1. Tools for Collaborative
Problem Solving
Through effective rules of engagement, you can
save time,
reduce conflict,
build trust,
and foster constructive long-term relationships!
FOR CONSTRUCTIVE COLLABORATION
1. Frame the Issues and Questions
2. Calculate the Complexity
3. Identify Interested and Affected Parties
4. Outline Expectations and Processes
5. Create a Charter
6. Make Meetings Meaningful
7. Engage with Courage and Caring
Ruth E. Nicholson
IAF Certified Professional
Facilitator and Assessor

2. Tools for Collaborative Problem Solving
1. Frame the Issues and Questions
What are the questions to be answered by
this project?
Frame problems as questions to
make them as constructive and
neutral as possible.
Use these questions as the basis for
developing a purpose or mission
statement for the project or group.
2. Calculate the Complexity
How many of the following characteristics
of complexity are present?
CONTEXT
History of failure or tension
Timing considerations - urgency or
significance of impacts over time
Need for difficult change
Low levels of empowerment and choice
ISSUES
Lack of clarity of purpose or desired
outcomes
Multiple issues and disciplines
Widespread, global or international
issues
Unfamiliarity with open, participatory
processes
PARTICIPANTS
Many interested parties or affected
interests
Widely varying participant needs
Cultural diversity or tension
Language barriers, including technical
jargon
PERSPECTIVES
Divergent paradigms and perspectives
Low levels of trust or confidence
Controversy
Differing levels of responsibility and
authority

3. 3. Identify the Interested and
Affected Parties
Identify the organizations and groups
of individuals who are related to the
questions that need to be answered.
If an interest is not represented in the
discussion or resolution of an issue
or problem, the solution may not be
sustainable. It may be appealed or
sabotaged. Do not exclude an organization
or group because its traditional
representative is difficult to work with.
Fill representative positions with
individuals after the interests and affected
parties have been identified.
4. Outline Expectations and Processes
What are the expectations for the
individuals involved in this project?
- How will they represent their home
organizations and interests?
- What are the expectations for meeting
preparation and attendance?
- What are the norms for individual
behavior during meetings?
How will the group conduct its work?
- What are the roles and responsibilities of
group leaders?
- How will the group make decisions?
- How will the group use subcommittees?
How will the group and its members relate
to "outsiders"?
- How will the group incorporate public
involvement into its work?
- How will individual group members
characterize the views, opinions and
level of agreement regarding group
activities to external parties?
- How will the group handle media
relations?
5. Create a Charter
The single most useful tool you can offer
a collaborative group is a clear charter to
enable the group to work constructively
and manage itself. A charter brings
together the answers to the questions you
have gathered in Steps 1-4.
CHARTER TEMPLATE
1. Group Name: What is this group
going to be known as?
2. Who: List the group members —
Name, Position/Title/Specialty, Role
3. Purpose: What are the key
questions this group will address?
4. Scope: What are the bounds of the
group's responsibility and authority?
5. Outputs: What are the expected
outcomes, outputs or deliverables
of the group?
6. Timeframe: When are the outputs
to be produced? When does the
group "sunset" or outlive its
purpose?
7. Ground Rules: What are the
expectations for individual
members of this group? How will
the group operate? How will the
group relate to "outsiders"?

4. 6. Make Meetings Meaningful
A good meeting design is like a mini-charter for specific group activities.
MEETING DESIGN TEMPLATE
Meeting Name: Date/Time:
Meeting Objective(s): Room/Location:
Meeting Assumption(s): Facilitator or Meeting Leader:
Meeting Agenda and Design:
ITEM TIME TOPIC GOAL HOW WHO BACKGROUNDMATERIAL NOTES
NO. andHANDOUTS
Whatisthe Whatisthe Who is
objective or processtobe responsible
purpose of this usedtoachieve for presenting
agendaitem? the goal for information or
thisitem? leading the
discussion?
Presenter Biographies and Contact Information:
Room Set-up and Supply Needs (including responsible parties):
Materials/Supplies
Room Set-up
Audio-Visual Needs
Pre-Session To Do List:
Post-Session Follow-up:
7. Engage with Courage and Caring
Keep your eye on the key questions and
the "prize". Stay open and flexible to
unexpected ways to find the answers.
Have the courage to articulate
the "smelly moose" and the "pink
elephant" - the things we are afraid to
identify and openly discuss.
Reassure participants of the process and
affirm their ability to succeed.
Ruth E. Nicholson
IAF Certified Professional
Facilitator and Assessor
914-164thStreetSE,#1702
MillCreek,Washington
98012 USA
Phone:(425)385-2700
Fax: (425) 385-3302
E-mail:
Ruth@NicholsonFacilitation.com
Website:
www.NicholsonFacilitation.com
Copyright2010-RuthE.N.icholson,IAFCertifiedProfessionalFacilitator