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