- Количество слайдов: 23
The Challenge Of Working Together. Cost of preparing and attending for 1 day of tribunal can be £ 5000. In our interest: - Resolve disputes in ways that reduce their re-occurrence. - Work in ways that avoid and manage issues.
This Session. We will cover some practical points: - For positive development of relationships. Tips to develop trust. Approaching disputes. - 2 exercises to bring some points to life.
My Journey. Various roles across private, public and voluntary sectors o o o City Solicitor. Senior adviser to statutory equality body. BP International. I came to realise something about agreements or judgments. o o o Underlying issue often left unresolved. Left a seed of resentment waiting for a triggering event. Set up Fresh. Ties.
What else I learned. Behind every behaviour is a positive intention. If we dig down behind the behaviour, we: o o Identify people’s underlying needs that drive behaviours. See our needs are essentially the same. Feel important, needed, appreciated… o Different ways to express and achieve needs. o o o These needs connect us as human beings- not positions. Opens up the possibilities of resolving each others needs. Where the disputes are avoided or resolved. o How someone was treated- felt – typically more important than desired outcome.
How Fresh. Ties works. 1. Pre Legal Services. 2. Develop resolution techniques. 3. Run community projects. Pre Legal. Aim: To avoid confrontation and legalities o o o Advice, audits and skills training to avoid issues. Advice and intervention to resolve disputes. Preparation, facilitation for consortium working. o Pre Legal helps funds development work and community projects…
What I have seen. Investment in preparing for consortium working. o o Don’t invest time, scrutiny, skills. Promise of revenue overshadows judgment. Starting point. o o Is it right for me? Do the homework. In mergers, consortiums, cost of breakup is immense. Imagine Match. com Confidence is as much saying No, as it is Yes.
Case Study 1: Scenario. Consortium dispute. o o o Dispute over 1 partner being paid early. Argument between 4 partners. Solicitors instructed.
Case Study 1: Resolution. What Fresh. Ties did. o o All parties got together. Each party explained their perception of the early payment. The real reason was given. Ahh moment- why didn’t you say… Facilitated the Consortium to start over. Get to know each other- as people – not job titles. o o Sessions to get to know each other as people- presentations. Eat together Playful activities Native American example.
Case Study 1: Resolution. How to screw up the consortium. o o o Session to brainstorm how to screw up a consortium. Identified where issues crop up. Success criteria Practical ways for constructive handling. Core values that are personal to the team. Lets try an EXERCISE
Exercise: Mission Screw Up. 101 ways to screw up a consortium. In 3 or 4 groups: o 8 minutes to brainstorm 10 top ways to make working together a nightmare. Think of solutions to avoid or manage them. o Reflect on personal experience, what you have heard, imagine. • Examples could relate to: • • People skills – rolling eyes. Structure of consortium Culture Roles
Building relationships. US university research on failing before trying. Other things to do: o Attitude of ‘Failure comfort’. o Airplanes / avoid defensiveness. o o o Establish a clear vision and mission, together (not delivery targets) Establish core values- your guiding principles. Put it in writing. SWOT analysis of skills and experience. Get any concerns or fears out in the open. All of the above is in writing
Building relationships. More of a to do list: o Then look at contracts: o Clarity of objectives, roles, etc. o o Practical skills training to do the above. Set out how will deal with issues, tensions and disputes using scenarios. Communication: open, honest, regular and always constructively. Confidence to ask questions to clarify or confirm.
Does Trust Exist? Trust builds from personal, regular and ongoing experience with each other. No instant fix. Is trust there: o o o Feel safe to express ideas, contrasting views, or worries. Get more information before making presuming the worst. People do what they say they will do. Tolerate conflict enough to resolve it. Stick to an agreed process: not run to formal highest authority or legal!
More tips on Trust. More practical tips. o o o Not dismissing other people’s ideas. Treat all parties equally. Take the time to get behind behaviours out of respect. Is everyone happy with decisions? If you foresee a problem, get it out in the open asap Be clear on how your organisational set ups o E. g. differences in time to process invoices, approvals etc.
Dispute handling. Stuff happens. o o o Prepare yourself: accept the reality. Pay attention to your core values. Have a system in place and stick to it. o Have a conversation over coffee. o Set a positive tone from the start that observes a situation, not finger points. o Think through your words, all your communication signals. o What is in it for us? o Group problem solving. o Appoint independent person to facilitate. o Avoid formal, non personal communication by distance. o o o Refer back to your purpose- joint mission and vision. Communicate for clarity, non inflammatory, questioning. Take the time to identify the needs behind behaviours.
What Complicates The Situation. We are emotional beings. o o o We worry about losing the fight (reputation) We worry about our identity (am I a loser) We worry about our territory (who will get credit) What often goes wrong. o o o Breach of someone’s core values. Not had a conversation to know each other. Not established needs, tried to resolve positions
Three W’s. Good questions can prevent a whole load of problems. Here are some: 1. Can we start over? 2. What don’t I know (about you / the situation)? 3. Is this what you meant? Seeing things from a different perspective is priceless…
Exercise 2. Perspectives for solutions. Here is one of many techniques we use to encourage more flexible ways of seeing a situation. Real scenario. Council regeneration work involves upgrading of residents homes and rear gardens. Jim, a resident, asks builder (council contractor) to move his old garden bench carefully. There’s an exchange of words. Two other builders get involved in banter. Resident paints ‘bunch of girls blouses’ on his wall, which is due to be replaced by builders. Resident also plays Bob Marley song – No Woman No Cry - loudly when builders are near. Builders report exchanges to their contractor, the Council. Team leader brings about anti social behaviour order. Resident challenges this in Court.
Exercise 2. Activity. 15 minutes. You will consider this scenario from three positions: the resident, the builders, and a neutral observer. In the roles of the RESIDENT, and the BUILDERS, answer the following questions: - What are my interests? - What do I really care about in this conflict? - What do I really want? What do I need? - What are my concerns, hopes and fears? In the role of the neutral observer looking down from space, answer the following questions: - What do you notice? - What advice would you give? What could be learned from this?
Exercise 2. How it was resolved. The costs. The solution.
How Fresh. Ties works. Pre Legal Services. Develop techniques and community projects. Pre Legal. Aim: To avoid confrontation and legalities o o o Advice, audits and skills training to avoid issues. Advice and intervention to resolve disputes. Preparation, facilitation for consortium working. o Pre Legal helps funds development work and community projects…
Close. An Acceptable Reality? Stuff happens. Nothing is perfect. What a relief. We don’t get frustrated when things go wrong. We get proactive. When we are AWARE of this, and SKILLS to manage it, we can HANDLE it. No need for compromise. We can find win-win solutions. The best medicine for all conflicts is a conversation- local to international. There is always a better way. That’s what we say at Fresh. Ties. Thank you for listening.