Recently I've been talking with several organizations that are dealing with a lot of information. They've gathered it in a variety of ways that were one-sided conversations. An example is a written, anonymous survey.

There is no way to check with each writer to get clarity on what he or she intended. The information provides a large variety of solutions to perceived problems. Without talking with the individuals who provided the solution ideas, it is impossible to know what value or need (underlying interest) they intended their solutions to meet.

This puts the organizations in a difficult place, since each individual has her specific life experiences and therefore, different "takes" on what their solutions mean. The organizations are then left with trying to balance solutions that appear contradictory. In the end, many individuals are left unsatisfied. They also may feel isolated and frustrated because -- apparently-- the leadership failed to hear them.

For the most part, individuals, value respect and recognition. They want leaders and decision-makers to respond to their interests (underlying needs and values). Unfortunately, most people jump from observing a "problem" to a fully-formed decision--their idea of the best way to "fix" the "problem." And they usually want the "problem" "fixed" the "right way" (i.e.; their way). They feel left out and ignored. They feel frustrated. This creates divisions and animosities. Actually, the divisions are multiple.

It is impossible to satisfy each person's need to have his or her "own solution" implemented. There are too many solutions.

What can decision-makers do?

Back up and do some activities and process that allow dialog and conv analcites and consciously exploreactions that will respond to the greatest number of interests. ersations. Use the Healthytalk process to help identify interests. Appreciative inquiry, or AI , is good for the process, too, and works well in conjunction with Healthy Talk. With AI, through telling of stories that show past successes, people are able to identify their underlying interests (now), and look forward to their future (in the form of interests rather than solutions).

This is key. The place to start in a situation is by being present and in dialog. Respect people by creating an environment in which individuals are able to put words to their interests. Then, the organization can find places of connection and build upon their strengths, which become a firm foundation for the future.

First comes dialog and identification of interests (underlying needs and values). Then discovery of commonalities. Then a wide world of possibilities opens up. Finally, the organization works - in dialog - to build a picture of actions that help satisfy the interests of most individuals-and the values of the organization as a whole.

Solutions or specific action plans-come last!

 11/19/08