Presently, it is essential to be able to solve various conflicts and disputes during the working process. That is why companies have many conflict-resolving resolutions, but the participation of the Board of Directors usually plays a key role. The Board of Directors specifies roles, procedures, and policies, uses internal and external resources to solve disputes or disagreements and has more responsibilities than managers.
The Board of Directors uses constructive conflict approaches, negotiation, individual initiative, and investigative and decision-making skills to solve problems. The members of the Board of Directors should be able to predict and prevent conflicts (Hasson, 2006). However, when it is impossible, it is necessary to address the problem directly and solve it using a constructive approach. The main difference between managers and a member of the Board of Directors is the ability to find the core of a problem and approach to solving it. For instance, if a person can address their problems due to oversight responsibilities – this quality belongs to the board (Hasson, 2006). Moreover, boards specify roles, procedures, and policies to address conflicts. In addition, boards also involve internal and external resources to resolve disagreements. Boards might involve other people or even a team to solve conflicts. During the conflict-resolving process, boards use investigating and decision-making skills and try to negotiate (Hasson, 2006). These skills ensure an effective and qualified resolving process and lead to agreement. Hence, the boards use different conflict-solving techniques and can find the core of a problem and make decisions to solve it.
To sum up, boards can find the conflict’s rote and address it using different approaches. The main difference between a board and a manager is the ability to predict or find a problem, so boards have more responsibilities. That is why boards specify roles, policies, and procedures to predict conflicts and use negotiation, individual initiative, and investigative and decision-making skills to resolve disagreements.
References
Hasson R. (2006). How to resolve boards disputes more effectively. MIT Sloan Management Review. 48(1).