Spotting discord early on. (Conflict Management).

As board or committee chair, you want to make the most of your time in office. Nipping any potential conflicts in the bud will go a long way toward keeping things running smoothly.

Resolving Conflict in Nonprofit Organizations, a new book published by the Amherst H. Wilder Foundation (www.wilder.org), St. Paul, Minnesota, provides a wealth of ideas on how to detect possible discord early-before it has a chance to derail your agenda. Here is an excerpt from the book, reprinted with permission.

"You need all your senses to take note of possible storms brewing. Because conflict is uncomfortable for most people, you will see them reacting to one another differently when they are in conflict. Here are some cues to look for:

* "Silence. A drop in the amount of communication can often be a signal that something is going on.

* "Eye contact. Watch for a change in how people make eye contact. People of European heritage will often avoid eye contact with an individual with whom they are in conflict. (As this is a culturally specific behavior, be aware of cultural differences when interpreting eye contact.)

* "Humor. Note changes in the level of humor and laughter in interactions. Note whether the nature of the humor changes, particularly if it becomes sarcastic or cynical.

* "Tone of voice. Pay attention to intonation as words are spoken--particularly changes that might indicate a conflict is occurring.

* "Body language. Watch how people position their bodies during interactions. Remember that some body language is culturally specific. However, the activity of mirroring positions and movements (matching another person's gestures) is shared as a signal of harmony in almost all cultures.

* "Style differences. Look for significant differences among individuals in their work and decision-making styles, [which] can be a common source--or sign--of conflict."

The Wilder Foundation book goes on to explain the seven other steps in the conflict-resolution process and to note that emotional rancor often heightens the challenge of resolving board conflicts: "A discussion that begins as a difference in members' views on a business issue can quickly become intense and personal. Some board members make personal attacks or embarrass others as they argue their points. The negative feelings created by public embarrassment perpetuate the dispute even when the conflict can be settled easily. After a negative exchange at a meeting, a skilled chair will encourage the parties to resolve their issues away from the boardroom. On boards, as in other group settings, small conflicts left unresolved tend to simmer into a rich stew of resentment. Early intervention by the board chair can prevent this."