cycle; tension, role dilemma, gathering support, confrontation and finally adjustments. Tension develops when groups recognize that there is a difference of opinion and parties begin to take sides. Tension and conflict can build in an instant or it can develop over time.

The second stage in the conflict cycle is role dilemma, where individuals start to ask questions such as who is right and what should be done. This is also where individuals must decide for themselves which side of the conflict they fall on. This internal role dilemma is often what makes conflict so difficult to deal with. It’s in our nature to want things to go smoothly and for people to get along. When we are put in the position of having to take sides it goes against our nature.

Stage three in the conflict cycle is gathering support. At this point, each side pinpoints what the problems are, justifies their position with facts and information and tries to think of ways to win. Stage four in the conflict cycle is the confrontation. If both parties hold strong to their side of the argument then the group will stall and barriers may develop. The only way out of this deadlock is if one or both parties agree to a compromise. Some groups move out of this phase quickly while others may stew in this phase for hours, days, months or years and the conflict may never be resolved.

The final stage in group conflict is adjustments. In this phase the group must reevaluate and decide how to go forward. If the conflict can be resolved the group will move forward with each side making concessions and it may make them a stronger group. If the conflict can’t be resolved, the group may break up altogether or there may be factions among the group that will always feel the sting of the previous conflict and their work together will suffer.

There are several techniques in dealing with conflict including avoidance, confrontation, arbitration, consensus and compromise. Whatever technique a group uses to manage conflict, the most important thing to remember is the values and vision of the group—why are you together? Does the importance of the work you are doing outweigh the personality conflicts and differing opinions? Keeping the end in mind will help groups work through the inevitability of conflict happening in groups.

Author: Cheryl Jacobs, Extension Educator - Community Leadership Development, SDSU Cooperative Extension Service, 4-17-2009.

Maintaining Community Action

Communities or groups that have been involved in planning processes, visioning and goal setting know what it is like when you first start out; energy is high, there is an abundance of volunteers and there is a lot of momentum going into the projects. After a while things can just fizzle, derailing the project and leaving people feeling discouraged. Sustain action in community projects doesnt happen by accident; instead it is a deliberate effort to coordinate, encourage and seek new resources for the project.

The North Central Region Center for Rural Development (NCRCRD) has some tips for communities that face challenges in maintaining momentum, as a way to troubleshoot specifics problems.

Problem: Projects that are not being completed on time, or not at all. Solution: Revisit and revise the timeline. Ask questions, including: has the project become too big to tackle, have our priorities changed, and do we need new ideas or new leadership.

Problem: Loss of direction or focus. Solution: Find out if there is sufficient communication of progress and opportunities. Evaluate the membership of the committee or action team; are there opportunities for people to leave or join. Ask for a new perspective from an outsider and gather new ideas with specific action steps.

Problem: Conflict and controversy. Solution: Acknowledge and define the differences. Find areas of agreement and try to build relationships together. Distinguish between personality conflicts and differences around specific issues. Are those in conflict trying to reach the same end goal? If so, then find ways to work with the goal in mind.

Problem: Dealing with failure. Solution: Acknowledge the failure, and examine it to understand why the project failed. Determine if there are ways to salvage the effort and make specific action plans to work through the problems. Acknowledge the contribution that people made to the effort and understand that all groups and communities face ups and downs.

Maintaining momentum in communities and groups requires work. If groups continue to develop leaders, identify resources and communicate the efforts will often be successful.

Stepping Up to Leadership

How many times have you heard people voicing their disgust about a local elected political leader not doing their job? Whether it's a city council member, a mayor, county officials or a school board member, we have probably all said "I could do a better job of running things than them." But did you really mean it?

A healthy democracy and a healthy community rely on individuals willing to take on the challenge of running for public office. Perhaps you are driven by a desire to tackle a specific challenge in your community. Maybe you have an intrinsic need to give back or maybe you just realized that you were just as capable, if not more capable than the current office holder. Choosing to serve in a public office gives you the opportunity to share your skills, talents, and experience for the betterment of your community, your region or perhaps even your state.

The road to running for public office in a community often follows a four step process; Knowledge and Education, Skill Building, Participation and finally Engagement. First, an average community member is moved by an interest in a current issue and seeks to gather more knowledge about the subject. That may include reading the newspaper or a blog or attending a city council meeting. The second step is to build skills that will help them "do something" about the issue. That may include getting more comfortable with public speaking or working on their critical thinking skills to be able to be a positive part of the debate.

Third, a community member may chose to get involved in groups and organizations. This helps them to establish connections, practice their leadership skills and summon the courage to tackle bigger issues. The final step on the road to running for public office is engagement and active participation. Instead of complaining about the status quo in communities, they do something about it by running for public office.

While it may be easy to complain about local leadership, most people don't find themselves willing to take on that important responsibility in community. Each of us should be willing to take our turn at leadership in our communities. Learn more about Building Communities through Civic Engagement at http://agbiopubs.sdstate.edu/articles/ExEx16001.pdf.  

Building Entrepreneurship in Communities

Entrepreneurship has the potential to be a real economic driver in rural communities. Communities can work to identify what skills and assets residents possess and match that with marketable ideas for products and services. Traditional economic development ideas can only go so far in a community. By diversifying the economic development landscape with entrepreneurial businesses, communities can grow their wealth from within.

According to the Rural Policy Research Institute (RUPRI), Rural entrepreneurship is important for four reasons. First, it makes better use of limited resources and market opportunities, and of available skills and talents; second, it results in more diversified economies that are less impacted by external forces; third, it provides new options for economic opportunity for both youth and adults; and fourth, it offers a scale of economic activity more compatible with smaller communities.

Successful entrepreneurs rely on support from the community. Does your community have the structures in place to be able to support and encourage entrepreneurial growth? There needs to be a willingness from local decision makers to accept entrepreneurs as an important cog in the economic development engine in the community placing equal time and effort into attracting not only the big box stores, chains and factories as it does to attracting small businesses.

Communities can foster entrepreneurial attitudes by offering mentoring programs, educational seminars and training courses. One of the best ways to promote entrepreneurism is to start young. Communities that include youth in creating their own business ventures often see youth willing to stay in small towns because they can create their own future and find success as their own boss. This opens the door to so many more opportunities for communities.

Communities also need to think about regional entrepreneurial efforts, particularly in rural areas, where small communities are vying for the same resources. Looking outside the boundaries of your own community may open up a whole new idea of what will attract visitors and tourists to the area to spend their dollars. Using the talents and skills of local entrepreneurs can jump start and strengthen local economies, benefiting not only your community but the rural landscape as a whole.

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