Facilitated by Victoria Simmons Center for Collaborative Solutions

Check In o How are you? o Are you here for the duration? o What were you thinking as you left for work this morning? Logistics o Breaks and lunch Process check Agenda for today’s Session

Solving the wrong problem Stating the problem so it can’t be solved Solving a solution Stating problems too generally Trying to get agreement on the solution before there is agreement on the problem.

 The Copy Machine

1. Describe the Problem/Tell the story What’s working or not working? What assumptions are being made? How can we test the results? 2. Agree on the issue(s) to discuss and frame the issue in an open-ended question. (How…What…)

 Using a T Chart: 1. Identify the stakeholders Who is affected by the problem? Who could be affected by the solution? Pebble in a pond 2.Identify stakeholder interests. Interests answer the question, “Why?” 3. Check for shared interests. Note shared interests

 Create Options, Options, Options: Options are possible solutions. Options should be future oriented and answer the question “How?” Use brain storming. No criticism or evaluation. No one “owns” an option. Create at least 10 options

 Evaluate Options Clarify all items. Eliminate duplicate options. Cluster related ideas. Compare options to interests. Eliminate options if everyone agrees.

1. Commit to solution/s: Use consensus. Choose based on your evaluation. 2. Commit to an action plan. Determine roles and responsibilities and establish timelines (who, what, when, how). Set follow-up if necessary. Reduce to writing. Communicate to constituents. Be prepared to test your solutions(s) and revise.

 What worked well?  What was difficult?  What did you realize about the process?  As a trainer, what would you do similarly or differently?

Suggestions Use a queue Be responsible for your own participation Be present Create your own based on today

Instructions: Each of you has a different scenario Listen to each other and answer the questions

Debrief What assumptions did you make? What happened to trust? How did you view your actions? Are there ways to fashion a ground rule to assist with understanding trust and how to address concerns about trust?

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

Strings

Instructions: 1. Count off and find your same number 2. Assign role of: Dean of the Business School Dean of Liberal Arts 3. Read your role and follow steps 1through5 4. NO TALKING!!

Debrief How did the process work? What impact did this type of communication have on the relationship? What did you learn about this type of communication? Has this ever happened with: , draft documents, etc? Are there ways to fashion a ground rule to assist with effective communication?

Review Ground Rules ◦ Review what we have so far ◦ How do you “check in” if not adhering to what you agreed to?

Homework – who, what, when Communication about session Plus/Delta