Regent Park Social Development Plan Conflict Resolution Process

This document is a guide for SDP members who find themselves in conflict with each other. It aims to support people to understand each other better and to come to agreements. It is not intended to be used as a complaint process.

This page summarizes the key principles and values underlying our conflict resolution process. The chart following offers a variety of ways that members can move through conflict.

We recognize that there are many ways to address conflict, and that different approaches may be useful in different situations. Below are several scenarios and approaches for members to use when conflict arises.

Understanding Conflict in the SDP Community

In the Social Development Plan community, we understand that conflict will arise as a natural part of people working together. When in conflict, we strive to see it as an opportunity to learn and to grow.

We aim to build a culture where being in conflict is not seen as wrong. We do not use conflict as an opportunity to exert power over one another.

When conflicts become stuck, we recognize that they can have repercussions for both those directly involved and for the wider network. Collectively, it is our responsibility to work through conflict to effectively address and resolve issues.

Difficult conflicts often occur where trust is low. If this is the case, we encourage members to look for ways to build trust. One way to do this is to address conflict with as few people present as necessary.

Engaging in conflict with many people present can make resolution more challenging.

SDP Conflict Resolution Process

Explainer

The word “party” to a conflict means any SDP member or members, whether a single individual, multiple people, or an organization, who are part of a conflict.

SDP members find themselves in a conflict.

Members of the group where the conflict emerged may set aside time to discuss the nature of the conflict and who has been affected.

Scenario 1

Both or All Parties Are Willing to Talk

Members set aside time to listen and speak with one another one or more times, out of a mutual willingness to come to an understanding.

An agreed-upon neutral person or support people may be present if all parties wish.

Members use methods they are familiar with, or that the SDP network offers, to work through conflict, including trust-building approaches.

Members come to an agreement on how the conflict will be resolved or managed, including agreed-upon next steps.

The agreement may be written or verbal.

Members inform the group that an agreement has been reached. The group may hold space for feedback.

Members reflect together or separately on what worked well and what did not.

If members do not come to an agreement and a neutral person is present, their recommendations for next steps may be sought.

For larger conflicts, a more formal mediation may be pursued.

Members may agree to continue working together despite their conflict.

Scenario 2

Not All Parties Are Willing to Talk

Some parties wish to discuss the conflict, while others do not.

Those who wish to speak may turn to another member of the network or community to act as a neutral person and explore ways to engage the others.

The neutral person contacts those who do not wish to speak to understand their reasons and attempts to bring all parties together.

If some parties continue to refuse to engage, those who wish to speak may report this to the group where the conflict emerged, and the group may discuss the impact.

As a network, we expect that all parties can continue to work together despite their conflict.

Parties may work effectively together, or move to Scenario 3.

Scenario 3

No Parties Are Willing to Talk

None of the parties involved wish to speak about the conflict, but other members find that the work of the group is being hindered.

One or more parties, or other members, bring the concern to the group where the conflict emerged.

Group leads may offer a formal conflict resolution process with a neutral third party.

Social Development Plan Network's Formal Conflict Resolution Process and Incident Report (Documents below):

Alternatively, group leads may offer to bring together a larger circle, with an agreed-upon facilitator, to hear concerns and create space for members to speak about how the conflict is affecting them.

If parties do not engage with these options, or if the work of the group continues to be hindered, the situation will be addressed through the meeting guidelines and the mutual accountability document.