Conflict Resolution

Let’s hear about good outcomes from some community managers…

I’ve managed a very difficult community for 5 ½ years. During the monthly Board of Directors Meetings, two board members were very hostile to each other. The meetings were very contentious, filled with yelling, cursing, and the police were called several times because of the directors’ behavior. Several other directors resigned over the years as they stated they could not handle the antagonistic environment. The meetings were so hostile that we had to have our security vendor attend the meetings. To resolve this, I had the Association’s legal counsel attend every single board meeting. Over the course of two years, the attorney, myself and the two board members eventually worked out their conflicts through the legal process. As of today, both directors are no longer on the Board, and it’s been such a positive difference.

James A. Beard, CMCA®, AMS®, PCAM® Valencia Management Group AAMC

I had a conflict with a homeowner who resided at a large community going through a building remodeling/ construction project. One homeowner was making necessary repairs after a post-flood remediation, and another homeowner was extremely upset about the construction noise because he worked from home. He emailed me, demanding that the homeowner’s construction be stopped. I explained the Association’s construction policy—construction could take place during the late morning and afternoon hours. Unfortunately, he kept complaining. After several back-and-forth emails over the course of couple of days, I took the initiative to call him. I reviewed the rules with him once again. Finally, I agreed to ask the contractors to keep the noise to a minimum due to the neighbor’s work situation and as a courtesy to him. Once I explained what I could do and how I would make an effort to help, he was much calmer and thanked me. Sometimes a personal touch, like a phone call, can help de-escalate an irate person. Karen Kokowicz, CCAM®, CMCA®, PCAM® Coro Community Management & Consulting

Conflicts seem to abound in HOA living and management, and they are only becoming more commonplace. In general, I have learned not to run from conflict as tempting as that may be; it only makes things worse in the future. I approach every conflict with the sense that there are two sides to every story and that my job is to learn both sides. In learning both sides, I listen with empathy and try not to interrupt, only to clarify. The act of listening will hopefully earn me the right to be heard when the time comes to speak. I ask them what they want me to do for them in this situation. It may be that I don’t have the authority to do what they are asking. Rarely do managers have the authority to directly resolve a dispute. If the parties are too hot, I suggest if I can take some time to respond back. With the combination of time and understanding both sides, this may help to cool the parties down where they can rationally listen to the other side.

David Brock, PCAM® Beven & Brock