The Challenge
The trustees of a growing charity were passionate about its mission, but board meetings had become increasingly frustrating.
Two trustees held very different views about the organisation’s future. One believed the charity should focus on expanding its services to meet rising demand. The other argued that growth should be paused until the charity had strengthened its finances and volunteer capacity.
Each meeting returned to the same discussion, with neither side feeling heard. Other trustees became reluctant to contribute, decisions were repeatedly deferred, and valuable meeting time was spent revisiting the same arguments.
The disagreement wasn’t personal, but it was beginning to affect the charity’s ability to make progress.
Changing the Way the Conversation Happened
The Chair contacted the Early Resolution Service to discuss the situation.
Rather than focusing on who was right, the advice centred on improving how the discussion was being held.
A facilitated conversation was arranged where everyone agreed to a few simple ground rules:
- each person would have uninterrupted time to explain their perspective
- participants would summarise what they had heard before responding
- questions would be used to understand, rather than challenge
- the conversation would focus on the charity’s shared objectives.
For many involved, it was the first time they had truly listened to the reasoning behind each other’s views.
The Resolution
As the discussion unfolded, it became clear that both trustees wanted exactly the same outcome, a sustainable charity that continued to serve its community.
Their disagreement centred on timing and risk, not purpose.
By taking time to understand each other’s concerns, the board was able to agree a phased approach.
The charity would continue developing its services while introducing clear financial milestones that would guide future expansion.
The outcome satisfied both perspectives and, perhaps more importantly, restored confidence around the board table.
Meetings became more productive, trustees contributed more openly, and decisions were made with greater clarity and collaboration.
Key Learning
People are much more willing to work together when they feel genuinely heard.
Listening is not simply waiting for your turn to speak. It involves understanding what matters to the other person, acknowledging their perspective, and looking for common ground.
Many disagreements continue because people are defending positions rather than exploring interests. A small change in the way conversations are structured can make a significant difference.
Could this happen in your organisation?
Whether you are managing a board disagreement, a leadership challenge or tension between colleagues or volunteers, improving communication is often the first step towards resolution.
The Mediation Agency’s Early Resolution Service offers BVA members a confidential opportunity to discuss situations before they become entrenched. Sometimes a fresh perspective or facilitated conversation is enough to help people move beyond disagreement and focus once again on what matters most – supporting the communities they serve. Read more about the service and let’s arrange a time to help you: https://www.mediation-agency.com/early-resolution-services-basingstoke-voluntary-action