Facilitated by Victoria Simmons
Center for Collaborative Solutions
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Check In
oHow are you?
oAre you here for the duration?
oWhat were you thinking as you left
for work this morning?
Logistics
oBreaks and lunch
Process check
Agenda for today’s Session
• Solving the wrong problem
• Stating the problem so it can’t be
solved
• Solving a solution
• Stating problems too generally
• Trying to get agreement on the
solution before there is agreement
on the problem.
 The
Copy Machine
1. Describe the Problem/Tell the story
•What’s working or not working?
•What assumptions are being made?
•How can we test the results?
2. Agree on the issue(s) to discuss and
frame the issue in an open-ended
question.
•(How…What…)
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Using a T Chart:
1. Identify the stakeholders
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Who is affected by the problem?
Who could be affected by the solution?
Pebble in a pond
2. Identify stakeholder interests.
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Interests answer the question, “Why?”
3. Check for shared interests.
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Note shared interests
 Create
Options, Options, Options:
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Options are possible solutions.
Options should be future oriented and answer
the question “How?”
Use brain storming.
No criticism or evaluation.
No one “owns” an option.
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Create at least 10 options
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 Evaluate
• Clarify
Options
all items.
• Eliminate duplicate options.
• Cluster related ideas.
• Compare options to interests.
• Eliminate options if everyone agrees.
1. Commit to solution/s:
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Use consensus.
Choose based on your evaluation.
2. Commit to an action plan.
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Determine roles and responsibilities and establish
timelines (who, what, when, how).
Set follow-up if necessary.
Reduce to writing.
Communicate to constituents.
Be prepared to test your solutions(s) and revise.
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What worked well?
What was difficult?
What did you realize about the process?
As a trainer, what would you do similarly or
differently?
Suggestions
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Use a queue
Be responsible for your own
participation
Be present
Create your own based on today
Instructions:
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Each of you has a different
scenario
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Listen to each other and answer
the questions
Debrief
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What assumptions did you make?
What happened to trust?
How did you view your actions?
Are there ways to fashion a ground
rule to assist with understanding trust
and how to address concerns about
trust?
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We are understanding and
forgiving of our own conduct
• because we know our intent
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We are less forgiving of the others’
conduct
• because we judge only by their
conduct and its impact on us
Instructions:
1.
2.
3.
4.
Count off and find your same
number
Assign role of:
• Dean of the Business School
• Dean of Liberal Arts
Read your role and follow steps
1through5
NO TALKING!!
Debrief
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How did the process work?
What impact did this type of communication
have on the relationship?
What did you learn about this type of
communication?
Has this ever happened with:
• Email, draft documents, etc?
Are there ways to fashion a ground rule to
assist with effective communication?
C
P
R
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Review Ground Rules
◦ Review what we have so far
◦ How do you “check in” if not adhering to
what you agreed to?
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Homework – who, what, when
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Communication about session
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Plus/Delta