TOOLS TO DEAL WITH CONTROVERSIAL PUBLIC ISSUES Session 2: Establishing a Process for Success Darcy...
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Transcript of TOOLS TO DEAL WITH CONTROVERSIAL PUBLIC ISSUES Session 2: Establishing a Process for Success Darcy...
TOOLS TO DEAL WITH CONTROVERSIAL PUBLIC ISSUES
Session 2: Establishing a Process for Success
Darcy BaturaWSU Extension
Overview of the Agreement Process
• Assessing the SituationEstablishing a Process
• Negotiating the Process
• Evaluating the Impacts
• Post-conference follow-up
What is Public Issues Education?
• Public issues education prepares people to engage in complex public issues of widespread concern in ways that lead to better-informed decisions.
Step 1: Assessing the Situation
• Sensing interviews
• Collaborative potential
• Stakeholder analysis
• Conflict analysis
• Resource issue analysis
• Conflict dynamics continuum
• Situation analysis summary
Step 2: Establishing a Process for Success
• Effective Communication Skills
• Fair and Equitable Process
• Defining the Problem
• Building Partnerships and Working Agreements
Designing the Process: Levels of Satisfaction
Substantive
Procedural Psychological
Adapted from work of J.R. Hackman Harvard University
Levels of Satisfaction
Three elements must be satisfied for an effective collaborative process.
• Substantive satisfaction comes from making agreements, goals, etc. in a way that participants feel they got something (product) out of the process.
Levels of Satisfaction
• Procedural satisfaction comes from a sense of fairness—that the process itself was just and equitable.
• Psychological satisfaction comes when participants feel respected and listened to.
• What do the levels of satisfaction have to do with designing the process?
Designing the process – why is this important?
• Clarify expectations, objectives, and responsibilities
• Identify resources required (fees, equipment, staff, etc)
• Agree on a timeline, including a post-evaluation of the process
• Clarify initial strategies of the process
• Agree that “ground rules” will be determined and followed
Modified from the work of Kay Haaland, WSU Extension
Designing the process – why is this important? (continued)
• Clarify the disengagement process (evaluations, closure ceremonies, reports, etc)
• Identify how decisions will be made
• Agree upon expectations around confidentiality
• Create a paper-trail between facilitator and client
Modified from the work of Kay Haaland, WSU Extension
Key Points in the Contracting Process for the Facilitator
• Identify the real client
• If conflict is high, decide if group relationship building needs to take place
• Identify the range of expected outcomes as well as the desired outcome
• Clarify the content expectations of the client
• Point out that capacity building among the stakeholders will be a by-product of the process
• Determine the formality needed for writing the contractModified from the work of Kay Haaland, WSU Extension
Key Points in the Contracting Process for the Client
• Explain to the facilitator why their services are necessary and what desired outcomes would be
• Assemble a working group of 3-5 people to educate the facilitator about the situation
• Check references for any facilitator you consider hiring
• Make sure you feel comfortable with who you hire.
Modified from the work of Kay Haaland, WSU Extension
Issues and Concerns to consider while Designing a Process
• Personnel changes within the client group
• Unclear, or unrealistic expectations of the process
• Changing expectations or goals
• The “magic wand” syndrome – thinking the facilitator will solve all problems
Modified from the work of Kay Haaland, WSU Extension
Writing a Working Agreement or Contract
• Facilitators should utilize contracts, as they add value to the facilitator’s work.
• Consider using the term agreement, or memorandum of understanding instead of contract
• Include a signature page so you know the key clients have seen and agreed to the planned process
• Consider adding a clause about asking probing or sensitive questions.
• See example: HandoutModified from the work of Kay Haaland, WSU Extension
Create a Micro Design
Who Time Description of Activity Materials Outcomes
Jane 8:00 Introductions
Get Started
Review Agenda and Purposes
Joe 8:30 Review Questionnaire Results
Handout
PowerPoint
Jane 9:45 The Collaboration Process 4 stages laminate
Never enter into negotiations without knowing what your best alternative is.
Ground Rules/Working Agreements
• Serve as a diagnostic frame
• Guide the groups behavior
• Guide your behavior as facilitator
• Serve as a learning tool for developing effective group norms
• Begin the meeting with a successful and agreeable group process
Behavioral and Procedural Ground Rules
• Start and end on time
• Turn off cell phones
• Treat everyone with respect
• Do not interrupt colleagues
• Propose vs. Oppose
• Etc.
Ground Rules for Effective Groups
• Test assumptions and inferences
• Share all relevant information
• Use specific examples and agree on what important words mean
• Explain your reasoning and intent
• Focus on interests, not positions
• Combine advocacy and inquiryContinued
Ground Rules for Effective Groups
• Jointly design next steps and ways to test disagreements
• Discuss undiscussable issues
• Use a decision-making ground rule that generates the level of commitment needed.
Adapted from The Skilled Facilitator, by Roger Schwarz
Additional elements to consider for ground rules
• How are the various interests represented?
• How do we maintain respect, equity and fairness among the group?
• What are our expectations for good faith negotiation?
• What are our expectations for confidentiality?
• How do we deal with unwanted behaviors?
• What is our expectation for attendance?
• How do we deal with the media?Continued
Ground Rules continued
• How do we manage observers?
• How is information acquired and managed?
• How do we handle uncertainty?
• How do we deal with disagreements?
• Our decision making process is _______.
• If we do not reach agreement, we will __________.
• How are agreements ratified?
Defining the Problem
• Educate each other about the interests and concerns people have
• Use related scientific and technical data agreed upon
• May use internal and external “experts,” field trips, etc.
• Get agreement on the problem definition
Continued
Defining the Problem• Define the present situation—draft a “problem
statement”
• Define the desired future, and name the joint problem in the form of a question, "How can we…?"
• How you ask the question defines where you will go
• These can be media opportunities
Long Beach WA. – Oyster Dispute
• Oldest Ag industry in WA. (1840’s)• Provides 60% of nations Oysters• Pest – subsurface shrimp• Current control – aerial spraying insecticides
when tide is out• 15 yr. dispute led to settlement agreement –
spraying will cease in 2012• Mad research rush is on to find effective
alternative control method• The current 2012 obligation may end the
Oyster industry – largest employer in the county
Information courtesy of Kim Patten WSU Long Beach (Research & Extension Unit)