Conflict and Complaint Resolution Policy

Commitment

New Horizons Service Dogs, Inc. is committed to creating and maintaining a work environment characterized by constructive, productive, and supportive relationships. Such relationships are often subject to contrasting styles of understanding and acting and to different points of view. We all must recognize that human interactions are complex and frequently challenging, and that we all can contribute to their success.

All persons involved with the New Horizons Service Dogs, Inc. have an obligation to communicate openly and respectfully with one another and to provide reasons for particular decisions or actions. When disagreements arise, greater understanding by all is needed. The presence of conflict, if dealt with effectively, offers an opportunity for individual and organizational learning including the identification of policies and practices that need to be improved.

The executive director is ultimately responsible for ensuring that conflicts involving staff, volunteers, applicants, and clients are resolved satisfactorily. He/she has a duty to inform the board of any conflicts that impinge on the organization’s ability to function or may damage its reputation.

Conflicts should be addressed as soon as possible, as unresolved conflicts can, in the worst cases, lead to a stressful and poisoned work environment.

Guidelines

The following guidelines will apply if any person or group is experiencing conflict or has a complaint about another person’s actions.

1. Communicate directly with the person or persons whose actions are causing the complaint. People should reasonably expect to know if their behavior or decision is problematic for another person or group.
2. If the circumstances are such that the person with a complaint is unable or unwilling to communicate directly with the persons or persons whose actions are the cause of their complaint, either for fear of it going badly or of reprisal, the help of one other trusted person in the organization should be sought.
3. The executive director will resolve complaints and conflicts that cannot be resolved by the parties directly involved or their supervisors.
4. In circumstances where the executive director’s action is the reason for the conflict, the Board may address the complaint.
5. The complaint or conflict shall be communicated verbally to the respondent or supervisor first. If this does not lead to a satisfactory resolution for the complainant, the nature of the complaint should then be communicated in writing. If this fails to result in a resolution, the written complaint should be sent to the executive director.
6. Third parties, acceptable to all those involved, may be of assistance in helping resolve the conflict in a (1) facilitation or mediation role where the goal is to help the parties restore a positive working relationship in the future, or (2) a decision-making /arbitration role where they investigate what happened and make a determination of who is responsible for the situation and what the consequences for the parties should be. The choice of these two approaches should be offered to the parties. An arbitrated approach can be undertaken if a mediated approach fails to resolve the matter. The parties will refrain from drawing others not directly involved into the process as a way of garnering support or gaining attention. Such actions include “copying” the written complaint by email to others.
7. Complaints and conflicts shall be dealt with confidentially. Meetings to resolve a complaint shall be open only to the parties and those attempting to resolve the complaint.
8. The parties may have an advocate or supporter present. Meetings may be with the different parties individually, together, or both. In the interest of openness, no minutes or written record of what is said in these meetings shall be recorded. However, if the parties agree, the outcome of the meetings or the resulting agreement may be documented.
9. Where the board is involved in conflict resolution, communication should be directly with the Chair, not with the whole board. It is the chair’s duty to inform the entire board of the conflict’s existence, but the board may appoint one of its members or an impartial party to help resolve the matter.
10. The parties and those helping to resolve the conflict should avoid communicating the details of a complaint, making or responding to allegations, or giving advice by e-mail. Face-to-face communication, as difficult as it is, should be relied upon. E-mail messages can be used to arrange meetings or communicate details of the resolution process.
11. Either the Executive Director or the Chair of the Board has an obligation to act immediately in addressing a complaint if the physical and mental health and safety of any of the parties is perceived to be at risk. In doing so, one of the parties may be granted a temporary leave of absence with pay until the issue has been satisfactorily resolved or for up to two weeks, whichever is shorter.
12. If threats to persons are made, or the Executive Director or Chair of the Board perceives a possible danger to a party or other employees, including the possibility of one party being a danger to themselves, external professional assistance must be sought immediately.

Appeals Process