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

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. 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"?

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 BACKGROUND MATERIAL NOTES NO. and HANDOUTS

What is the What is the Who is objective or process to be responsible

purpose of this used to achieve for presenting agenda item? the goal for information or

this item? 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 - 164th Street SE, #1702 Mill Creek, Washington 98012 USA Phone: (425) 385-2700 Fax: (425) 385-3302 E-mail: Ruth@NicholsonFacilitation.com Website: www.NicholsonFacilitation.com

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