objectives u quick review of interest-based collaborative problem solving (ibps) u practices to...
TRANSCRIPT
Objectives
Quick Review of Interest-Based Collaborative Problem Solving (IBPS)
Practices to prepare for simulation
Engaging Stakeholders for IBPS use
Evaluation/outcome measurement
• 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
Conflict in Systems
* 1996, Costantino and Merchant
Expectations
Broken PromisesIncompetence
Lack of QualityResources
Time MoneyPersonnelSpace
Values
Priorities Perceptions StylesPersonal
Standing on PrinciplesInner ConflictUnmet Needs
*Atlanta Justice Center
Sources of Conflict*
Intense Feelings
Positions Harden
Dehumanizing Occurs
Desire to Punish Emerges
Communication Deteriorates
Dynamics of Conflict*What happens if conflict goes unresolved?
*Atlanta Justice Center
Rights
Interests
© Ury, Brett, and Goldberg, 1988
Power
Stressed System
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
Power
Rights
Interests
EffectiveSystem
© Ury, Brett, and Goldberg, 1988
Interpersonal Communication:
Paraphrasing
Active Listening
Minimizing Defensiveness
Brainstorming Disclosure of feelings & underlying
interests
-- From Strategic Negotiations, Walton,Cutcher-Gershenfeld, and McKersie, 1994.
Problem Solving Methods: Integrative
Results of Well Managed Conflict
• Trust built
• Performance enhanced
• Resistance lessened
• Creative solutions found
• Drama, development, and growth stimulated
Preventive
Negotiated
Facilitated Factfinding
Advisory
Imposed
Voluntary
Issue/DisputeInvoluntary
Problem Solving Spectrum
* © 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.
PreventNegotiate
FacilitateFactfind
AdviseImpose
Involuntary
Issue
Voluntary
$ $$$$Days Years
Educate Talk it Out Mediate Investigate Test case Arbitrate
Resolution and Results
* © 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”
Rights-based
Interest-based
Rights-based
Interest-based
Full Performance Problem Solving
© Christina S. Merchant, 1997
• 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
Principles Supporting Interest-Based Problem
Solving (IBPS)
From Getting to Yes, Fisher and Ury
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?
IBPS Preparation
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
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 Issue2: Identify Interests/Reframe
issue3: Brainstorm Options4: Evaluate Options with
Criteria5: Review and Discuss6: Consensus Solution
“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
Pre-Step :
Issues
• The WHAT to be addressed
• The problems to be solved
• Clearly defined so each member understands the problem
• Jointly selected by the group
Step 1:
. . . A problem well stated is a
problem half-solved.”
Source Unknown
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)
Step 2:
Interests
Positions
The Challenge of Identifying Interests!
“Why?”“Why?”
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
OptionsStep 3:
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?
Data
Do you need more information before proceeding?
Criteria state the “qualities or facets of
a good solution”
• Use A-B-C criteria at first and define
Evaluate Options
A – Achievable (Workable)
B – Believable (Acceptable)
C – Cost Effective (Affordable)
© 2007, Christina S. Merchant
Step 4:
• 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
Evaluate Options (cont’d)Step 4:
• 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
Review and Discuss ResultsStep 5:
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?
Data
Do you need more information before proceeding?
© 2007, Christina S. Merchant
• 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
Reach Consensus SolutionStep 6:
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
Consensus Decision-Making
decision
decision
implementation
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
OVERT
“On the Table”
UNEXPRESSED
Secret Hopes & Wishes
Too Good to be True
Legitimate, Proper, Acceptable, Reasonable
DENIED
“Under the Table”
Questionable, Illegitimate, Unacceptable
Adapted from Marshak & Katz
PROBLEM SOLVING
COMMUNICATION
PEOPLE
Unconscious Incompetence
conscious Incompetence
conscious Competence
Unconscious Competence
Skill Development Cycle
© 1999, Christina S. Merchant, from the work of Peter Adler
• 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 resolutionwith deadlines and next steps
•Remember, No Surprises!!
Some Keys to IBPS Success