College of the Redwoods Interest-Based Processes
Train-the-TrainerSession
Facilitated by Victoria Simmons Center for Collaborative Solutions
• Check In oHow are you?oAre you here for the duration?oWhat were you thinking as you left for work this morning?
• Logistics oBreaks and lunch
• Process check• Agenda for today’s Session
Introductions and Beginnings
90% of problem solving is spent:•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
Practice Exercise
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…)
Element 1: Describe the Problem
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
Element 2: Identify Stakeholders and Their 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
Element 3: Create Options
Evaluate Options• Clarify all items.• Eliminate duplicate options.• Cluster related ideas.• Compare options to interests.• Eliminate options if everyone agrees.
Element 4: Evaluate Options Against Interests
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.
Element 5: Commit to Solutions & Element 6: Commit to a Plan of Action
What worked well? What was difficult? What did you realize about the process? As a trainer, what would you do similarly or
differently?
Debrief
Suggestions • Use a queue • Be responsible for your own participation
• Be present
Create your own based on today
Ground Rules – A Work In Progress
Instructions:
• Each of you has a different scenario
• Listen to each other and answer the questions
Trust and what happens to it
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?
Trust and what happens to it
Trust and 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
“I don’t see you. I see the stored images, interpretations, feelings, doubts, distrusts, likes and dislikes, that you evoke in me.” Peter Senge
Strings
Effective Communication 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:• Email, draft documents, etc?
• Are there ways to fashion a ground rule to assist with effective communication?
Effective Communication
CPR: How it impacts trust and
communication PP CC
RR
• Review Ground Rules ◦Review what we have so far ◦How do you “check in” if not adhering to
what you agreed to?
Ground Rules – Revisted
• Homework – who, what, when
• Communication about session
• Plus/Delta
Next Steps and Meeting Evaluation
“If you change the way you look at things,
the things you look at will change.” Wayne Dyer