Conflict is inevitable;
Conflict develops because we are dealing with people's lives, jobs, children, pride, self-concept, ego and sense of mission or purpose;
Early indicators of conflict can be recognized;
There are strategies for resolution that are available and DO work;
Although inevitable, conflict can be minimized, diverted and/or resolved.
Beginnings of conflict:

Poor communication
Seeking power
Dissatisfaction with management style
Weak leadership
Lack of openness
Change in leadership
Conflict indicators:

Body language
Disagreements, regardless of issue
Withholding bad news
Surprises
Strong public statements
Airing disagreements through media
Conflicts in value system
Desire for power
Increasing lack of respect
Open disagreement
Lack of candor on budget problems or other sensitive issues
Lack of clear goals
No discussion of progress, failure relative to goals, failure to evaluate the superintendent fairly, thoroughly or at all.
Conflict is destructive when it:

Takes attention away from other important activities
Undermines morale or self-concept
Polarizes people and groups, reducing cooperation
Increases or sharpens difference
Leads to irresponsible and harmful behavior, such as fighting, name-calling
Conflict is constructive when it:

Results in clarification of important problems and issues
Results in solutions to problems
Involves people in resolving issues important to them
Causes authentic communication
Helps release emotion, anxiety, and stress
Builds cooperation among people through learning more about each other;
joining in resolving the conflict
Helps individuals develop understanding and skills
Techniques for avoiding and/or resolving (board-superintendent) conflict:

Meet conflict head on
Set goals
Plan for and communicate frequently
Be honest about concerns
Agree to disagree - understand healthy disagreement would build better decisions
Get individual ego out of management style
Let your team create - people will support what they help create
Discuss differences in values openly
Continually stress the importance of following policy
Communicate honestly - avoid playing "gotcha" type games
Provide more data and information than is needed
Develop a sound management system
Causes of board-superintendent conflict:

How does a school board cause conflict with a superintendent?

Trying to be administrators; overstepping authority
Making promises as board members individually
Involving themselves in labor relations or budgetary minutia
Not doing their "homework" and failing to prepare for meetings
Not following procedures for handling complaints
Not keeping executive session information confidential
Failing to act on sensitive issues
Failing to be open and honest with the superintendent
Making decisions based on preconceived notions
Not supporting the superintendent - lack of loyalty
Springing surprises at meetings
Having hidden agendas
How does a superintendent cause conflict with a school board?

Not treating board members alike
Not informing the board members of public concerns
Not providing adequate financial data or adequate information
Using poor public management practices
Making public statements before informing the board
Failing to be open and honest with the board
Not providing alternatives in an objective manner
Not adjusting to the new reality of an involved board
Not support the board - lack of loyalty
Springing surprises at meetings
Having hidden agendas
Elements of a strong board-superintendent partnerships

Full disclosure
Frequent two-way communication
Careful planning
Informal interaction
Periodic evaluation
Mutual support
Courageous decision controversies:

The controversies usually involve:

Changes in the way "we've always done things"
Notions of fundamental values
Determined, articulate advocates for every side
Inability to compromise
Rampant rumors
Threats of retaliation at the polls at the next bond, levy or school
Board election
Resolving Conflict

Searching for the causes of conflict is essential to be successful in resolving the conflict. Nine possible causes of conflict include:

Conflict with self
Needs or wants are not being met
Values are being tested
Perceptions are being questioned
Assumptions are being made
Knowledge is minimal
Expectations are too high/too low
Personality, race, or gender differences are present