Consensus Building: Getting to Yes! · The 3 Reasons People Disagree. Role Play from . The Secrets...

Consensus Building: Getting to Yes!

Copyright © Leadership Strategies, Inc. 1993-2018 – Duplication Prohibited

“Effective collaboration is simply aseries of successful disagreements”

Duplication prohibited without consent.

Poll #1

2

Which statement best describes how disagreements are handled in your organization?

1. FLIGHT: We avoid them2. Address only big issues3. Discuss, but seldom resolve4. Discussion and resolution5. FIGHT: Lots of loud arguments

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3.Focusingthe Group

2.Getting

the SessionStarted

The Effective Facilitator

3

1.Preparing

for Success

9.Closing the

Session

4.The Powerof the Pen

5.InformationGathering

7.Consensus

Building

8.Keeping theEnergy High

6.Managing

DysfunctionGroup

Dynamics

The Facilitation Cycle

10.AgendaSetting

Where Doesthe ContentCome From?

7.Consensus

Building


Understanding Disagreement

Mountains Beaches

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Understanding DisagreementRole Play from The Secrets of Facilitation

Wife I’ve been thinking about our vacation for next year, and I’ve got it! There’s a 10-day tour of Italy that takes us to eight cities, including Rome, Venice, Tuscany and Florence. It’s perfect. What do you think?

Husband That does sound like a wonderful tour. But, I have really been looking forward to going to the beach this year.

Wife Oh, come on. Let’s go to Italy. We haven’t been there before. It’ll be fun.

Husband Oh, sweetheart, darling, baby. Let’s go to the beach. It’ll be quiet and restful. I’ll rub your back.

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(Planning a Vacation: Wife and Husband)


Understanding DisagreementRole Play from The Secrets of Facilitation

Wife Now, you’ve been out of town a lot this year, which has left me home to do both my job and take care of the kids solo. So, we really should do what I want to do. Let’s do Italy.

Husband You are right. I have been out of town a lot this year, and it has worn me out. I really need a break. Let’s go to the beach.

Wife No, we are going to Italy.

Husband No, we are going to the beach.

Wife Italy!

Husband Beach!

Wife Italy!

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-Let’s breakdown this disagreement…



Key Points

• Mountains and Beaches =

• Best Achievable Outcome =

• Positions =

• The Key =

• The Method =

Positions

Win-Lose

Tip of the iceberg

Get under the surface to the real issues

Ask questions! -

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8

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MOUNTAINS

• Excitement

• Different places

• Various local activities

• Meeting new people

BEACHES

• Relax

• Sleep in the same bed

• Water sports

• Scenery


The 3 Reasons People DisagreeLevel 1 (Information) Each has not clearly heard and understood the other’s alternative and/or the person’s reasons for supporting the alternative.

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The 3 Reasons People DisagreeRole Play from The Secrets of Facilitation

Joe I've been thinking about this for some time. I think we should close down the home office in Denver and just operate the business out of our three satellite locations in Los Angeles, Chicago and New York.

Laura Are you out of your mind? That can’t work.Joe Sure it can. You said yourself that there is a home office mentality that

sometimes forgets that there's a customer. We get rid of the home office, and this problem goes away. As well we save a whole lot of money, something we happened to need about now.

Laura No, I don’t think so. Joe, we have been partners for some time. But this has to be the craziest idea you have come up with in a while.

Joe I don't understand why you don't like it. -10 |

(Two Partners in Business: Joe and Laura)



Laura Well, first of all, we have a home office because there are certain administrative activities that need to go on. So, genius, are we going to stop billing our customers? And what about legal counsel? Are we going to have each of the field offices have their own? That sounds pretty inefficient to me. And what about all the price breaks we get by central purchasing? Will we end up paying more because each of the field offices are buying their own stuff? And what about...?

Joe Hold on a second. I'm not sure you are hearing me. I said close down the home office not decentralize. We still need to centralize certain functions. But let's centralize them in the field. For example, we could have New York take over billing activities and other administrative functions. We could have Los Angeles responsible for HR. Their HR coordinator out there is better than anyone we've ever hired here in Denver. And…

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Laura I get it. You would then have Chicago handle customer service and operations. You may be on to something. We could even offer jobs to those who are willing to make the transfer. By doing all this, we drop the overhead of the fourth office and we increase our customer focus at the same time. I like it. But why didn't you say that in the first place?

Joe I did say it. You just weren't listening. I said I wanted to operate our business out of the three satellite locations. What did you think I meant?

Level 1 – Lack of Shared Information

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Solution: Ask Questions


The 3 Reasons People DisagreeLevel 2 (Values or Experience)They have had different experiences or hold different values that result in a different preference.

Copyright 2015, Leadership Strategies, Inc. - V15.07c Duplication prohibited without consent

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Wife Now, you’ve been out of town a lot this year, which has left me home to do both my job and take care of the kids solo. So, we really should do what I want to do. Let’s do Italy.

Husband You are right. I have been out of town a lot this year, and it has worn me out. I really need a break. Let’s go to the beach.

Wife No, we are going to Italy.Husband No, we are going to the beach.Wife Italy!Husband Beach!

Copyright 2015, Leadership Strategies, Inc. - V15.07c Duplication prohibited without consent

Level 2 – Different Values or ExperiencesWhat does Husband value?What does Wife value?

Recall

-Solution: Create alternatives that combine the values


The 3 Reasons People DisagreeLevel 3 (Personality)The disagreement is based on personality, past historywith one another, or other factors that have nothing to do with the alternatives.

Copyright 2015, Leadership Strategies, Inc. - V15.07c Duplication prohibited without consent 15 |

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Tom One of the things I think we can do to improve our board governance is to add one or two board members with strong financial backgrounds. This way, we can better understand the financial ramifications of some of the proposals we are considering.

Francis That won’t work.

Tom Sure it will, we just need to make sure we get the right people.

Francis No, it won’t work.

Facilitator You may be right, Francis. Please explain why you believe it won’t work?

Francis It just won’t work.

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(Two Board Members of a Non-Profit: Tom and Francis)

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Facilitator Okay…Well, how might we improve it?

Francis There’s no way to improve it. It just won’t work.

Facilitator Help us understand, Francis, why are you so convinced it won’t work?

Francis It just won’t work. He thought of it. It won’t work!

Level 3 – Personality, Past History, Outside Factors

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Identifying and Resolving Level 3A disagreement based on personality or past history cannot be resolved within a session –don’t attempt to resolve it.

Recognition:• Irrational• No commitment to finding a solution

-Solution: Take it to a Higher Source


Poll #2

19

Are most disagreements in your organization level 1, level 2 or level 3?• Level 1• Level 2• Level 3


Role Play: Justin and Avery

Is this a Level 1, Level 2, or Level 3 disagreement?

Why?

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Poll #3

21

Is this a level 1, level 2 or level 3 disagreement?• Level 1• Level 2• Level 3


Using Delineation to Resolve Level 1

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Step 2: Confirm Source of Disagreement

Step 3: DELINEATE the Alternatives

Step 1: Start with Agreement

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Delineation – Back to Role PlayEVERYONE• 500 people• 3-day version• 12-16/class• 35 classes• 2 classes per month• $20K/class-----------------------------500; $700K; 18mths

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KEY MANAGERS• 80 key managers

• 7 classes• 1 class per month

---------------------------------80 trained; $140K; 7mths

Level 1 – Lack of Shared Information

Solution: Ask Questions

What is the #1 reason people disagree?


Using Delineation to Resolve Level 1For each alternative, direct specific questions to its supporter(s).

Alternative #1

•How much?•How long?•Who is involved?•What is involved?

Alternative #2

•How much?•How long?•Who is involved?•What is involved?

Check to determine if consensus has been reached. -24 |


How Could This Have Been a Level-1 Disagreement?

25

P-Ds-PPC-C-Mth-$

Oh, 1-day version?Why didn’t you

say that?

EVERYONE• 500 people• 1-day version

KEY MANAGERS


Using Strengths and Weaknesses and Merge to Resolve Level 2

Weaknesses Weaknesses

• Hectic schedule• Repack every day• No water sports

• Same location• Nothing different• Same activities

Alternative #1: Italy Alternative #2: BeachStrengths Strengths• Varied locations• Places we haven’t

been• Lots to do

• Rest• Sleep in same bed• Water sports

Check to determine if consensus has been reached.

Identify the strengths of each

alternative.

Then, identify the weaknesses of

each.

-26 |


Strengths – Back to Role Play

27

EVERYONE• Shared knowledge• Everyone involved• People feel appreciated• Common language• Long-term benefit

KEY MANAGERS• Cheaper• Quicker• Minimal disruption to business• Immediate benefit to those who will use

it the most

VALUES!

Check to determine if consensus has been reached.

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What are the Three Reasons People Disagree?


Using Strengths and Weaknesses and Merge to Resolve Level 2

• Create a new alternative that combines the key strengths

• Delineate merged alternatives once they are identified

• After defining merged alternatives, take a consensus check

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Strengths – Back to Role Play

29

EVERYONE• Shared knowledge• Everyone involved• People feel appreciated• Common language• Long-term benefit

KEY MANAGERS• Cheaper• Quicker• Minimal disruption to business• Immediate benefit to those who will use

it the most

Check to determine if consensus has been reached. -

** **

Alternative: Have a 3-day course for key managers; have a select group of managers trained to teach a 1-day course to all other employees.


Summary1. Start with…2. Confirm the source of the…3. Rule out Level 3, which is based on…4. You solve Level 3 by…5. Assume Level 1, which is based on…6. Delineate the alternatives through 4 questions…7. Level 2 is based on…8. Solve Level 2 by first identifying…9. Use merge by asking, “Are there solutions that…10. Delineate the merged solution to ensure agreement.

31

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What about the Wife and Husband?• Identify key strengths of each• Create a new alternative that

incorporates the key strengths• Delineate merged alternatives

once they are identified• After defining merged

alternatives, take a consensus check

Copyright 2015, Leadership Strategies, Inc. - V15.07c Duplication prohibited without consent 32 |

Alternative : A Cruise!

Alternative #1: Italy Alternative #2: BeachStrengths Strengths• Varied locations*

• Places we haven’t been*

• Lots to do

• Rest*

• Sleep in same bed*

• Water sports


The Effective Facilitator Over 100 Tools and Concepts *Covered today

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Preparing Starting Focusing Respecting the Pen Info GatheringA. Interview SponsorB. Identify Key Roles in the SessionC. Define Objective and AgendaD. Prepare Sample DeliverableE. Know the Process ColdF. Educate the Project

TeamG. Prepare for Hat TechniqueH. Interview the

ParticipantsI. Get Oriented on the Business

AreaJ. Prepare the RoomK. Prepare Opening

A. Set-up with 30 Minutes to SpareB. Optimize Your Set-upC. Utilize the Gathering Period D. Kick-off PromptlyE. Set the Stage with I-E-E-I F. Memorize Your OpeningG. Effectively Deliver Your OpeningH. Request Participants’ Objectives I. Review the AgendaJ. Establish Ground RulesK. Define the Parking BoardsL. Define ConsensusM. Open "On the Fly"

A. Set the Course with Checkpoints B. Restart with Extended

CheckpointsC. Warm-up the GroupD. Use Your PEDEQSE. Label Charts to Improve FocusF. Redirect Side IssuesG. Use Extended Prompt QuestionsH. Summarize ResultsI. Be Conscious of TimeJ. Use Breakout SessionsK. Know When to Regroup

A. Write First; Discuss SecondB. Write What Is SaidC. Add Your Own Words

DiscriminatelyD. Ask; Don't TellE. Write So the Group Can Read ItF. Use Additive EditingG. Avoid Lulls While WritingH. Assign an Order to Your SpeakersI. Use Multiple Flip ChartsJ. Employ the Right Recording ToolK. Post According to Your Wall Plan

A. Ask Great Starting QuestionsB. Guide with Reacting QuestionsC. Floats Ideas If NecessaryD. List to Gather DetailsE. Brainstorm to Generate IdeasF. Group to CategorizeG. Prioritize to Identify Key ItemsH. Lobby to Gain Buy-In

Dysfunction Consensus Energy Closing Agenda SettingA. Understand Dysfunctional

BehaviorB. Separate Symptom from Root

CauseC. Focus on PreventionD. Detect Non-Verbal CuesE. Address Dysfunction EffectivelyF. Inform the Group When

AppropriateG. Reward Functional BehaviorH. Respond Appropriately When

Challenged

A. Understand DisagreementB. Start with ConsensusC. Decide If Agreement Is NeededD. Let Participants Seek AgreementE. Take Control As NecessaryF. Delineate AlternativesG. Identify Strengths and

WeaknessesH. Merge AlternativesI. Use Ranking TechniquesJ. Converge on a SolutionK. If All Else Fails, Move On

A. Set an Energetic PaceB. Reset the Energy Level

Following Every BreakC. Adjust to Lull TimesD. Establish a Recharge ActivityE. Use BrainteasersF. Get People Involved and MovingG. Encourage Team BuildingH. Break If Necessary

A. Request Time Extensions if Needed

B. Review the Activities PerformedC. Review Session purpose D. Review Personal ObjectivesE. Review Parking BoardsF. Ask Participants to EvaluateG. Close and Set the StageH. Use Partial Close As Needed I. Debrief with the Planning TeamJ. Debrief with SponsorK. Document Session Results

A. Choose Based on ObjectivesB. Tailor Agenda to Specific NeedC. Incorporate Consensus-

BuildingD. Construct a New AgendaE. Confirm Agenda with TeamF. Prepare a Detailed AgendaG. Track Performance Against

AgendaH. Record Process NotesI. Incorporate

Recommendations


For Those Who Want to Learn More…

34

Improve Your Facilitation Skills!The Effective FacilitatorPublic and Private Workshops


Who is Leadership Strategies?

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• Over 600 facilitators under contract (FindaFacilitator.com)

• The market leader in facilitation training and services (currently in our 27th year)

• Over 27,000 professionals trained in our flagship course, The Effective Facilitator

-• Public workshops in 12 major U.S. cities; and private, onsite classes wherever you’re located (virtual or onsite)

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