INTEREST BASED STRATEGIES

1. OD Mod 3 Intervention INTEREST BASED STRATEGIES

2. INTEREST BASED STRATEGIES The IBS Model Communication Relationship Issues Stories Interests Options Standards Alternatives Commitment

3. Reinforcing Loop Quality of Relationships Quality of Results Quality of Our Collective Thinking Quality of Actions We Take

4. b Respect Trust Reliability Straight Talk Listening for Understanding Making Commit- ments The Building (blocks) of Trust and RespectRosemarie Barbeau

5. RESPECT • Respect does not mean liking the other personally - because you may not • It does not mean doing what the other wants - because you may do the opposite • What respect does mean is to give value to the other as a human being just as you would like others to give value to you.

6. RESPECT • To be respected means to be seen and to be heard - every human being deserves that chance. • Respect can help build a longer-term relationship. • A relationship of mutual respect greatly enhances your ability to influence the other.

7. RESPECT • Respect is the cheapest concession you can give the other. It costs you little and gets you a lot. • Respect is the key that opens the door to the other’s mind and heart. • To demonstrate your positive attitude of respect - listen and acknowledge.

8. THE LADDER OF INFERENCE

9. MODEL OF NEGOTIATING STYLES Dr. Rollin Glaser and Christine Glaser N3 N2 High Collaborate Accommodate INTERACTING CONCERNS Creatively problem solve so both parties win Build friendly relationships N5 Compromise Mod Concern for Relationship Split the difference Take whatever you can get Be a winner at any cost Withdraw Defeat Low N4 N1 Concern for Substance Low Moderate High

10. Abilene Paradox BLOCKS TO SPEAKING OUT • Action Anxiety • Negative Fantasies • Fear of Separation • Real Risk

11. PERCEPTION I’M GLAD THE HOLE IS ON THEIR END OF THE BOAT!

12. ISSUES • Workload • Relationships • Department Meetings and Staff Retreat

13. TELLING THE STORY • Explain the problem and issue in detail • What happened (or is happening)? • When did it happen? • Who is involved? • How does it affect us? • How does it make us feel?

14. INTERESTS THE UNDERLYING MOTIVATION FOR WHAT YOU WANT OUT OF THE IBS PROCESS

15. STRATEGIES FOR CLARIFYING INTERESTS • KEEP AN OPEN MIND AND DISCUSS THE MATTER OBJECTIVELY • ASK OPEN ENDED QUESTIONS. • ASK “WHY” OR “WHY NOT”. • ASK “WHAT CAN IT HURT?”, ETC.

16. OPTIONS POSSIBILE SOLUTIONS OR PARTS OF SOLUTIONS THAT REQUIRE THE AGREEMENT OF BOTH SIDES

17. BRAINSTORMING RULES • Don’t Judge • Don’t Explain • Don’t Sell • Complete List Before Discussing • Work Quickly • All Participate But Not Required • When Process Slows - Stop • Originators Explain Unclear Ideas • Delete Duplications • Group Like Terms

18. BRAINSTORMING GROUNDRULES • No Criticism • No Evaluation • No Attribution • No Commitment

19. STANDARDS OBJECTIVE CRITERIA THAT CAN BE USED TO MEASURE A FAIR GRIEVANCE REMEDY

20. STANDARDS • FAIR TO ALL PARTIES • RELEVANT • PAST PRACTICE • COSTS • WIDELY ACCEPTED • EQUAL TREATMENT

21. CONSENSUS REACHED • Agreement on an option or straw design. • Each group member can honestly say: • I believe that you understand my point of view; • I believe that I understand your point of view. • Whether or not I prefer this decision, I support it because: • It was arrived at openly and fairly and It is the best solution at this time.

22. Communicate – describe, don’t accuse Focus on issues, not on people STORY: explain the problem and issues in detail, clarify, analyze – answers what? Focus on interests – not on positions Think systemically IMPLEMENT: action plan [who/ what/where/when] to solve the problem INTERESTS: motivation to solve the problem – answers why? Understand interests – don’t judge them Use consensus to decide Relationship COMMIT: consensus agreement to support selected options – answers will we? OPTIONS: brainstorm possible solutions to the problem – answers how? EVALUATE: analyze options against interests and STANDARDS: objective measures of option’s value – answers how well? Defer evaluation and commitment Know your alternatives Respect the role and responsibilities of others Seek to meet mutual and separate interests An Interest-Based agreement process relies on ten key attitudes and behaviors, identified in the outer ring. Adapted from a model developed by Ron Wilson from the Oregon School Boards Association.

23. Communicate – describe, don’t accuse Focus on issues, not on people STORY: explain the problem and issues in detail, clarify, analyze – answers what? Focus on interests – not on positions Think systemically IMPLEMENT: action plan [who/ what/where/when] to solve the problem INTERESTS: motivation to solve the problem – answers why? Understand interests – don’t judge them Use consensus to decide Relationship COMMIT:consensus agreement to support selected options – answers will we? OPTIONS: brainstorm possible solutions to the problem – answers how? EVALUATE: analyze options against interests and STANDARDS: objective measures of option’s value – answers how well? Defer evaluation and commitment Know your alternatives Seek to meet mutual and separate interests Respect the role and responsibilities of others An Interest-Based agreement process relies on six key elements, identified in the inner ring. Adapted from a model developed by Ron Wilson from the Oregon School Boards Association.