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