Joanne Bodine Neil Bodine The Bodine Group Collaborate Or Die Joanne Bodine Neil Bodine The Bodine Group

Two Questions Why collaborate? What does collaboration look like?

Golden Balls Contestant options Split, split – 50%/50% Spilt, steal – 100% for stealer Steal, steal – nothing

Golden Balls Think about what you would do Pay close attention to the dialogue What do they say? What works? Think about the outcome Why did it happen? Long term consequences?

Golden Balls clip 1

Clip 1: Questions What stuck you? Why the result? What consequences—short and long term? To what extent was trust a factor? What would you have done?

Golden Balls Clip 2

Clip 2: Questions What struck you? Why the different result? What difference was there in dialogue, if any? What created trust? What was the basic nature of the relationship?

2 Views of Self-Interest Independent Interdependent

Interdependence Interdependence means I cannot meet my needs unless your needs are met is fact, not a choice The CHOICE is to compete, ignore or collaborate

The fundamental question in every relationship and organization Are we interdependent or not?

If we are interdependent, we should act like it Otherwise we ultimately harm ourselves

Elements of Collaboration Recognition of everyone’s value Problem solving and decision making based on interests and inquiry Common set of values & norms Deep and honest communication

Elements of Collaboration Complete transparency Focus on facts and data Commitment to work things out in a way that meets everyone’s interests

When one tugs at one thing in nature, he finds it attached to the rest of the world. John Muir

Collaborative Problem Solving, Decision Making & Negotiation Letting Others Have Your Way

Alternative Models Position based process Interest based process

Position-based Process

Natural Problem Solving Process Understand the problem Look at underlying concerns Explore possible ways to solve Evaluate possible solutions Choose a specific solution

Interest-Based Approach

Which model is more consistent with interdependence? Why?

Core Principles of IBPS Everyone has an equal voice Focus on interests, rather than positions Focus on issues, not people Defer commitment to the end

Core Principles Commit to candor & full disclosure Inquire, rather than assume Persuade, rather than coerce Assume the best intentions

Contrasting Principles Position-based approach Use information tactically Focus on our proposal Argue to win Interest-based approach Be candid & fully disclose Explore many possible solutions Ask questions to understand

Contrasting Principles Proposal-based approach Connect relationship & content Decide how to treat the other Interest-based approach Separate relationship & content Agree how to treat each other

Stages of IB Process DESCRIBE the problem IDENTIFY stakeholders & their interests DEFINE the issues CREATE options EVALUATE options based on interests COMMIT to solutions and a plan of action

Stage 1: Describe the Problem Agree on the subject matter Tell the story What’s happening? What’s working? What’s not working? Perceptions need not match The goal is understanding, not agreement

Stage 2: Identify Stakeholders And Interests Identify the stakeholders Those directly affected by the problem Identify their interests Interests Are the underlying motivation for what we want: needs, desires, fears, concerns Answer the question “Why?”

Stage 2: Identify Stakeholders And Their Interests Process Identify the direct stakeholders Identify your own interests Seek to understand others’ interests Explore which interests are separate, mutual or interdependent

Interest T-Chart Stakeholder Stakeholder Stakeholder

Stage 3: Define the Issues Identify the issues to resolve

Stage 4: Create Options Options are Possible solutions Answer the question “How?”

Stage 4: Create Options Process Use free-flowing brainstorming No criticism or evaluation No one owns an option No one has to defend an option, but may need to explain it Options do not require agreement

Stage 5: Evaluate Options Process Clarify & cluster options Compare options to the interests Modify options to better meet interests Eliminate options by consensus

Stage 6: Commit To Solutions And A Plan Process Create & refine a straw design When the straw design adequately meets all interests, explicitly commit Put the agreement in writing Develop an implementation plan

Searching For Solutions Cyclical Nature of Problem Solving Understanding the Problem Sifting data and defining the issues Identifying and probing interests Reflection Evaluation Check the vision Revisit assumptions, values, beliefs, and interests Focus on learning Searching For Solutions Option generation Working as a team and staying on the same page Reaching Agreements Evaluating and analyzing options (against interests and alternatives) Refining/narrowing the list Deciding and committing

Stage 1 Tasks Tell your stories Ask questions to clarify

Stage 2 Tasks Identify the stakeholders Identify their interests Explore which interests are separate, mutual and interdependent

Stage 3 Tasks Identify the issues

Stage 4 Tasks Brainstorm options Do not comment or evaluate Hold your questions for now Write down and number options

Stage 5 Tasks Evaluate each option Eliminate options by consensus Revise, combine or add options to better meet the interests

Stage 6 Tasks Create a straw design Refine it Does it address all the issues? Does it adequately meet all the interests? Explicitly commit when no further refinement is needed

The Interest-based Approach Is Not just a method of mutual problem solving or negotiation A template for working together A way of thinking about problems A template that can be used unilaterally by asking questions IB Aikido

High above the hushed crowd, Rex tried to remain focused High above the hushed crowd, Rex tried to remain focused. Still, he couldn’t shake one nagging thought: He was an old dog and this was a new trick.

Collaborative Relationships

No trust No collaboration No team

Clip 3: Questions What happened? Why? Impact short time & long term?

Questions How can we lose trust? How can we gain trust? Focus on your own experience

3 Ways To Lose Trust Untrustworthy behavior Misperceiving others’ intent Ignoring the impact of our behavior

Trust Can be lost instantaneously Can only be built or rebuilt incrementally

Role Of Norms Stated Norms Operative Norms What we say we will do Our “talk” Operative Norms What we actually do Our “walk”

The Double Standard We are understanding and forgiving of our own conduct because we know our intent We are less forgiving of the others’ conduct because we judge only by their conduct and its impact on us

Tools for Building Relationships Develop ground rules Reflect as a group Surface relationship issues

Develop Ground Rules Decide how you want to treat each other Capture these norms in writing Copy & distribute them

Reflect As A group Periodically take time to assess progress Ask What worked? + What could we improve? Δ What did we learn?

Surface Relationship Issues Conflict is inevitable Relationships improve or not depending on how we handle conflict Failing to surface conflict creates distrust Addressing conflict constructively deepens trust

How? Address relationship issues separately Describe what happened and the impact Do not ascribe intent Reaffirm or create new norms Forgive and make amends

We awaken in others the same attitude of mind we hold toward them