Collaboration Handout v3 2010
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This document provides tools and guidelines for effective collaborative problem solving. It recommends framing issues as questions, calculating problem complexity, identifying interested parties, outlining expectations and processes, creating a group charter, designing meaningful meetings, and engaging with courage and care. The goal is to save time, reduce conflict, build trust, and foster constructive long-term relationships through collaborative problem solving.
Collaboration Handout v3 2010
- 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