Slide 1 INTEREST BASED PROCESS OD Mod 3 Intervention

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Slide 3 INTEREST BASED STRATEGIES Communication Relationship AlternativesCommitment Issues Stories Interests Options Standards The IBS Model

Slide 4 Quality of Relationships Quality of Our Collective Thinking Quality of Actions We Take Quality of Results Theory of Success

Slide 5 COMPONENTS OF COMMUNICATION A Sender A Receiver A Message Feedback Message Feedback Sender Receiver

Slide 6 The Purpose of Communication is Understanding But Understanding is Blocked by Filters or Screens Bias Prejudice Values Needs Goals Assumptions Wants Perceptions Culture Background Education Experience Message Feedback Sender Receiver Filters or Screens

Slide 7 DIALOGUE STYLES Dr. Rollin Glaser and Christine Glaser N3 Accommodate N1 Compromise N4 Collaborate N2 Defeat N5 Withdraw Concern for Relationship Concern for Substance High Moderate Mod Low INTERACTING CONCERNS Build friendly relationships Creatively problem solve so both parties win Take whatever you can get Be a winner at any cost Split the difference

Slide 8 The Building (blocks) of Trust and Respect Rosemarie Barbeau b Straight Talk Listening for Understanding Making Commit- ments Reliability Trust Respect

Slide 9 RESPECT Respect does not mean liking the other personally - because you may not It does not mean doing what the other wants - because you may do the opposite What respect does mean is to give value to the other as a human being just as you would like others to give value to you.

Slide 10 RESPECT To be respected means to be seen and to be heard - every human being deserves that chance. Respect can help build a longer-term relationship. A relationship of mutual respect greatly enhances your ability to influence the other.

Slide 11 RESPECT Respect is the cheapest concession you can give the other. It costs you little and gets you a lot. Respect is the key that opens the door to the other’s mind and heart. To demonstrate your positive attitude of respect - listen and acknowledge.

Slide 12 Solving Tough Problems Adam Kahane Pay attention to your state of mind and how you are talking and listening. Speak up. Engage with and listen to others who have a stake in the system.

Slide 13 Reflect on your own role in the system. Listen with empathy. Listen to what is being said not just by yourself and others but through all of you. Stop talking. Relax and be fully present.

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Slide 15 Abilene Paradox BLOCKS TO SPEAKING OUT  Action Anxiety  Negative Fantasies  Fear of Separation  Real Risk

Slide 16 PERCEPTION I’M GLAD THE HOLE IS ON THEIR END OF THE BOAT!

Slide 17 ISSUES Workload Relationships Department Meetings and Staff Retreat

Slide 18 TELLING THE STORY  Explain the problem and issue in detail  What happened (or is happening)?  When did it happen?  Who is involved?  How does it affect us?  How does it make us feel?

Slide 19 INTERESTS THE UNDERLYING MOTIVATION FOR WHAT YOU WANT OUT OF THE IBS PROCESS

Slide 20 STRATEGIES FOR CLARIFYING INTERESTS  KEEP AN OPEN MIND AND DISCUSS THE MATTER OBJECTIVELY  ASK OPEN ENDED QUESTIONS.  ASK “WHY” OR “WHY NOT”.  ASK “WHAT CAN IT HURT?”, ETC.

Slide 21 OPTIONS POSSIBILE SOLUTIONS OR PARTS OF SOLUTIONS THAT REQUIRE THE AGREEMENT OF BOTH SIDES

Slide 22 BRAINSTORMING RULES  Don’t Judge  Don’t Explain  Don’t Sell  Complete List Before Discussing  Work Quickly  All Participate But Not Required  When Process Slows - Stop  Originators Explain Unclear Ideas  Delete Duplications  Group Like Terms

Slide 23 BRAINSTORMING GROUNDRULES  No Criticism  No Evaluation  No Attribution  No Commitment

Slide 24 STANDARDS OBJECTIVE CRITERIA THAT CAN BE USED TO MEASURE A FAIR GRIEVANCE REMEDY

Slide 25 STANDARDS  FAIR TO ALL PARTIES  RELEVANT  PAST PRACTICE  COSTS  WIDELY ACCEPTED  EQUAL TREATMENT

Slide 26 CONSENSUS REACHED  Agreement on an option or straw design.  Each group member can honestly say: I believe that you understand my point of view; I believe that I understand your point of view. Whether or not I prefer this decision, I support it because: –It was arrived at openly and fairly and It is the best solution at this time.

Slide 27 STORY: explain the problem and issues in detail, clarify, analyze – answers what? INTERESTS: motivation to solve the problem – answers why? IMPLEMENT: action plan [who/ what/where/when] to solve the problem COMMIT: consensus agreement to support selected options – answers will we? OPTIONS: brainstorm possible solutions to the problem – answers how? Think systemically Focus on issues, not on people Communicate – describe, don’t accuse Focus on interests – not on positions Understand interests – don’t judge them Use consensus to decide Know your alternatives Seek to meet mutual and separate interests Respect the role and responsibilities of others Defer evaluation and commitment An Interest-Based agreement process relies on ten key attitudes and behaviors, identified in the outer ring. Adapted from a model developed by Ron Wilson from the Oregon School Boards Association. Relationship EVALUATE: analyze options against interests and STANDARDS: objective measures of option’s value – answers how well?

Slide 28 STORY: explain the problem and issues in detail, clarify, analyze – answers what? INTERESTS: motivation to solve the problem – answers why? IMPLEMENT: action plan [who/ what/where/when] to solve the problem COMMIT: consensus agreement to support selected options – answers will we? OPTIONS: brainstorm possible solutions to the problem – answers how? Think systemically Focus on issues, not on people Communicate – describe, don’t accuse Focus on interests – not on positions Understand interests – don’t judge them Use consensus to decide Know your alternatives Seek to meet mutual and separate interests Respect the role and responsibilities of others Defer evaluation and commitment An Interest-Based agreement process relies on six key elements, identified in the inner ring. Adapted from a model developed by Ron Wilson from the Oregon School Boards Association. Relationship EVALUATE: analyze options against interests and STANDARDS: objective measures of option’s value – answers how well?