Understanding conflict in networks

The publication “A Manager’s Guide to Resolving Conflicts in Collaborative Networks” is very helpful to understand what makes conflict in networks so special:

Structural complexities that contribute to conflict

Conflict within networks often arises from their inherent structure. Key dimensions include:

• Multiplicity of interests: Individuals within networks often wear multiple hats, balancing personal, professional, and organizational priorities. When these interests clash, disengagement or even exits can occur.
• Mission overlap and divergence: While networks unite around common goals, members also carry their own missions, which may lead to disagreements.
• Cultural differences: The cultures of the organizations that members represent may not always align with the broader network culture. Members’ diverging world views, local perspectives, and societal contexts can influence how conflicts arise and are perceived.
• Power imbalances: Access to resources, decision-making influence, and communication channels vary among members, potentially creating real or perceived disparities.
• Lack of governance structures: Many networks function with decentralized leadership and undefined decision-making processes, making conflict resolution more challenging.

Types of conflict in networks

Understanding the types of conflict can help in designing effective resolution mechanisms:

• Resource conflicts: Disputes over funding, leadership roles, or visibility.
• Ideological conflicts: Differences in interpretation of the network’s mission and priorities.
• Identity & representation conflicts: Tensions over who defines the network’s identity and inclusivity.
• External conflicts affecting the network: Broader social, political, or economic tensions that members bring into the network.

Approaches to managing conflict

1. Establishing values and principles

A foundational step in conflict prevention is setting clear values and principles that guide interactions. The Othering & Belonging Institute, for example, emphasizes the importance of shared agreements before members join, ensuring alignment on conflict resolution approaches.

2. Creating dedicated conflict resolution mechanisms

The Bosch Alumni Network provides an example of a structured approach to conflict resolution. Recognizing their limitations as coordinators, they are in the process of establishing a Trust Team – a diverse group of network members with experience in conflict mediation to be contacted when a dispute arises within the network. Key takeaways from their experience:

• Recognizing the role of coordinators: Network coordinators hold power and influence, making it crucial to acknowledge biases and limitations in conflict mediation.
• Involving members in conflict management: Engaging members in developing community rules and mediation processes fosters collective ownership.
• Building capacity: Developing mediation skills within the network ensures members are equipped to handle conflicts effectively.

3. Setting clear expectations and codes of conduct

A well-defined code of conduct provides guardrails for engagement and conflict resolution. Clear protocols on the use of communication channels, the role of trust-building, and acceptable discourse help prevent conflicts from escalating.

4. Designing for constructive conflict

Rather than avoiding conflict, networks can create intentional spaces for meaningful, courageous conversations. This includes:

• Encouraging productive disagreements without escalating into harmful conflict.
• Establishing norms for listening and engagement.
• Ensuring diversity of perspectives while maintaining psychological safety.
• Recognizing that disagreement does not always need resolution but can serve as a learning opportunity.

5. Leveraging technology thoughtfully

Social media and digital communication channels can either facilitate or hinder constructive discussions. Misuse of tools like WhatsApp can deepen divisions, while well-moderated forums provide space for healthy debate. Developing protocols for digital engagement ensures interactions remain constructive and inclusive.

Building a culture of conflict resilience

Conflict is an inevitable aspect of network collaboration. Not all conflict is detrimental. Constructive conflict can foster necessary change and innovation. The key is distinguishing between tensions that lead to progress and conflicts that fragment the network. Therefore, the challenge is not eliminating conflict but fostering a culture where tensions can be navigated productively. A few key principles:

• Trust as the foundation: Trust-building should be an ongoing process, not just a reaction to conflict.
• Preparation over reaction: Networks that proactively prepare for conflicts will be better positioned to address them when they arise.
• Skill-building: Conflict resolution should be an integral part of leadership and network development.
• Ongoing reflection and adaptation: Networks evolve, and so should their approaches to conflict resolution. Regular check-ins with members and adapting strategies as needed ensures resilience over time.

By designing networks with conflict resilience in mind, network managers can create environments where members feel valued, heard, and empowered to contribute meaningfully, even when disagreements arise.

Further reading & resources

Here are a few resources you might want to take a look at:

• Wasan Network - Exploring Network Health
• Arnold Mindell - Sitting in the Fire: Large Group Transformation Using Conflict and Diversity
• PACE: Social Cohesion Philanthropy

(Text by Lucie Menz & Charlotte Carnehl)