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

2. Two Questions
Why collaborate?
What does collaboration look like?

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

4. 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?

5. Golden Balls clip 1

6. 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?

7. Golden Balls Clip 2

8. 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?

9. 2 Views of Self-Interest
Independent
Interdependent

10. 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

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

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

14. 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

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

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

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

18. Alternative Models
Position based process
Interest based process

19. Position-based Process

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

21. Interest-Based Approach

22. Which model is more consistent with interdependence? Why?

23. 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

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

25. 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

26. 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

27. 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

28. 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

29. 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?”

30. 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

31. Interest T-Chart
Stakeholder
Stakeholder
Stakeholder

32. Stage 3: Define the Issues
Identify the issues to resolve

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

34. 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

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

36. 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

37. 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

38. Stage 1 Tasks
Tell your stories
Ask questions to clarify

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

40. Stage 3 Tasks
Identify the issues

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

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

43. 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

44. 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

45. 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.

46. Collaborative Relationships

47. No trust No collaboration No team

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

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

50. 3 Ways To Lose Trust Untrustworthy behavior
Misperceiving others’ intent
Ignoring the impact of our behavior

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

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

53. 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

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

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

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

57. 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

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

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