About Area 12

Area 12 has a code of ethics to define interactions between board members and between members in the area:

Respect for the communities we work with and serve.

Integrity in our actions.

Responsibility for our decisions and their consequences, be they individual or corporate.

Honor our mission to educate, motivate, and nurture fellowship, joy, and excellence in handbell and handchime music, thus promoting the open exchange of ideas. 

We are committed to:

• Acting honestly, truthfully, and with integrity in all our transactions and dealings.
• Treating every individual with dignity and respect—all races, ages, systems of belief, sexes, abilities, sexual orientations, financial circumstances, families, life experiences, ethnicities, gender identities, nationalities, colors.
• Avoiding conflicts of interest, disclosing conflicts of interest, and updating the board if these change.
• Appropriately handling actual or apparent conflicts in our relationships, using Area 12 conflict resolution procedures agreed to by the board.
• Treating our members/volunteers/clinicians with respect, fairness, and good faith.
• Providing conditions that safeguard the rights and welfare of all participants.
• Being a good corporate citizen and complying with both the spirit and the letter of the law.
• Acting responsibly toward the music communities with which we work and for the benefit of the communities that we serve.
• Being responsible, transparent, and accountable for all of our actions.

Most conflicts between board members deal with an emotional issue of hurt feelings. It is safe to say that all board members generally want what is best for the board. When two people on a board are in conflict with one another, then the issue needs to be confronted. Confrontation does not have to be a fight or a “blow-out”. The sooner the conflict is confronted, the less volatile the conflict becomes. Confrontation of a conflict is never easy, and often feels awkward. However, a healthy, calm confrontation often leads to a stronger relationship between the board members. 

Regarding conflict with a specific person on the board follow these steps:

1. The board member who has a conflict with another board member should speak privately to the member with whom they have the conflict. Conversing face-to-face is always the best option. If the two parties are not able to come together for a face-to-face meeting, then a zoom meeting (or something similar) should be employed.
   1. Each person must have the opportunity to share his/her concern.
      1. The person with the conflict should go first.
      2. Statements should be made from an “I” perspective. e.g., ”I was hurt when you said that my report is always too vague in front of the whole board.”
   2. Each person must have the opportunity to respond to the concern.
   3. While conflict is often emotional, it is best to keep the personal feelings at bay so that the problem can be addressed. (Side note: This is incredibly difficult to do.)
   4. Through discussion, an understanding of the conflict and a resolution can be developed.
   5. Hopefully, an apology and acceptance can be communicated.
   6. Sometimes the resolution is simply an agreement to disagree, but respect each other’s position.
2. If a one-on-one private conversation proves to be ineffective, then the person who has the conflict should schedule a meeting with the Chair and the person with whom they are in conflict.
   1. The Chair acts as a mediator.
   2. Each person must have the opportunity to share his/her concern.
   3. Each person must have the opportunity to respond to the concern.
   4. With the Chair acting as a mediator, the goal is that the Chair would have suggestions to help resolve the conflict.
3. If no resolution can be found, then the issue should be taken to the Executive Committee (ExCom).
   1. ExCom should meet in a special meeting to discuss the situation and provide suggestions for resolution.
   2. ExCom either appoints someone from the board to continue discussions with the conflicting parties or the Chair resumes discussions.
4. A second meeting is scheduled with the conflicting parties
   1. Suggestions from ExCom are brought to the table.
   2. Each person will have an opportunity to respond to the suggestions.
5. If no resolution can be found, then an individual discussion between ExCom and each person will need to take place. This discussion may include asking one or both parties to resign their membership on the board.

If one of the members in conflict is the Chair, then the Past-Chair will take the mediator role.