Conceptual Cornerstones
RELATIONSHIPS AS AN ASSET
Investing in developing a relationship, and directing the continuing attention necessary to preserve and enhance it is to build an asset, and to manage the inherent risk if it fails. Effective relationships must have the capacity to respond to changing circumstances, the evolving needs and goals of the parties, differences in values and perspectives, and inevitably, disagreements. That capacity will exist where each of the participants considers that its own interests are best served by understanding and addressing the interests of the other party, and where the relationship is seen and valued as an asset that requires ongoing and explicit attention and investment.
CLARITY OF EXPECTATIONS
Clear expectations as to the purpose and explicit understandings as to the basis on which the relationship will go forward, including the way in which decisions are to be made, and the roles and responsibilities of the participants, is the platform for comfortable conversations and trusting relationships within the organization, and in its external relationships. Many attempts to build and enhance relationships or restore thos in difficulty fail, not because of a lack of will or skills, but because the participants have failed to first direct their efforts to first reaching common ground on “why and how they might do business together before they try to do business.”
MANAGING AT THE EDGES
Identifying and engaging the organizations, groups, and interests, both internally and externally, which can help or hinder each participants range of choices and possible outcomes, and developing the competencies to do so effectively, will be critical to success.
PROCESS FOR THE PURPOSE, AND THE PLAYERS
Process fit for the purpose, not purpose forced to fit the process .Whether the challenge is to respond to a problem or to seize an opportunity, if the participants “own” the process they will “own” the outcome, and be committed to turning agreements reached into action.
SAFE PLACES FOR DIFFICULT CONVERSATIONS
Whether building and enhancing relationships or restoring those in difficulty, powering the organization by empowering individuals requires “comfortable places for uncomfortable conversations”. With safe space for difficult conversations comes the confidence and security for an individual or group to go behind the curtain of its ostensible demands and share what it is really worried about or wants.
STRENGTH THROUGH DIVERSITY
What you see depends on where you stand, and the depth of the vision and the commitment to fulfill it will be stronger and more creative if molded within a diversity of values and experience, perspectives and histories.
THE POWER (AND LIMITS) OF CONSENSUS
Building consensus starts with the right to say no. Reaching for consensus enables each participant to explore its interests within the context of understanding the interests of others which may impact their ability to achieve or implement their own interests. The goal is to reach mutually acceptable outcomes which are preferable to any other alternative, and if that cannot be achieved, the reason for pursuing other alternatives will be clear.
SUSTAINABLE OUTCOMES THROUGH SUSTAINABLE RELATIONSHIPS
Predictable responses, timely actions, and being given the “benefit of the doubt”, are elements of a sustainable relationship; the outcome of a relationship not well managed are uncertain reactions, potential resistance, and the “assume the worst” presumptions.
