Article 10

LESSONS LEARNED
In the following Lessons Learned from Xanthos, Inc., Head Start center in Alameda, CA, Head Start Director Caroline Vance, Policy Council Chair Andrea Survill, and Executive Director John Schiller offer helpful ideas to Head Start programs for avoiding unnecessary upheaval which could lead to formal mediation:

HEAD START DIRECTOR: Policy Council Chair:

Don not hide issues, weaknesses, or problems. Put issues "on the table" for honest discussion and problem solving. To prevent conflict from escalating

Learn to agree to disagree. We don't all have to think alike. Listen to what is being said by all parties.

Do not shy away from dealing with difficult or unpopular personnel issues and decisions. Set up ground rules for handling conflict (in bylaws or standing rules.)

Continue to discuss problems and resolutions. Do not pretend the issues did not occur. Communicate any way possible: one-on-one or through a third party, if necessary. If you are not being heard, sometimes it's easier to put it in writing.

Board of Director and Executive Director involvement cannot wait until there is a crisis. There must be regular communication and support among these staff. Have patience.

Be aware that the outside community will have its own perspective so be prepared to answer the public's questions about the conflict. Talk to your Board/Council and examine the issues. Ask: have we started talking about the real issues yet (the ones that are tucked away), or are we still peeling away layers of minor issues?

Separate friendships from business decisions. This applies to parents, Policy Council, and staff. Keep out of the "fight mode." Sort out the issues that are important to all parties and decide which are priorities. Agree on an overall goal-that of what is really important.

Head Start dynamics are changing. Do not continue to do things just because thy have always been done that way. Be willing to take an honest look at procedures, keep what is working, and change what is not. During mediation

List your demands.

Sit and talk and avoid yelling.

Seek common ground with the other party.

Listen and validate the other party's issues. It may not be an issue for you, but it if is an issue for someone it needs to be dealt with.

Giving in on some demands or needs that really are not crucial in the long run may help to show "good faith." After conflict resolution

Keep lines of communication open.

Take small-steps don't overdo it.

Work closely with the other party.

An "outsider" coming in to assist with conflict resolution is only helpful when he or she gets to the root of the problem and the underlying issues that people may not be discussing. Ask questions or admit it if you don't understand something.

Don't be scared to say something even if feelings get hurt. Talk it out. Problem solve.

Solve one problem at a time.

Take time off.

Determine the philosophy of the grantee and the program regarding parent involvement and the Policy Council. Do their actions match their philosophy? EXECUTIVE DIRECTOR:

Be clear about the role of the Policy Council and parent committees. Provide thorough, ongoing formal and informal training. Be willing to revisit procedures. Miscommunication and misperceptions among Head Start staff can arise from many different sources.

Know the regulations. Sometimes a crisis is the only way to accomplish meaningful change.

Xanthos, Inc., 1335 Park Avenue,
Alameda, CA 94501. (510) 865-4500 Parent Involvement must be a way of thinking and acting, not simply conforming to regulations.

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HEAD START DIRECTOR:	Policy Council Chair:
Don not hide issues, weaknesses, or problems. Put issues "on the table" for honest discussion and problem solving.	To prevent conflict from escalating
Learn to agree to disagree. We don't all have to think alike.	Listen to what is being said by all parties.
Do not shy away from dealing with difficult or unpopular personnel issues and decisions.	Set up ground rules for handling conflict (in bylaws or standing rules.)
Continue to discuss problems and resolutions. Do not pretend the issues did not occur.	Communicate any way possible: one-on-one or through a third party, if necessary. If you are not being heard, sometimes it's easier to put it in writing.
Board of Director and Executive Director involvement cannot wait until there is a crisis. There must be regular communication and support among these staff.	Have patience.
Be aware that the outside community will have its own perspective so be prepared to answer the public's questions about the conflict.	Talk to your Board/Council and examine the issues. Ask: have we started talking about the real issues yet (the ones that are tucked away), or are we still peeling away layers of minor issues?
Separate friendships from business decisions. This applies to parents, Policy Council, and staff.	Keep out of the "fight mode." Sort out the issues that are important to all parties and decide which are priorities. Agree on an overall goal-that of what is really important.
Head Start dynamics are changing. Do not continue to do things just because thy have always been done that way. Be willing to take an honest look at procedures, keep what is working, and change what is not.	During mediation
	List your demands.
	Sit and talk and avoid yelling.
	Seek common ground with the other party.
	Listen and validate the other party's issues. It may not be an issue for you, but it if is an issue for someone it needs to be dealt with.
Giving in on some demands or needs that really are not crucial in the long run may help to show "good faith."	After conflict resolution
	Keep lines of communication open.
	Take small-steps don't overdo it.
	Work closely with the other party.
An "outsider" coming in to assist with conflict resolution is only helpful when he or she gets to the root of the problem and the underlying issues that people may not be discussing.	Ask questions or admit it if you don't understand something.
	Don't be scared to say something even if feelings get hurt. Talk it out. Problem solve.
	Solve one problem at a time.
	Take time off.
Determine the philosophy of the grantee and the program regarding parent involvement and the Policy Council. Do their actions match their philosophy?	EXECUTIVE DIRECTOR:
Be clear about the role of the Policy Council and parent committees. Provide thorough, ongoing formal and informal training. Be willing to revisit procedures.	Miscommunication and misperceptions among Head Start staff can arise from many different sources.
Know the regulations.	Sometimes a crisis is the only way to accomplish meaningful change.
Xanthos, Inc., 1335 Park Avenue, Alameda, CA 94501. (510) 865-4500	Parent Involvement must be a way of thinking and acting, not simply conforming to regulations.