Slide 1

INTEREST BASEDPROCESS

OD Mod 3Intervention

Slide 2

Slide 3

INTEREST BASED STRATEGIES

Communication

Relationship

Alternatives CommitmentIssuesStories

InterestsOptions

Standards

The IBS Model

Slide 4

Quality ofRelationships

Quality ofOur Collective

Thinking

Quality ofActions We

Take

Quality of

Results

Theory of SuccessTheory of Success

Slide 5

COMPONENTS OF COMMUNICATION

• A Sender• A Receiver• A Message• Feedback

Message

Feedback

Sender

Receiver

Slide 6

The Purpose of Communication is Understanding But Understanding is

Blocked by Filters or Screens

• Bias• Prejudice• Values• Needs• Goals• Assumptions• Wants• Perceptions• Culture• Background• Education• Experience

Message

Feedback

Sender

Receiver

Filters or Screens

Slide 7

DIALOGUE STYLES Dr. Rollin Glaser and Christine Glaser

N3Accommodate

N1

Compromise

N4

Collaborate

N2

Defeat

N5

Withdraw

Con

cern

for

Rela

tion

sh

ip

Concern for Substance

High

HighModerate

Mod

Low

Low

INTERACTING CONCERNS

Build friendly relationships

Creatively problem solve so both

parties win

Take whatever

you can getBe a

winner at any cost

Split the difference

Slide 8

The Building (blocks) of Trust and Respect

Rosemarie Barbeau

bStraight

TalkListening

forUnderstanding

MakingCommit-ments

Reliability

Trust

Respect

Slide 9

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.

Slide 10

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.

Slide 11

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.

Slide 12

Solving Tough Problems Adam Kahane

• Pay attention to your state of mind and how you are talking and listening.

• Speak up.

• Engage with and listen to others who have a stake in the system.

Slide 13

• Reflect on your own role in the system.

• Listen with empathy.

• Listen to what is being said not just by yourself and others but through all of you.

• Stop talking.

• Relax and be fully present.

Slide 14

Module 2: Organization Development Transparency 15

I take ACTIONS based on my beliefs

I adopt BELIEFS

I make ASSUMPTIONS

I add MEANINGS

I select DATA

Observable “data” and experiences

The Ladder of InferenceThe Ladder of Inference

The Reflective Loop:

Our beliefs affect what data we

select next time.

Slide 15

Abilene Paradox BLOCKS TO SPEAKING OUT

Action Anxiety

Negative Fantasies

Fear of Separation

Real Risk

Slide 16

PERCEPTIONI’M GLAD THE HOLE IS ON THEIR END OF THE BOAT!

Slide 17

ISSUES

• Workload

• Relationships

• Department Meetings and Staff Retreat

Slide 18

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?

Slide 19

INTERESTS

THE UNDERLYING MOTIVATION

FOR WHAT YOU WANTOUT OF THE IBS

PROCESS

Slide 20

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.

Slide 21

OPTIONS

POSSIBILE SOLUTIONS OR PARTS OF

SOLUTIONS THAT REQUIRE THE

AGREEMENT OF BOTH SIDES

Slide 22

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

Slide 23

BRAINSTORMING GROUNDRULES

No Criticism

No Evaluation

No Attribution

No Commitment

Slide 24

STANDARDS

OBJECTIVE CRITERIA

THAT CAN BE USED

TO MEASURE A FAIR

GRIEVANCE REMEDY

Slide 25

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

Slide 26

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.

Slide 27

STORY: explain the problem and issues in detail, clarify, analyze –

answers what?

INTERESTS: motivation to solve the problem – answers why?

IMPLEMENT: action plan [who/ what/where/when] to solve the problem

COMMIT: consensus agreement to support selected options – answers will we?

OPTIONS: brainstorm possible solutions to the problem – answers how?

Think systemically

Focus on issues, not on people

Communicate – describe, don’t accuse

Focus on interests – not on positions

Understand interests – don’t judge

them

Use consensus to decide

Know your alternatives

Seek to meet mutual and separate interests

Respect the role and responsibilities of others

Defer evaluation and commitment

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.

Relationship

EVALUATE: analyze options against interests and STANDARDS: objective measures of option’s value – answers how well?

Slide 28

STORY: explain the problem and issues in detail, clarify, analyze –

answers what?

INTERESTS: motivation to solve the problem – answers why?

IMPLEMENT: action plan [who/ what/where/when] to solve the problem

COMMIT: consensus agreement to support selected options – answers will we?

OPTIONS: brainstorm possible solutions to the problem – answers how?

Think systemically

Focus on issues, not on people

Communicate – describe, don’t accuse

Focus on interests – not on positions

Understand interests – don’t judge

them

Use consensus to decide

Know your alternatives

Seek to meet mutual and separate interests

Respect the role and responsibilities of others

Defer evaluation and commitment

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.

Relationship

EVALUATE: analyze options against interests and STANDARDS: objective measures of option’s value – answers how well?