Working in environments that heavily depend on a blend of paid staff and dedicated volunteers creates a unique dynamic. Both groups often share a profound commitment to a cause, driven by passion and purpose. However, differences in roles, responsibilities, and expectations can lead to misunderstandings and, occasionally, conflict. In such settings, managing interpersonal tension becomes not just a peripheral task but a central component of maintaining a healthy organisational culture.
Conflicts can arise for various reasons: role ambiguity, differing opinions on decision-making, perceived imbalance in recognition or value, or even basic miscommunication. Volunteers may feel undervalued or excluded from key discussions, while staff may feel burdened by the need to correct or supervise unpaid counterparts who may not be held to the same standards. These conflicts, if left unaddressed, can erode trust, diminish team morale, and threaten the efficacy of a project or organisation.
Proactively addressing these challenges requires more than just crisis management; it involves cultivating an environment where both staff and volunteers understand their shared goals and unique contributions.
The Importance of Setting Clear Expectations
One of the most powerful tools in mitigating conflict is clarity. At the outset of any volunteer engagement, it is essential that organisations clearly articulate the roles, responsibilities, and boundaries of both staff and volunteers. This includes training sessions, role descriptions, and orientations that not only define tasks but also explain organisational hierarchies, reporting procedures, and communication channels.
When expectations are mutually understood, there is less room for perceived imbalance or resentment. Staff should be aware of the governing principles surrounding volunteer engagement, while volunteers should understand their role within the wider operational strategy. For instance, if a volunteer is meant to assist with administrative tasks, they should not feel slighted for not being included in strategic planning meetings—provided this distinction is communicated early and respectfully.
Clear expectations also guard against the unintentional blurring of lines. Because volunteers often step in with a spirit of proactivity, they may take initiative in areas beyond their scope. While initiative is valuable, it can create friction if it disrupts established workflows or undermines staff authority. By aligning on boundaries early, organisations reduce the chances of such misunderstandings.
Cultivating a Culture of Mutual Respect
Respect is the currency of any successful team dynamic. Yet, in a hybrid environment of paid staff and unpaid volunteers, the perception of value can be uneven. The language and actions communicated by leadership significantly influence whether a culture of respect is fostered or undermined.
To maintain harmony, organisations must consciously acknowledge the contributions of both groups, ensuring that recognition is equitable, not equal. Staff may contribute through longer hours and strategic involvement, while volunteers bring in fresh perspectives, community ties, or specific skills. Celebrating successes that involve both parties builds a sense of shared ownership and mitigates divisions.
Staff training should include modules on working with volunteers, emphasising empathy and appreciation. Similarly, volunteers should receive guidance on professional standards, including punctuality, dressing appropriately, and respecting organisational policies. These reciprocal expectations frame every interaction in terms of mutual respect.
Language also plays a subtle but impactful role. Avoiding a patronising tone—especially when issuing corrections or feedback—is fundamental. Volunteers who feel belittled are more likely to disengage or become defensive. On the other hand, staff who feel their authority is questioned may respond with territoriality. Creating forums for open dialogue, where each group can voice concerns and suggestions without judgement, empowers everyone involved.
Intervening Early and Effectively
When conflict begins to manifest—be it through curt conversations, avoidance, or passive-aggressive behaviour—it is crucial to act quickly. Early intervention often limits damage and prevents polarised camps from forming within the team.
Those intervening in such conflicts must possess both neutrality and empathy. Whether it is a dedicated volunteer coordinator, HR staff, or a team leader, mediators should approach the situation with genuine curiosity rather than assumptions. They must ask: What is driving this tension? Is it a specific event or a series of unmet expectations?
It helps to have a structured conflict resolution process in place. This typically begins with one-on-one conversations to understand each party’s perspective privately. The mediator should listen actively, validate feelings without necessarily confirming perspectives, and seek common ground.
Following individual discussions, a joint meeting with both parties may be arranged, focusing on constructive dialogue. Ground rules should be established: speak respectfully, do not interrupt, and focus on issues rather than personal attacks. The goal is mutual understanding and collaborative problem-solving, not victory for one side.
Importantly, the resolution process should end with actionable steps. What commitments are each party willing to make? How will they communicate if a similar issue arises again? Follow-up meetings or check-ins can reinforce that these measures are not symbolic but integral to future interactions.
Encouraging Collaborative Problem-Solving
Every conflict also presents an opportunity to enhance cooperative practices. Once tensions have subsided, organisations can facilitate team-building exercises or workshops that promote shared problem-solving. These need not be tedious lectures but interactive sessions where volunteers and staff jointly tackle fictional scenarios or current organisational challenges.
By solving problems together in a neutral, low-stakes environment, both groups can learn more about each other’s working styles, preferences, and value sets. This builds bridges where adversarial impulses may have previously prevailed.
Forums like volunteer councils, mixed working groups, or suggestion boxes allow volunteers a platform to influence decision-making without disrupting operational flow. When volunteers see their voices influencing change—whether in event planning or policy adjustments—they feel more integrated. Likewise, staff may feel more supported and less burdened, knowing they are not solely responsible for innovation or execution.
This spirit of co-creation turns the typical narrative of ‘volunteer versus staff’ into one of ‘volunteer and staff,’ united under shared goals and mutual reliance.
Managing Power Dynamics and Hierarchies
Even in egalitarian organisations, implicit hierarchies can sow discord. Staff, by virtue of being paid and often more permanent, may be perceived as or actually hold more authority. Volunteers may struggle against this power imbalance, especially if they bring in substantial outside experience or have been with the organisation longer than newer staff members.
This tension is particularly pronounced in governance-heavy organisations, where volunteers may sit on boards or advisory panels overseeing strategic decisions, while staff handle day-to-day operations. Navigating these interdependencies requires clarity in governance structures and a shared understanding of who does what.
Where friction is acute, revisiting governance documents, such as bylaws or responsibilities matrices, can dispel ambiguity. Training on effective decision-making and team leadership—offered equally to staff and leading volunteers—can promote a more level playing field.
Additionally, leadership figures should model humility and inclusiveness, acknowledging gaps in their own knowledge and inviting input from all corners, regardless of job title or volunteer status. This shifts power from being positional to being collaborative and merit-based.
Sustaining Long-Term Harmony
Addressing individual conflicts is only part of the equation. For long-term harmony between volunteers and staff, organisations must embed conflict prevention and resolution into their core practices. That means regular feedback loops, accessible support structures, and a leadership team committed to emotional intelligence.
Exit interviews can be informative—not just for departing staff, but for volunteers as well. Their insights can surface the underlying tensions that may not have boiled over into open conflict but nonetheless eroded satisfaction and retention. Trends from this feedback should feed back into staff training, volunteer management practices, and internal communications.
Peer mentoring programmes can also be effective. Matching seasoned volunteers with newer ones or pairing junior staff with experienced volunteer leaders can help smooth transitions, foster informal networks, and create allies who mediate micro-conflicts before they escalate.
Finally, organisational values must go beyond promotional materials. Statements about inclusivity, respect, and collaboration should translate into everyday exchanges. Whether it is encouraging cheerful greetings, prompt responses to emails, or respectful listening in meetings, small practices reinforce big commitments.
Conclusion
Volunteers and paid staff are two pillars supporting the same mission. Their relationship, while complex, holds immense potential when nurtured with care, intentionality, and mutual respect. Conflict, though occasionally inevitable, does not signal dysfunction but rather an opportunity to re-align, grow, and deepen collaboration.
With thoughtful processes, clear communication, and a willingness to see from the other’s lens, organisations can transform points of tension into pathways for trust. What results is more than a peaceful working environment—it is a resilient, unified team with a shared heartbeat, better equipped to make a meaningful impact.
