• Be aware of your own cultural lens — the beliefs, values, biases which shape how you view things.

• Identify and involve the interest groups who have a stake in the outcome of the policy, plan, etc.

• Hold fair, objective one-to-one discussions to "vent" hostilities, and identify underlying emotions or interests.

• Use a neutral facilitator for meetings or planning sessions, if possible. Make sure facilitator’s role is understood.

• Make sure that attendees know why meetings have been called, and what is expected of them.

• Establish ground rules for an "attack-free" safe haven for dialogue.

• Focus on the problem or issue, not the person.

• Use language like "I perceive...." or "it seems to me...." to acknowledge that everyone may not share your perspective.

• Reiterate that personal attacks and blame aren’t constructive.

• Promote dialogue, not monologue. Don’t let one person dominate the discussion.

• Use flip charts or boards to create a visible record of conversation. This ‘community record’ assures attendees that they are being heard.

• Identify and reiterate common ground and common goals. Focus on shared interests and concerns.

• Try to reach consensus, even if the group simply reviews points of agreement.

• Recap discussion by summarizing the meeting and future action.

• Supplement meetings with a variety of other communication vehicles to keep participants up-to-date on the decision-making process.

Since each situation is as unique as its mix of participants, avail yourself to the wealth of reading material that exists on conflict resolution, negotiation, and consensus- and team-building. You might also consider gaining experience through community-based conflict resolution volunteer programs, or a training program or consulting firm that takes into account the special needs of your organization.