Benefits with The Local Choice

The Four Steps of Interest-Based Problem-Solving

Step 1: Raise the issue.

Issues are the problems that are bugging you. Positions are the unilateral solutions to those problems. If a problem is bothering you and you want to solve it with the other person, you need to raise the issue.

When you raise the issue, do it in a way that shows respect for the other person but that clearly expresses the problem and its effect on you. Do this as briefly as possible, and be immediately ready to listen to the other person's point of view. It may be that the other person raises an issue first or tells you (sometimes in no uncertain terms) what his or her position is.

Step 2: Discover the underlying interests.

The good news about positions and issues is that they tell you exactly where to begin in resolving the conflict. The bad news about positions and issues is that they are only the beginning.

As you explore your positions and issues, you will find out about your interests, which are the foundation for agreements. Getting to that point requires work. For example, suppose you and your manager disagree on a due date for submitting a report. How could you approach this? To discover interests, first ask, and then listen. "What needs to be done in order to complete the report?" "How much detail is desirable?" "How much time will it take to obtain that much detail?" "Does this assignment take precedence over other assignments?" "Why does the manager need the report on that particular date?"

Asking the questions is just the first part. It is the second part that most people find difficult: listening. People tend to be so frustrated with the situation that they want to talk to get their point of view across. Of course, that only gets the other party more frustrated, and unless you are aware of what is happening, you tend to get yourself into a situation where you can only fight or flee.

Therefore the guideline is, if you are not in a mood to listen, do not raise issues. When you do raise an issue, listen. Listen actively. In other words, really try to understand the other's point of view. If you do not understand what the other person is saying, ask more questions—genuine questions, not cross-examination or leading questions. Those are for the courtroom.

As you begin to think you understand the other's point of view, check it out with him or her. Repeat it back to see if you heard it correctly. If you did not understand what was said, ask the other person to tell you. This will give you another chance to understand. Someone once said, "To understand means to stand under, which means to look up to, which is a pretty good way to understand."

It is important to let the other person know your interests as well. Once someone feels you genuinely listened, he or she will tend to be more ready to hear your side. Then you will both have an understanding of the interests that must be satisfied if you are to reach agreement.

Once you both realize that you do understand where the other is coming from, ask about the reasons why (i.e. the underlying interests). Once you are clear on that, you will be starting to get some ideas on how to resolve the problem, as you will have many more pieces of information with which to work. Notice also what else happens through this active listening: The other person gets to vent feelings. As a result, the "emotional temperature" begins to come down, and he or she begins to realize that you respect his or her point of view (and by extension, him or her), whether or not you agree with the other position.

In short, you are helping to shift the balance from win-lose position-based problem solving to win-win interest-based problem solving. This is worth solid gold as you move on to the next steps. Incidentally, interests almost always relate to some form of basic needs, such as shelter, safety, or satisfaction.

Step 3: Invent options for mutual gain.

Here is where any training you may have received in brainstorming will come in handy. Follow the basic rules for brainstorming:

• Go for quantity—as many ideas as possible.
• Build on each other's ideas.
• Critiquing is not allowed.
• Any idea is OK for brainstorming.

Your goal here is to work together to generate as many possible solutions as you can that could satisfy the underlying interests you have identified in the previous step.

Step 4: Develop agreements based on objective standards.

You have just brainstormed options for mutual gain. Now evaluate those options as potential solutions—but against what? Two people who differ on something need to compare their proposed solutions to something besides their own desires and wants—to something outside themselves.

Normally for an option to provide a win-win solution, it must meet objective standards such as being workable, equitable for both parties, fair, legal, ethical, within cost, and capable of being implemented. Rather than assuming that the other person has the same standards in mind that you do, discuss them to make sure that both of you have the same understanding of what they mean. For instance, what do the words workable, fair, and ethical mean to both of you within the context of your particular situation?

It may be important to consider more specific standards, too. Are there community, industry, or professional standards that must be met? Think of the times that you have referred to the Kelly Blue Book value of a car: That is an industry standard, a commonly accepted reference point for a sales price or trade-in value. What about the neighbors who want to put an addition onto their house? They must comply with local building codes and zoning regulations.

Once you have agreed on the standards, together choose a solution that appears to meet both of your needs. Usually when all of the facts are laid out, one solution seems to have advantages over the others. Arrive at a solution that both of you can buy into and with which you both can live. Then test the solution. If that solution is not as effective as you thought it would be, or if the circumstances change, regroup and choose another potential solution. Try it out and see if that one works better.

Sometimes people come to an agreement without spending a lot of time creating standards. As you become more experienced at interest-based problem solving, you may see the solution becoming clear as you list options. Just remember not to assume that you understand what the other person thinks or feels—check it out with him or her. Then if the solution meets both of your interests and needs, try it out.