Interest-Based Problem-Solving, an approach rooted in addressing the underlying needs, interests, and concerns of all parties involved, has gained prominence as an effective method for conflict resolution and collaboration in the workplace. In addition to fostering stronger working relationships, this method can also accelerate personal growth and development. By incorporating elements of Robert Kegan's Constructive … Continue reading Five Ways Interest-Based Problem-Solving Accelerates Personal Growth and Development at Work
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
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. It was produced by the 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 module … 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.
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.
High Performance Engagement, Air New Zealand, and the 3C’s
“The thing for me is recognising that, as a business leader, you have a responsibility to lead a company for the future, leaving it in a better place in five, 10, 15, or 20 years’ time. My job is to make sure that commercials are strong, the customer experience is great, the culture of the … Continue reading High Performance Engagement, Air New Zealand, and the 3C’s