Marc's Weblog

Five Conversations That Advance Cooperation

By Jack Silversin, DMD, DrPH, President, Amicus, Inc.

I offer these "five conversations that build cooperation" as a way to develop and strengthen cooperation among those who are part of any project.

1. Conversation around shared aims.

My first point to CEOs and others who participated in the October 5 TA meeting was that a shared vision is the foundation for cooperation. Both at the macro and project level, people have to share the same picture of where they're going. This is the basis of all collaboration. The conversation that helps project members clarify their shared picture is built on a series of questions - What do we each think we're trying to achieve? What will success look like? What's in it for us to pursue this aim? Who else needs to share this aim with us for the project to succeed? How will we get them to engage in this shared vision with us?

2. Conversation around roles and responsibilities.

After aims are clear, individuals need to know who is responsible for what. What may look like reluctance to cooperate is often a misunderstanding about whose responsibility part of a process is. This conversation can be as straightforward as asking those involved to articulate their role and what they believe others are responsible for. This creates the opportunity to clarify roles and develop common understanding of how all the pieces of a process will be working together.

3. Conversation to develop work agreements.

This is a two-part conversation - first individuals have an opportunity to make their needs known. One format that works well is for key players in a process to specify what they need others to stop doing, start doing and continue doing. Once everyone has heard what others need, agreements about what each person (or department) will do to best meet each others' needs can be developed.

4. Conversation to maintain relationships.

Even with the best of intentions and agreements on how individuals or parts of the system will work together, behavior can easily get "off track." Periodic "check in" meetings allow for feedback and continued dialogue about best how to achieve the shared aim. If behavior is on track, these meetings are occasions to share acknowledgment and progress. If cooperation is perceived of as uneven or not forthcoming, these issues can be aired and resolved. The other conversations lay the foundation for this kind of interaction to be healthy and constructive.

5. Conversation to let go of past baggage.

Some projects may need to start with frank discussion of broken relationships. If there is mistrust or unwillingness to share perceptions and constructive feedback, building cooperation needs to get underway with acknowledgement of the current situation. These conversations do take a certain amount of courage and willingness to be vulnerable. Below are two practical exercises I have found useful for airing deep concerns and helping individuals move to a different place - one where cooperation is possible.

Experiences/discussions To Help Heal Broken Relationships

1. Perceptions Exercise

Provide newsprint sheets to each party. Each party writes answers to two questions (below).

Then, groups will exchange their answers on the newsprint sheets. With "the other group's" newsprint in hand, each group reviews their answers and corrects, adds to or enhances each written answer so that it reflects their own accurate impressions.

Then "corrected" newsprint sheets are shared and discussed. Allow plenty of time for this work, it may take two or more hours to share and process the various perceptions in the room.

Questions:

A. Here's how we think you see us (or our work processes or quality - or tailor this wording to more accurately reflect the issues needing to be aired). Put yourself in their shoes looking at you.

B. Here's how we think you see yourselves (or your work processes or quality, etc.). Essentially put yourself in their shoes looking at themselves.

2. Be willing to "bury the hatchet" from past disappointments - at least enough to be open to the possibility of a different kind of relationship

If two or more groups have baggage they need to let go of, use this exercise to air past history and develop readiness for constructive engagement.

Each person (or work group) writes answers to these questions.

What would it take for you to "bury the hatchet" enough to be open to a different relationship?

1. What would you need to hear (and from whom do you need to hear it)?

2. What do you need to understand?

3. What do you need to let go of?

The answers are shared and discussed. It can be helpful to set ground rules around candor, demonstrating respect and listening for understanding at the start of the conversation.

For more information about Jack Silversin and his work, contact him through his website, www.consultamicus.com or at (617) 354-7983.