Smart Management for Small Communities...• If IBPS is a cheaper and more sasfying set of dispute...
Transcript of Smart Management for Small Communities...• If IBPS is a cheaper and more sasfying set of dispute...
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Smart Management for Small Communities: Practical Resources for Governance
April 27-29, 2011 Minnowbrook Conference Center, Blue Mountain Lake, NY
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Mee#ng Facilita#on and Conflict Management
A Workshop by Chris#na Sickles Merchant, Professor of Prac#ce
The Maxwell School of Syracuse University
Presented by Melissa Young, Program Manager Environmental Finance Center
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Unsuccessful Mee#ngs/Groups
• Think of your experiences with mee#ngs and groups which were ineffec#ve and/or inefficient in working together and accomplishing tasks.
• What were some of the specific factors that contributed to their ineffec#veness and/or inefficiency?
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Reflec#ve Listening
• Involves respecRully listening to a person and then checking in to make sure you understand what they are saying.
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Your turn!
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Task Process “What” “How”
Seeking Balance
Adapted from Bales © 1996, Christina S. Merchant
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What causes conflict in groups?
• No facilita#on • Poor group skills • Individual differences • Lack of/ different informa#on • Unclear goals • Personal or professional agendas (no common
purpose) • Lack of behavioral standards • Power • Lack of problem‐solving process • No ability to reflect, assess, improve • No closure
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Defini#ons of Facilita#on • Facilita7on is the increased ease of performance of any ac7on. (Webster Dic+onary)
• Facilita7on is the design and management of structures and processes that help a group do its work and minimize the common problems people have working together. (Jus+ce and Jamieson, The Facilitator’s Fieldbook, AMACOM, 1999)
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Types of Facilita#on
• Basic vs. Developmental (Schwarz)
– Basic: one mee#ng…membership varying…focus on mee#ng flow, event design and efficiency
– Developmental: ongoing group for foreseeable future…focus on effec#ve group development and increased capability to problem solve and achieve high performance
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Facilitator Tasks
• Meeting Flow
• Group Development
• Group Performance
©2000, Christina S. Merchant and Jean A. Savage
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Low Involvement
High Involvement
Observe & comment on process
Help group move along with steps when off course
Run problem solving process
©2000, Christina S. Merchant and Jean A. Savage
Facilitator Range of Involvement
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Form Storm Norm Perform
[Tuckman]
Group Development Stages
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Ground Rules for Effec#ve Groups
1. Valid Informa#on 2. Free and Informed
Choice
3. Internal Commitment
4. Compassion
Ground rules are based on four core values:
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1. Test assump#ons and inferences. 2. Share all relevant informa#on. 3. Use specific examples and agree on what important words mean. 4. Explain your reasoning and intent. 5. Focus on interests, not posi#ons.
Ground Rules for Effec#ve Groups
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6. Combine advocacy and inquiry. 7. Jointly design next steps and ways to test
disagreements. 8. Discuss undiscussable issues. 9. Use a decision‐making rule that generates the level of
commitment needed.
Ground Rules for Effec#ve Groups
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Crea#ng a Mee#ng Purpose • Exchange informa#on • Analyze specific informa#on or problem • Iden#fy specific needs, interests, concerns • Generate alterna#ve solu#ons • Make a decision • Address social needs of members
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• Room Set‐Up • Materials and Equipment • Breaks
Other Concerns
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Theory behind facilita#on?
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Interest-Based Conflict Management
• Participants develop processes which benefit whole of the organization
• Interest-based processes often lead to more creative and durable solutions
• Relationships are frequently improved
• $ and time can be saved
• Participants encourage others to use the alternative processes
© 1997, Christina S. Merchant. All rights reserved.
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“. . . A problem well stated is a problem half-solved.”
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Rights
Interests
* © Ury, Brett, and Goldberg, 1988
Power
Stressed System *
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Stressed System
Interpersonal Communica7on : Tac7cal use of other side’s statements Strong asser7ons Selec7ve responses Limited disclosure of feelings &
underlying interests -- From Strategic Negotiations, Walton, Cutcher-Gershenfeld, and McKersie, 1994.
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Power
Rights
Interests * Ury, Brett, and Goldberg, 1988
Effective System *
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Interpersonal Communication:
Paraphrasing Active Listening Minimizing Defensiveness Brainstorming Disclosure of feelings & underlying interests
-- From Strategic Negotiations, Walton, Cutcher-Gershenfeld, and McKersie, 1994.
Problem Solving Methods: Integrative
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Resolution and Results
Prevent Negotiate
Facilitate Factfind
Advise Impose
Involuntary
Issue
Voluntary
$ $$$$ Days Years
Educate ‐ Talk it Out ‐ Mediate – Inves7gate ‐ Test case ‐ Arbitrate
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Key Methods for Managing Conflict
• Communica#on: ac#ve listening, feedback, ground rules for behavior
• Engagement of par#es of interest – stakeholders…pro‐ac#ve sharing of informa#on and opportunity with those who have a stake and who can help
• Problem solving processes
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Steps in Interest‐Based Problem Solving (IBPS)
• Clarify Issue • Iden#fy Interests/Reframe issue • Brainstorm Op#ons • Evaluate Op#ons with Criteria • Review and Discuss • Consensus Solu#on
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• The WHAT to be addressed, including its component parts
• State the problem as a question and in a positive
fashion • Define the problem so each member clearly
understands it
Step One: Clarify the Issue
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“Talk Story”
• Those who have a story about the problem to be solved share those stories briefly
• Rest of the group listens ac#vely to understand the dimensions of the problem and the concerns of those who have experienced the problem
• Aim for no more than a total of 15 minutes for the stories to be told
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Step Two: Identify the Interests
• Interests are reasons WHY the issue is a problem, so “peel the onion” with “why?”
• Identify all interests (e.g., needs, fears, concerns, desires, hopes)
• Recognize the legitimacy of all interests
• Remember to look back at the issue and reframe to capture all of the interests
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How the problem can be addressed • Use brainstorming to be creative and
prolific without pre-judgment • Capture all ideas and keep in front of
problem solving group (chart) • Be open to possibilities - think “outside the
box”
Step Three: Brainstorm Op7ons
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Using the Flipchart as an Effec7ve Facilita7on Tool
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Flip charts as useful tools
1. The Purpose of Mee7ng 2. The Agenda
3. Key presenta7on points 4. Proposals/New ideas
5. Alternate Issues 6. Ac7on Items/Next steps
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Tips for char#ng • Use words sparingly • Try to capture complex ideas in as few words as possible • Use different colored markers • Don’t use light colors
• Flip charts a a tool, meant to help you focus the group
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Questions for Consideration
• If IBPS is a cheaper and more sa+sfying set of dispute resolu+on methods, why hasn’t it spread everywhere?
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Resources
– EFC Staff – PARCC: [email protected] Program for the Advancement of Research on Conflict and Collabora#on
– Chris#na S. Merchant, Professor of Prac#ce: [email protected]