Transcript Interest-Based Collaborative Problem Solving

Objectives
 Quick Review of Interest-Based
Collaborative Problem Solving (IBPS)
 Practices to prepare for simulation
 Engaging Stakeholders for IBPS use
 Evaluation/outcome measurement
Conflict in Systems
• An expression of dissatisfaction with
an interaction, process, product, or
service
• Consequence of differing
expectations, competing goals or
needs, confusing communications, or
unsatisfactory interpersonal relations
* 1996, Costantino and Merchant
Sources of Conflict*
Expectations
Broken Promises
Incompetence
Lack of Quality
Resources
Time
Money
Personnel
Space
Personal
Values
Priorities
Perceptions
Styles
Standing on Principles
Inner Conflict
Unmet Needs
*Atlanta Justice Center
Dynamics of Conflict*
What happens if conflict
goes unresolved?
Intense Feelings
Positions Harden
Dehumanizing Occurs
Desire to Punish Emerges
Communication Deteriorates
*Atlanta Justice Center
Stressed System
Power
Rights
Interests
© Ury, Brett, and Goldberg, 1988
Problem Solving Methods: Distributive
Interpersonal Communication :
 Tactical use of other side’s statements
 Strong assertions
 Selective responses
 Limited disclosure of feelings &
underlying interests
-- From Strategic Negotiations, Walton,
Cutcher-Gershenfeld, and McKersie, 1994.
Consequences of Unresolved
Conflicts
Effective
System
Power
Rights
Interests
© Ury, Brett, and Goldberg, 1988
Problem Solving Methods: Integrative
Interpersonal Communication:
 Paraphrasing
 Active Listening
 Minimizing Defensiveness
 Brainstorming
 Disclosure of feelings & underlying
interests
-- From Strategic Negotiations, Walton,
Cutcher-Gershenfeld, and McKersie, 1994.
Results of Well Managed Conflict
• Trust built
• Performance enhanced
• Resistance lessened
• Creative solutions found
• Drama, development, and
growth stimulated
Problem Solving
Spectrum
Facilitated
Factfinding
Advisory
Negotiated
Preventive
Voluntary
Imposed
Issue/Dispute
Involuntary
* © 1998, Christina S. Merchant. Adapted from Costantino and Merchant,
Designing Conflict Management Systems: A Guide to Creating Productive and
Healthy Organizations, Jossey-Bass Inc., 1996.
Resolution and Results
Issue
$
$$$$
Days
Years
Voluntary
Educate Talk it Out
Involuntary
Mediate Investigate Test case Arbitrate
* © 2004, Christina S. Merchant. Adapted from Costantino and Merchant,
Designing Conflict Management Systems: A Guide to Creating Productive and
Healthy Organizations, Jossey-Bass Inc., 1996.
Finding the Right Process “Fit”
Interest-based
Rights-based
Full Performance Problem Solving
Interest-based
Rights-based
© Christina S. Merchant, 1997
Principles Supporting InterestBased Problem Solving (IBPS)
• Focus on the issue
• Explore all interests underlying the issue
• Be open to possibilities and opportunities
• Satisfy others’ interests as well as your own
• Use agreed-upon standards to reach the
best solution
From Getting to Yes, Fisher and Ury
IBPS Preparation
Scope of the issue?
Type of decision needed?
What data required?
 Orientation
Facilitation
 Logistics
Timeframe
 How will we measure success?
 Where does issue go if we fail?
Ground Rules: Effective Groups
1. Test assumptions and inferences
2. Share all relevant information
3. Use specific examples and agree on what
important words mean
4. Explain your reasoning and intent
5. Focus on interests, not positions
- Roger Schwarz, The Skilled Facilitator, 2002
Ground Rules: Effective Groups
6. Combine advocacy and inquiry
7. Jointly design next steps and ways to test
disagreements
8. Discuss undiscussable issues
9. Use a decision-making rule that generates
the level of commitment needed.
- Roger Schwarz, The Skilled Facilitator, 2002
Ground Rules (Procedural):
Examples:

Create a schedule of sessions

Start & end on time

All Group Members Participate

Debrief at end of each day/meeting

No Zingers (cheap Put-Downs)

Frequent Breaks to Keep Energy Up!
Steps in Interest-Based Problem
Solving (IBPS)
 Pre-Step: “Talk Story”
1: Clarify Issue
2: Identify Interests/Reframe issue
3: Brainstorm Options
4: Evaluate Options with Criteria
5: Review and Discuss
6: Consensus Solution
Pre-Step :
“Talk Story”
• Those who have a story about the
problem to be solved share those stories
briefly
• Rest of the group listens actively to
understand the dimensions of the
problem and the concerns of those who
have experienced the problem
• Aim for no more than a total of 15
minutes for the stories to be told
Step 1:
Issues
• The WHAT to be addressed
• The problems to be solved
• Clearly defined so each member
understands the problem
• Jointly selected by the group
. . . A problem well stated is a
problem half-solved.”
Source Unknown
Step 2:
Interests
• Interests are reasons WHY the
issue is a problem
• Identify all interests (e.g.,
needs, concerns, desires)
• Recognize the legitimacy of ALL
interests (separate and mutual)
The Challenge of Identifying Interests!
Positions
“Why?”
“Why?”
Interests
Step 3:
Options
 Options are HOW the interests
can be addressed
 Brainstorm as many ideas as
possible to satisfy interests
 Record on flip chart
 Be open to possibilities and
opportunities
Do you need more information before proceeding?
Data
In order to understand how an option would
work:
• Check with constituents?
• Research the practice?
• Create a period of experimentation?
• Perform a live “test”?
• Observe its use in another site?
Step 4:
Evaluate Options
Criteria state the “qualities or facets of
a good solution”
• Use A-B-C criteria at first and define
A – Achievable (Workable)
B – Believable (Acceptable)
C – Cost Effective (Affordable)
© 2007, Christina S. Merchant
Step 4:
Evaluate Options (cont’d)
• Use matrix, symbols ( & ?’s) and
nonverbal thumb signals (
) to expedite
• Group member polls others: reads option &
members put thumb up ( ) or sideways (?)
• Matrix points out early agreements and
problem areas
© 2007, Christina S. Merchant
Step 5:
Review and Discuss Results
• Collect parts of solution agreed to, then go to
options with 1 or 2 ?’s
• Questioners present concern or need for
information…others either clarify, give
information, or suggest amendments
• Work through the matrix together, building
agreement and solving concerns
© 2007, Christina S. Merchant
Do you need more information before proceeding?
Data
In order to understand how an option would work:
• Check with constituents?
• Research the practice?
• Create a period of experimentation?
• Perform a live “test”?
• Observe its use in another site?
© 2007, Christina S. Merchant
Step 6:
Reach Consensus Solution
• Look back at problem and ensure solution is
comprehensive
• Draft solution & re-check consensus
• Develop implementation plan with timeline and
responsibilities
• Communicate with constituents
• Measure and evaluate effectiveness of solution
© 2007, Christina S. Merchant
Consensus
“The collective opinion formed by a group
of people working together where each
person feels he/she has had a fair chance
to influence the decision, understands the
decision, and is prepared to support it.”
© 2007, Christina S. Merchant
Unilateral Decision-Making
decision
implementation
Consensus Decision-Making
decision
implementation
© 2007, Christina S. Merchant
Consensus Scale
¤ Wholehearted Support
¤ OK, but. . .- minor heart palpitation
¤ Concerns - more heart-to-heart
talk needed
¤ Heartburn - MUST Talk (group not
ready to make decision)
¤ Over My Dead Body!!! - Coronary Block
© 2007, Christina S. Merchant
Covert Dynamics
Too Good
to be
True
Legitimate,
Proper,
Acceptable,
Reasonable
PROBLEM SOLVING
UNEXPRESSED
Secret Hopes &
Wishes
OVERT
“On the Table”
COMMUNICATION
PEOPLE
Questionable,
Illegitimate,
Unacceptable
DENIED
“Under the
Table”
Adapted from Marshak & Katz
Skill Development Cycle
Unconscious Unconscious
Competence
Incompetence
conscious
conscious
Competence
Incompetence
© 1999, Christina S. Merchant, from the work of Peter Adler
Some Keys to IBPS Success
• Prepare to be collaborative rather than
competitive
• Be experimental but trust the process
• Adjust the process as needed
• Do a great job on the first three steps
Some Keys to IBPS Success
• Use a facilitator
• Make “joint-ness” an imperative
• Leverage voluntary resolution
with deadlines and next steps
•Remember, No Surprises!!