Fundamentals of Interest Based Decision Making

1. Use of an Interest Based Approach

Focus on problem, not on the people

Advocate for your interests, not positions

2. Rational approach to Emotional elements of the relationship

Be responsible for my/our emotions

– Disagree, but don't be disagreeable

– Express your anger responsibly

Directly discuss emotions that impact the relationship

– Take "time-outs" for emotional checks
– Use a principled approach to surface "elephants"

3. Seek first to Understand, then to be understood

Learn the other party's organizational culture
Be able to articulate the other party's:

– interests;
– perceptions; and
– values

Use "playback" to confirm the other parties' message
Become knowledgeable of the other party's constituencies

– A constituency problem is a relationship problem for both parties

Some tools to aid understanding:

– Do "worst critic" analysis
– Reverse roles
– Use third parties
– Conduct side-by-side negotiations

4. Develop Communications skills and principles

ACBW – Always Consult Before Deciding on an issue that will impact the other party
CYA – Check Your Assumptions
Develop active listening skills: "playback," empathetic listening
Listen for:

– Content
– Feeling and tone
– Congruence in language and behavior

Develop group communication skills
Use a "group memory" during problem solving

5. Reliability

Be Wholly Trustworthy - Not Wholly Trusting
Increasing my (our) trustworthiness

• Be consistent in conduct

• Treat promises with honor

• Communicate - ACBD/CYA

• Honor honesty

• Understand organizational culture

• Express intent

Increasing their trustworthiness

Demonstrate your own trustworthiness in order to build mutual trust
Practice principles such as:

– Acceptance
– Understanding
– Communications
– Persuasion

6. Use Persuasion rather than power and coercion

• Convince the parties of what is fair

• Strengthen persuasion with objective criteria

• Try to reason. Do not give in to coercion

• Persuade on the merits, without power or position

The use of coercion and power in a labor/management relationship results in:

• Damage to the continuing relationship

• Destruction of rational persuasion

• Damage to the quality of agreements

• Continuation of power strategies ("coercion cycle")

HOWEVER, be aware that power could be an alternative means to a negotiated settlement.
 

7. Practice Acceptance, not rejection

We must accept unconditionally, the other party with whom we have a legal relationship. We accept:

– Their right to have interests and to seek an accommodation of those interests
– That they are essential to any solutions to mutual problems
– Them as equal partners in negotiations

Rejection creates:

– Psychological barriers
– Physical barriers

We do not have to accept the other party's:

– Values
– Perceptions as being correct
– Conduct as being "acceptable"

8. Separating Relationship from Substantive differences

• Focus on a "good relationship" as a separate goal

• Do not attempt to buy a relationship or to hold a relationship hostage to substantive concessions

– Do not make relationship contingent upon substantive outcomes in negotiations
– Do not make substantive concessions in negotiations as a trade for a good relationship

A note about reciprocity in the labor/management relationship:

• Using the principles can be a unilateral act. Do not condition this practice upon a reciprocal practice by the other party

• It is in your best interest to practice the relationship principles

• Avoid reciprocity - it can be dangerous:

– "Eye for an eye" (Cynical reciprocity)
– "Give to Get" (Manipulative reciprocity)