Solve Problems Creatively, Plan Strategically, and Negotiate Collaboratively Source: Cloke, K., & Goldsmith, J. (2005). Resolving Conflicts at Work: Eight Strategies for Everyone on the Job . “ Strategy7” . San Francisco, CA: Jossey Bass.

“ The formulation of a problem is often more essential than its solution, which may be merely a matter of mathematical or experimental skill” Albert Einstein

“ The formulation of a problem is often more essential than its solution, which may be merely a matter of mathematical or experimental skill”

Albert Einstein

Index Creative Problem Solving Conceptual Preparation Obstacles Five Steps in Creative Problem Solving “ Democratic Strategic Planning” Conflict Resolution and Consensus Decision Making Negotiation Styles Preparation Process Conclusion

Creative Problem Solving

Conceptual Preparation

Obstacles

Five Steps in Creative Problem Solving

“ Democratic Strategic Planning”

Conflict Resolution and Consensus Decision Making

Negotiation

Styles

Preparation

Process

Conclusion

Conceptual Preparation for Creative Problem Solving Shift 1: Adopt a Positive Attitude Toward Problem Solving Shift 2: Approach Problem Solving as a Collaborative Process Shift 3: Solve the Problem of How to Solve Problems Example: Approaching problems creatively

Shift 1: Adopt a Positive Attitude Toward Problem Solving

Shift 2: Approach Problem Solving as a Collaborative Process

Shift 3: Solve the Problem of How to Solve Problems

Obstacles to Creative Problem Solving You are not sure what the problem is. You are not sure what is really happening. You are not sure what you want. You do not have the resources you need. You are not sure who is supposed to do what. You are not sure how to get what you want. You are not sure how to communicate what you want to others so they understand it. You do not know what it is possible. You are not sure how to determine if you have succedded. You are not sure what you did that was responsible for your success.

You are not sure what the problem is.

You are not sure what is really happening.

You are not sure what you want.

You do not have the resources you need.

You are not sure who is supposed to do what.

You are not sure how to get what you want.

You are not sure how to communicate what you want to others so they understand it.

You do not know what it is possible.

You are not sure how to determine if you have succedded.

You are not sure what you did that was responsible for your success.

Five Steps in Creative Problem Solving Admit you have a problem and decide to solve it Collaboratively define and clarify the problem Jointly analyze, categoriza, and prioritize the problem Invent Solutions that satisfy everyone’s interests Jointly act, evalutate results, acknowledge efforts, and celebrate sucesses

Admit you have a problem and decide to solve it

Collaboratively define and clarify the problem

Jointly analyze, categoriza, and prioritize the problem

Invent Solutions that satisfy everyone’s interests

Jointly act, evalutate results, acknowledge efforts, and celebrate sucesses

“ Democratic Strategic Planning” Values Vision Mission Barriers Strategies Goals or objectives Action plans

Values

Vision

Mission

Barriers

Strategies

Goals or objectives

Action plans

Conflict Resolution and Consensus Decision Making The six fundamental methods of decision making: Notification Consultation Delegation Voting Consensus Unanimity

The six fundamental methods of decision making:

Notification

Consultation

Delegation

Voting

Consensus

Unanimity

Conflict Resolution and Consensus Decision Making The six fundamental methods of decision making: Notification Consultation Delegation Voting Consensus Unanimity

The six fundamental methods of decision making:

Notification

Consultation

Delegation

Voting

Consensus

Unanimity

Negotiation Aggresive Vs. Collaborative Negotiating Styles Preparing for Collaborative Negotiation Negotiation Process

Aggresive Vs. Collaborative Negotiating Styles

Preparing for Collaborative Negotiation

Negotiation Process

Preparing for Collaborative Negotiation Goals Issues Interests BATNA WATNA Options Relationships Criteria Reality testing Satisfaction Commitment Improvement

Goals

Issues

Interests

BATNA

WATNA

Options

Relationships

Criteria

Reality testing

Satisfaction

Commitment

Improvement

Negotiation Process [BEFORE] Agree on ground rules for the negotiation process Form a joint process improvement team Agree on common goals for your relationship Identify Issues and Interests Develop shared vision or values Discuss past negotiation experiences Develop BATNAs, WATNAs, Options, and Positions Meet informally

Agree on ground rules for the negotiation process

Form a joint process improvement team

Agree on common goals for your relationship

Identify Issues and Interests

Develop shared vision or values

Discuss past negotiation experiences

Develop BATNAs, WATNAs, Options, and Positions

Meet informally

Negotiation Process [BEFORE] Receive joint training in collaborative negotiation Use an outside facilitator or mediator Seek advice from allied third parties Hold a facilitated public forum Jointly research alternative methods of negotiating Choose negotiating team members jointly Keep lines of communication open

Receive joint training in collaborative negotiation

Use an outside facilitator or mediator

Seek advice from allied third parties

Hold a facilitated public forum

Jointly research alternative methods of negotiating

Choose negotiating team members jointly

Keep lines of communication open

Negotiation Process [DURING] Meet in confortable, informal surroundings Use Experts Create a single version of the facts Eliminate surprises Allow your opponent to save face Record everything Negotiate in a spirit of problem solving When you get stuck, change the process When you get stuck, open up the negotiation When you get stuck, jointly generate options When you get stuck, work to resolve the impasse

Meet in confortable, informal surroundings

Use Experts

Create a single version of the facts

Eliminate surprises

Allow your opponent to save face

Record everything

Negotiate in a spirit of problem solving

When you get stuck, change the process

When you get stuck, open up the negotiation

When you get stuck, jointly generate options

When you get stuck, work to resolve the impasse

Negotiation Process [AFTER] Improve the process Publicize your accomplishments Support the other side in the eyes of its constituency Remember the problems Honor your agreements Continue solving problems Continue negotiating Continue communicating about the sucess of collaboration Evaluate your personal participation Celebrate your successes.

Improve the process

Publicize your accomplishments

Support the other side in the eyes of its constituency

Remember the problems

Honor your agreements

Continue solving problems

Continue negotiating

Continue communicating about the sucess of collaboration

Evaluate your personal participation

Celebrate your successes.

Conclusion “ Once you solve your problems, what you get is a higher order of problem” Buckminster Fuller

“ Once you solve your problems, what you get is a higher order of problem”

Buckminster Fuller

Thank you!

Solve Problems Creatively, Plan Strategically, and Negotiate Collaboratively Source: Cloke, K., & Goldsmith, J. (2005). Resolving Conflicts at Work: Eight Strategies for Everyone on the Job . “ Strategy7” . San Francisco, CA: Jossey Bass.