Last week, I attended a local gathering of the BC Non-profit Network. One of the presenters, JP Baker, spoke about “solving problems vs managing tensions”. It was my first exposure to that phrase. It is, in essence, a more modern version of the old saying which goes “Grant me the serenity to accept the things I cannot change, the courage to change the things I can and the wisdom to know the difference.” However you prefer to phrase it, the idea is key to effectively running a volunteer program.
Whether something is a problem or a tension has nothing to do with the size or complexity of the issue. The opioid crisis sweeping Canada and other countries right now is a problem. So is the fact that I’m out of cookies. The polarisation of politics in the US and other countries is a tension. So is the fact that my husband and I disagree on the best way to spend the long weekend.
How do you tell the difference?
Problems tend to be clear and contained.
They have a cause and a solution. The solution may not be easy, or even known yet, but there is one. Some problems, on the other hand, can be solved just by being a sympathetic ear.
Here’s a typical problem. A volunteer manager notices a drop in attendance at training sessions. After digging into the issue, she realises that the scheduled times aren’t working for most of the volunteers. She surveys the group, changes the session times, and sees attendance bounce back. Problem solved.
As satisfying as it is to check these kinds of things off a list, not everything in leadership fits into this tidy structure.
So let’s consider a different kind of challenge. One that doesn’t come with a solution. Tensions.
Managing tensions involves an ongoing balancing act. They are often a conflict between two valid and important sets of values or viewpoints. They can’t be solved exactly, but they can be managed.
A few years ago, I worked with “Paul”. When his organisation introduced a new digital system to track hours and communicate with volunteers, things got tricky.
Some of the volunteers were thrilled. They loved the convenience of logging in from home or checking updates on their phones. Others, especially long-time volunteers who weren’t comfortable using technology, felt overwhelmed and frustrated.
Paul was caught between two valid needs: moving the program forward with new tools, and staying inclusive of volunteers who weren’t comfortable with tech. He couldn’t “solve” this by choosing one group over the other. It wasn’t a problem with a neat answer; it was a tension he needed to manage.
He found a balance by offering drop-in tech help sessions and doing manual hours logging for those volunteers who had trouble. Was it perfect? Far from it. But it was an empathetic approach that gave something to both sides.
So how can leaders of volunteers tell the difference between a problem and a tension?
It isn’t always easy, but here’s a simple way to think about it. if the issue can be resolved with a decision or a plan, it’s probably a problem. If it keeps coming back, involves competing values, or requires you to balance two good things, it’s likely a tension. I’ve found (though it’s not universal) that problems are about systems and things, while tensions involve people and emotions.
Trying to fix a tension the same way you’d fix a problem usually leads to frustration and wasted time. It can also mean making decisions that favour one side while ignoring the other. Trying to manage a problem, on the other hand, means that something that could be fixed to the betterment of everyone drags on and festers.
Solving problems tends to be (relatively!) clear-cut, so let’s look at managing tensions.
There are a few different actions that will help.
- Clarify the opposing needs or values.
The better you understand exactly where the conflict is coming from, the easier it will be to find a balance between them. This isn’t about compromise exactly, but more of trying to find a win-win.
- Communicate fully and often.
Talk to volunteers about the tension. Express your desire to make sure everyone’s needs are met, while still moving forward. Encourage them to come to you with their concerns, and ask for their advice on the best ways to handle things.
- Stay flexible.
Tensions shift. The way you’re managing tensions today might not work next year. Be willing to pivot and change as necessary.
Leadership in the volunteer sector is full of complicated decisions.
It’s not about finding quick fixes for everything, but rather about learning which issues need solving and which ones need steady, thoughtful management. The leaders who do this well don’t just keep programs running. They build resilience into it and the volunteers.
