What is Interest-Based Problem-Solving?

It is estimated that employees spend 42% of their time engaging in or attempting to resolve conflict and 20% of Managers' time is consumed with conflict-related issues. Masters and Albright (2002), in The Complete Guide to Conflict Resolution in the Workplace, point out that people thrive on conflict in most areas of their lives–football games, political debates, legal disputes–yet … Continue reading What is Interest-Based Problem-Solving?

Interest Based Problem Solving – The Steps

At its heart, Interest Based Problem Solving is inherently simple.  There are four steps. Step 1: Defining the Problem - The Opportunity Statement This step leads a team to develop an Opportunity Statement.  An opportunity statement creates the boundaries for the problem solving, usually begins with “What can/might we do to …”, is open-ended and … Continue reading Interest Based Problem Solving – The Steps

The problems with Interest-Based Problem-Solving and how to fix them

The use of Interest-Based Problem-Solving (IBPS) to engage employees (and their representatives) in solving business problems is gaining momentum worldwide. At its heart, IBPS is a form of systems thinking that provides a structure to a problem solving or negotiating session where instead of it being “you against me because of the problem”, it becomes “you and … Continue reading The problems with Interest-Based Problem-Solving and how to fix them

Getting to Yes: Negotiating Agreement Without Giving In

The foundation text on interest-based problem-solving and negotiation. Since its original publication nearly thirty years ago, "Getting to Yes" has helped millions of people learn a better way to negotiate. One of the primary business texts of the modern era, it is based on the work of the Harvard Negotiation Project, a group that deals … Continue reading Getting to Yes: Negotiating Agreement Without Giving In

High Performance Engagement (HPE) has been a fantastic success story for Air New Zealand

"High Performance Engagement (HPE) has been a fantastic success story for Air New Zealand, setting the tone for collaboration at all levels of the organisation. Employees have direct and substantive involvement in problem solving, initiating improvements and the decision-making process, which has led to an increase in collaboration scores in our regular employee engagement survey. HPE has … Continue reading High Performance Engagement (HPE) has been a fantastic success story for Air New Zealand

Interests and Positions – IBPS and a Tale of Two Chefs

Interest Based Problem Solving is one of the key tools used in a High Performance through Engagement Strategy.  It enables the people closest to the customer or processes to clarify the problems, analyse the problem, develop multiple options and craft innovative solutions. The use of Interest Based Problem Solving (IBPS) as a means to engage … Continue reading Interests and Positions – IBPS and a Tale of Two Chefs

What is interest-based bargaining? A free online training module.

This is one of the best online introductions to Interest-Based Bargaining we have seen and we acknowledge the copyright of The Fair Work Commission in Australia. Learn about a collaborative approach to bargaining – interest-based bargaining – and hear from employers, employees and representatives who have used it in their workplaces. Module overview This learning … Continue reading What is interest-based bargaining? A free online training module.

Ladies and gentlemen. The financial performance is not enough! A word from Goldratt.

"Ladies and gentleman.  The financial performance is not enough. The real thing is the harmony within the company. If you have the harmony within the company the financial performance will arrive. If you don’t have the harmony inside the company the financial performance, even if you have them, will be lost. The real key is … Continue reading Ladies and gentlemen. The financial performance is not enough! A word from Goldratt.

“Perhaps the majority on either side do not believe that it is possible so to arrange their mutual relations that their interests become identical.”

"It would seem to be so self‑evident that maximum prosperity for the employer, coupled with maximum prosperity for the employé, ought to be the two leading objects of management, that even to state this fact should be unnecessary. And yet there is no question that, throughout the industrial world, a large part of the organization … Continue reading “Perhaps the majority on either side do not believe that it is possible so to arrange their mutual relations that their interests become identical.”

The Group Styles Inventory (GSI)

The Group Styles Inventory (GSI) is the only research-based tool that provides a valid and reliable measure of how people in groups interact with each other and work as a team to solve problems. Extensively researched and internationally proven, this assessment provides group members with a ‘safe’ way to talk about their behaviour and how … Continue reading The Group Styles Inventory (GSI)

How to create an environment​ for breakthrough results in any team.

Team breakthroughs require a combination of skill and expertise,  constructive interpersonal behaviour and rational thinking. The size of your breakthrough depends on the quality of the decision, multiplied by the degree to which the decision is accepted by those who must implement it.  Quality and Acceptance are brought about through consensus decision-making. Skill and expertise … Continue reading How to create an environment​ for breakthrough results in any team.

Team Development – Using Simulations

Survival Simulation Series exercises require team members to work together effectively to deal with life-threatening situations. These simulations can be used as icebreakers, to establish Constructive norms within a new work group, or to introduce members to the value of synergy or to gauge their synergistic problem-solving skills. How Simulations work Synergy occurs when the interactive … Continue reading Team Development – Using Simulations