INTEREST BASED STRATEGIES
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Slide 1
INTEREST BASEDSTRATEGIES
OD Mod 3Intervention
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Slide 2
INTEREST BASED STRATEGIES
Communication
Relationship
Alternatives CommitmentIssuesStories
InterestsOptions
Standards
The IBS Model
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Slide 3
Quality ofRelationships
Quality ofOur Collective
Thinking
Quality ofActions We
Take
Quality of
Results
ReinforcingReinforcingLoopLoop
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Slide 4
The Building (blocks) of Trust and Respect
Rosemarie Barbeau
bStraight
TalkListening
forUnderstanding
MakingCommit-ments
Reliability
Trust
Respect
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Slide 5
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.
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Slide 6
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.
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Slide 7
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.
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Slide 8
THE LADDER OF INFERENCE
Module 2: Organization Development Transparency 15
I take ACTIONS based on my beliefs
I adopt BELIEFS
I make ASSUMPTIONS
I add MEANINGS
I select DATA
Observable “data” and experiences
The Ladder of InferenceThe Ladder of Inference
The Reflective Loop:
Our beliefs affect what data we
select next time.
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Slide 9
MODEL OF NEGOTIATING STYLES Dr. Rollin Glaser and Christine Glaser
N3Accommodate
N1
Compromise
N4
Collaborate
N2
Defeat
N5
Withdraw
Con
cern
for
Rela
tion
sh
ip
Concern for Substance
High
HighModerate
Mod
Low
Low
INTERACTING CONCERNS
Build friendly relationships
Creatively problem solve so both
parties win
Take whatever
you can getBe a
winner at any cost
Split the difference
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Slide 10
Abilene Paradox BLOCKS TO SPEAKING OUT
Action Anxiety
Negative Fantasies
Fear of Separation
Real Risk
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Slide 11
PERCEPTIONI’M GLAD THE HOLE IS ON THEIR END OF THE BOAT!
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Slide 12
ISSUES
• Workload
• Relationships
• Department Meetings and Staff Retreat
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Slide 13
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?
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Slide 14
INTERESTS
THE UNDERLYING MOTIVATION
FOR WHAT YOU WANTOUT OF THE IBS
PROCESS
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Slide 15
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.
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Slide 16
OPTIONS
POSSIBILE SOLUTIONS OR PARTS OF
SOLUTIONS THAT REQUIRE THE
AGREEMENT OF BOTH SIDES
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Slide 17
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
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Slide 18
BRAINSTORMING GROUNDRULES
No Criticism
No Evaluation
No Attribution
No Commitment
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Slide 19
STANDARDS
OBJECTIVE CRITERIA
THAT CAN BE USED
TO MEASURE A FAIR
GRIEVANCE REMEDY
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Slide 20
STANDARDS FAIR TO ALL PARTIES RELEVANT PAST PRACTICE COSTS WIDELY ACCEPTED EQUAL TREATMENT
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Slide 21
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.
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Slide 22
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?
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Slide 23
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?