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Budgetary Advantages of Pretrial Service Programs


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Presentation, Budgetary Advantages of Pretrail Service Programs, presented at Winter 2012 NCLGBA Conference

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Budgetary Advantages of Pretrial Service Programs

  1. 1. Courageous ConversationsWillow Jacobson and Donna Warner
  2. 2. Talk to your neighbor• Describe a time when you handled a difficult conversation successfully.• What was the situation?• What was it about you, the other person, and the communication that made it possible?
  4. 4. Conflict is…a disagreement in which the partiesinvolved perceive a threat to theirneeds, interests or concerns.
  5. 5. Mental models Are the deeply held beliefs, images, and assumptions we hold about ourselves, our world, and our organizations, and how we fit in them.
  6. 6. Difficult situations you face at work
  7. 7. When there are problems: Fewer opportunities to share information Wider gap of Less interest in knowledge working and together understanding More negative speculation about each other
  9. 9. 1. Distinguish between positions and interests2. Test assumptions3. Recognize emotions
  10. 10. Positions vs. interests
  11. 11. Positions are…• demands• suggestions• proposed solutions• courses of action• fairly specific the what to do
  12. 12. Positions • No new taxes. • We want less noise in our neighborhood. • More parks are needed in our town.
  13. 13. Interests are the motivation• reason(s) for a position• underlying goals or objectives• more general and open to interpretation• not actions The why behind the what
  14. 14. Getting to the interest
  15. 15. Examples of interestsWe should raise taxes.Why? In order to fund government servicesI want a noise ordinance.Why? I am having trouble getting my kids to sleep at night.More parks are needed in our townWhy? They assist with economic development
  16. 16. Move from position to interest by • Sharing your reasoning • Providing relevant information • Remaining open and curious
  18. 18. We all go up the ladder• Assumptions• Inferences• Attributions
  19. 19. The Ladder of Inference • Take action based on beliefs • I adopt beliefs about the world • I draw conclusions Inside your head • I make assumptions based on my meanings • I add meanings (cultural and personal) • I select data from what I observe • Observable data
  20. 20. Walking down the ladder• What observable information did I miss?• What did this person say that led me to this conclusion?• What is a more generous explanation for this information?• How can I respond given what I think this means?
  21. 21. Three Steps1. Test observationThis is what I saw. Did I miss something?2. Test meaningThis is what I think. What do you think?3. Jointly design next stepsI think we might…What would you do?
  22. 22. Remain curiousCuriosity will drive you to talk tosomeone to find out what they meant
  23. 23. 1. Be specific2. Agree on what important words meanExample: “I want the draft soon.”
  24. 24. Explain the reasons behind your statements, questions and actions. Example: Is the report done yet? The reason I am asking is I want to add some more to it before it goes out.
  25. 25. You know what I mean! Turn to your neighbor and come up with as many vague words (commonly used at work) that you can.
  26. 26. Ask genuine questions• You aren’t going to do • What happens when it that way are you? you do it that way?
  27. 27. What we say and what we think
  28. 28. Example: background• Bill is Johns boss and is not satisfied with Johns performance.• He has tried to raise issues about Johns performance before, but doesnt think John understands his concerns or feedback.• Here is another of Bills attempts to work through the issue of Johns performance, but Bill does not get the results he intended.
  29. 29. What was said (Bills) unspoken thoughtsBill: “John, we have talked and feelingsmany times about the “Here I go again. I wonderimportant role you play as how he feels? Well, it has toour National Marketing be done.”Manager. I am stillconcerned about the issuethat being a good technicianis not enough for you to dothis job well.”John: “I work hard to keepgood control over the areafor which I am responsible.”
  30. 30. What was said (Bills) unspoken thoughtsBill: “What do you mean and feelingsby "control?" Is control “The truth is that he isthe real problem? Are you working from the top ofconsciously establishing the pile.”priorities, or just workingfrom the top of the pile?”
  31. 31. What was said (Bills) UnspokenJohn: “As we get more thoughts and feelingsinvolved with field “Ive heard this before andpeople, I have less and its just not good enough.”less time. You realize, Imsure, that the pressures ofthis job haveincreased, and I amworking very hard.”
  32. 32. How could this be different?
  34. 34. Power of Emotions • We all have emotional needs • Recognize and address emotions in yourself and others. Impact our ability to actively listen • Act in ways that address the core concerns in others as well as yourself
  35. 35. Five core concerns1. Appreciation2. Affiliation3. Autonomy4. Status5. Role
  36. 36. Find merit in what another person• Thinks• Feels• Does
  37. 37. ReflectWas I:• transparent?• curious?• compassionate?• able to establish joint accountability?