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All the cards
Each participant has personal and organizational concerns,
issues, and needs. These concerns need to be heard and
underlying needs and interests understood to prevent misunderstandings
and roadblocks. This takes work, but will go a long way
to get a workable solution.
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Be straightforward about your intentions as early as possible.
Try to establish a common understanding of what you are doing
and how it affects all partners. Negotiate with people along the
way.
Meeting with all of the participants at once may provide an
open, productive way to show the overall picture of agendas. A
facilitator can make sure that everyone
has a chance to speak and to address conflicts.
Writing out each participant's benefits
--even in distributed notes from discussions--can document, provide
something for future reality checks, and prevent misunderstandings.
If the participants comprise too large a group to make this approach
feasible, meeting with various representatives or asking everyone
for a written statement and then distributing these statements
may accomplish the same thing.
Meeting with key representatives in a confidential setting
(formally or informally) may also help. Agendas may become hurdles
if participants are not willing to work together, or if given
parameters conflict and are treated as inflexible boundaries.
You need to bring conflicting agendas and impacts of the agenda
out into the open. Be aware that you cannot meet everyone's demands
all the time.
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Working
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Agendas won't all be synchronized.
The cook may be there to make his food look good,
the king to eat, and the courtiers to be seen.
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You can help prevent agendas from blocking a workable solution
by:
- Treating an agenda as another need
or concern
- Scoping the project's goals, negotiating, and compromising
to reasonably solve the problem '
- Keeping the reality of these agendas and their costs in
front of you:
- Taking all the participants' concerns into consideration
Responding in some manner to all concerns.
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