• Conceptual Cornerstones
• Practical Tools
• Sustainability Lenses
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.
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