MANAGING CONFLICT AT PUBLIC MEETINGS

Public officials often face the difficult task of managing or controlling conflict at public meetings. Most participants in public hearings are highly motivated and often very nervous. When potential adversaries gather in one room, the possibility of uncontrolled conflict is very high. Your role is not to eliminate the conflict, but to guide the conflict to positive results. Look for cooperation and that "win-win" solution —even if it may be unattainable.

ANTICIPATE CONFLICTS

When reviewing future agenda items, it is important to anticipate possible conflicts. If you are mentally prepared for conflict, you have the battle half won. Make sure you do your homework, so you can concentrate on the dynamics of the meeting rather than learning about the subject at hand.

In any event, make sure you treat all sides of the issue fairly. Set the rules of the hearing early and make sure everyone, without exception, obeys them. Explain carefully the purposes of the public hearing and what action is expected at the conclusion of the hearing. Your insistence on playing by the rules is your best tool for conflict management in the public hearing.

All persons speaking must identify themselves, not only for the record, but also so that you can address them by name. They must be recognized by you before speaking. Set an acceptable time limit for testimony and stick to it.

Whenever possible, place the most controversial agenda item on early in the evening. Be fresh and at your sharpest. Don't let weariness complicate the basic conflict.

Make decisions as promptly as possible. Many councils get so bogged down in procedural distractions, petty details and endless searches for more information that the issues never seem to get resolved.

Set time limits on the public hearing; don't let it ramble on, causing so many to leave before a decision is made.

UNDERSTAND THE SPEAKER

Try not to overreact to such inflammatory comments as: "Who thinks up these ideas anyway?" "You must be in the developer's pocket." "In all my days as a government expert, I never heard such a ridiculous proposal." "This whole thing stinks of politics to me."

These types of comments do not require answers. Most are expressions of frustrations. Try to understand the role the speaker is playing. Try to turn his or her frustration to constructive avenues. Ask questions. Be specific if you can. Refer to the speaker by name. Reinforce areas where you agree. If you feel comments require response, be calm and informational. Do not return insult for insult. Your insults can turn an audience against you for your lack of control and unfairness.

Do not get trapped in a dialogue with the speaker over trivial matters. Try to reinforce the speaker. Help him to overcome his anxiety and nervousness. Repeat what you believe the speaker's position is.

TAKE NOTES

Take notes as the speaker talks, and make sure he is aware of your actions. This will also reinforce his presentation.

Try to avoid speaker to audience conversation. The purpose of the hearing is to help your council act, not engage in debate.

If many people want to speak everyone should have a turn. Each speaker should be given only one chance to speak. If you let one speaker speak twice, all must be able to speak twice. Set the rules at the first of the meeting and stick to them.

If other council members have questions of the speaker, permit these questions only during the speaker's time at the podium. Opening up the conversation with one side or the other after the hearing is closed may be perceived as unfair.

Be careful not to prejudge the action of the council. Use the hearing to gather necessary information about community, neighborhood and individual desires concerning the proposal. Your council members should not express their views on the proposal until after testimony has ended. Their comments and questions should not suggest a position one way or the other.

DISCUSS VIEWS

Once testimony has ended, each council member should be invited to discuss his or her views on the proposal. It is particularly helpful to interweave comments made by the audience during the hearing into the discussion. This reinforces the perception that the council was listening. In attempting to bring the subject to a vote, look for that "win-win" solution, particularly among council members.

View the public hearing as an art form: basic democracy in action at the local level. Make it your personal goal to make the public hearing work. This means everyone will feel fairly treated and believe the council had all the facts, was open in its deliberations and acted accordingly. No one person dominated the meeting and there was sufficient time for all to speak. No one left the meeting disenfranchised.

These ideas should make the job of chairperson more enjoyable and should improve the image of local government.

Page 28 / Illinois Municipal Review / November 1988