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Among the usual touchstones and analytic tools used to describe or define the situation/problem/opportunity which the parties present, the facilitator also ought to insure that the parties address the fundamental issues of power and authority to commit.
Absent a discussion on this point, assumptions take over. Each party will assume that the other has the same power and authority to commit to a solution that they know they do. This assumption is usually inaccurate. The time to discover this is during the "describe the problem" phase.
In addition, the awareness of the interests, information and culture of the other party’s constituency will help craft creative solutions to meet those interests. The overall scheme of things or perspective of the parties should include in some fashion, whether formal and over or quiet and informal, the parties to the problem solving approach engaging in constituency awareness. AND helping each other do this...for understanding.
An awareness of constituency also involve the development of a culture that can sustain and be aware of the principles behind the process used by the problem-solvers/negotiators/leaders etc.
Whenever you take on the responsibility of making a decision that will affect other people, you must build feedback loops into your decision making process. The best decision possible will maximize the fulfillment of your constituents’ interests. Your constituents should be kept informed of macro-events and milestones in your decision making progress; if constituents are not kept aware, your actions may regarded as suspicious or elitist. Worse, without input, you may mis-identify the salient interests. If your constituents don’t agree with the outcome they may attempt to change it through legal or political alternatives. Who are your constituents? Your constituents are the people who are affected by the outcome that you are helping to create.
You should qualify the nature and scope of your communications to your constituents. Processes such as trust-building or brainstorming, for example, need not be related in minute detail. It is impractical to ask constituents to participate vicariously in these non-linear processes. Instead, milestones -including important understandings not just product- should be related along the journey so that constituents can follow along and perhaps yell time out if necessary, if their interests are being misconstrued. Understanding is crucial if constituents are going to invest in and support the outcome. Integrity is an essential ingredient if these communications are to work properly.
Steve’s material from that university on when to involve the press.
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