Veronica Wilkerson Johnson

IDSL 895 - Week 4, Consensus Building Strategies

July 13, 2014
As we develop effective leadership strategies it is important to avail
ourselves of effective perspectives in consensus building and issues
resolution. Following are descriptions of four consensus-building models.
Appreciative Inquiry
As was stated by Joy Evans Peterson in "The Magic Power of Appreciative
Inquiry" (2003), the purpose of all communication is to gain and maintain an
advantage. Through conversation we discover the real agenda, conscious or
unconscious, of the other individual. Language creates reality, and that
change begins with the questions we ask. The act of inquiring is not neutral,
it is an intervention that exerts influence, and therefore, the responsibility for
the outcome lies with the asker. Peterson on the appreciative inquiry Summit
states that appreciative inquiry principles are intentionally nave and
psychologically sound. The moment that we ask the question that requires
people to go back into their positive emotional memories, we have created
direct access to the subconscious motivations under which they operate.
Then, the next question can guide them into the current experience, as we
ask them how they could get more of what they described going forward.
Peterson believes that, once mastered, this transparent, rapport building
communication style becomes second nature and is transformative when
utilized throughout an organization. Most people notice that this new
communication behavior makes them feel better about themselves, and
improves their intimate family relationships as well.
Similarly, Diana Whitney and David Cooperrider state in "The Appreciative
Inquiry Summit" (2008), that appreciative inquiry can be used in large
dynamics. The benefits of the experience of "whole systems positive change"
range from building relationships and partnerships to building businesses and
global organizations. Through the act of appreciative inquiry in whole group
dynamics, the authors have watched tension in work environments turn to
enthusiasm, and cynicism to collaboration and congenial interaction. These
authors also cite Jim Ludema (2000) who stated that "having the whole
system in the room also brings an ecological perspective: all the pieces of the
puzzle come together in one place and everyone can gain an appreciation for
the whole. The unique perspective of each person, when combined with the
perspectives of others, creates new possibilities for action, possibilities that
previously lay dormant or undiscovered."
In reflecting on the insightful background offered by these authors and
research, I am reminded of Covey's "Seven Habits of Highly Effective People"
(1989), that include the wise adage, "Seek first to understand rather than to
be understood". This gives us the opportunity to become receptive to the
other person's perspective, point of view, goals, hopes, fears, sensitivities,
and motivations. This open-mindedness will often change the way we see
others, and allow for a "win-win" outcome based on compromise and mutual

respect. Good leaders can certainly benefit from the important resource of
appreciative inquiry in the many interactions they will encounter.

Page 2
Systems Thinking
As stated by Joseph Alonzo in "Systems Thinking: A Method for
Communication" (7-24-12), "we are a complex society with many
interconnecting parts that contribute to global movements. And yet, far too
often when something goes right or wrong our instinct is to assign blame or
praise to a single source. This type of fragmented thinking, I would suggest,
is both shortsighted and irrelevant to our present workplace paradigm."
Systems thinking can be characterized by the following principles: thinking of
the "big picture", balancing short-term and long-term perspectives, taking
into account measurable and non-measurable factors, and recognizing the
dynamic, complex, and interdependent nature of systems.
Thinking of the Big Picture: Whatever the problem that is being faced, it is
attached to a larger system. In order to determine the source of the problem
we have to widen our focus, and it is from this broader perspective that we
will find a systemic solution.
Balancing short-term and long-term perspectives: Balancing the short and
long-term thinking will supply a sound foundation for examining the actions
before they are taken within an organization.
Taking into account measurable and non-measurable factors: There is plenty
of tangible data and metrics in our educational workplaces. However, we
also must consider what to do with the intangible information - morale, levels
of trust, and working relationships - that is available to us at all times. It is
important that we account for the intangibles, and allow them to influence
our understanding alongside the tangible metrics.
Recognizing the dynamic, complex, and interdependence nature of systems:
A review of an organizational structure will reveal systems within many other
systems. In attempting to make sense of this complexity, organizations tend
to oversimplify and make decisions based on these oversimplifications,
according to Alonzo (2012). Systems thinking reminds us that once we begin
these reflections, it is important to zoom back out and take into account the
whole picture before making decisions.
In lieu of a blog, I reviewed literature that explored systems thinking in
action, and I discovered and particularly liked the article "Systems Thinking in
Action" (11-13-10). It shares that in 2010, at the Pegasus Systems Thinking in
Action conference a cross-sector community, represented by nearly 500
people from each continent, gathered to connect, learn, and reflect on the

session theme "Fueling New Cycles of Success". Daniel Kim, founder of

Pegasus, and acclaimed systems thinker, opened the conference with a
"third-generation" leadership challenge: "What does it mean to be fully
human? What does it mean to be truly free?" Then he proposed that the
attendees transcend current conditions by using the same tools and
technologies we utilize every day: transcend with choice, with attunement to
primary purpose and core values.

Page 3
Interest Based Bargaining
Interest based bargaining is a different way to negotiate. In certain situations,
it is an alternative, replacing traditional positional bargaining with a process
of joint problem-solving. Interest based bargaining is known by many names:
win-win bargaining, mutual gains, principled or interest-based negotiation,
interest-based problem solving, best practice, or integrative bargaining.
Whatever name or variation is used, interest-based bargaining may offer
organizations flexibility beyond traditional bargaining. It can empower them
to bargain without being locked into predetermined issues, and instead their
process can begin with a mutual understanding of the problem, and they can
identify the interests that underlie each side's issues and positions.
According to the Federal Mediation & Conciliation Service (FMCS) article
entitled "Are you looking for an alternative to traditional collective
bargaining?" (7-11-14), "When everyone understands the interests and
concerns that leaves a person or group to take a position on an issue, they
often find that some of those interests are mutual, that both sides at the
table are trying to achieve the same goal, just taking different approaches.
And they frequently discover that what at first appeared to be competing
interests are not really competing at all. Dealing with each other in this way
makes it possible to generate and consider options to satisfy particular
interests that may never have been considered before." Institutions that
participate in interest based bargaining discover that agreements tend to
address issues in more depth then those reached using traditional techniques
because the process aims at satisfying mutual interests by consensus, not by
reaching one's goal at the expense of the other.
Furthermore, interest based bargaining captures some of the highest
principles originating, but not always practiced in, traditional distributive
bargaining. Those principles include: sharing relevant information; focusing
on issues not personalities; focusing on the present and future, not the past;
focusing on interests underlying the issues; focusing on mutual interests, and
helping to satisfy the other party's interests as well as one's own; and
providing options to satisfy interests evaluated by objective criteria, rather
than by power or leverage. FMCS (2014) cautions that interest-based

bargaining is not, nor should it be, a universal replacement for positional or

distributive negotiating.
Similarly, in the Library Worklife: HR E-News for Today's Leaders article
entitled "Can We Bargain-Amicably? A Primer on Interest-Based Bargaining"
(November 2008), it was noted that interest-based bargaining is not
competition. It is not demanding, distrustful, and it is not positional. Interest
based bargaining requires brainstorming, discussion, exploration and
willingness to seek a hidden solution. "Above all, interest-based bargaining
requires absolute trust among their negotiating partners and their
counterparts. Interest-based bargaining, clearly, is labor intensive, but many
report that the results are well worth the effort. Many who employ IBB find
that contracts are negotiated in less time, the agreements are indeed win-win
and just from both labor and management, and each side understands the
other's point of view".

Page 4
Shared Vision
The ability to look forward and envision exciting possibilities as leader of an
organization is an attribute that distinguishes leaders from non-leaders.
Leaders must have a forward- looking capacity. They must find the
opportunity to separate themselves from the daily demands of leadership in
order to freely engage their own prescience. Shared vision is the opportunity
for a leader to seek out insights of others, and couple that vision with his/her
own for the benefit of the institution. The originators of the shared vision do
not have to have the same backgrounds, skills, or outlooks.
In the article The Power of Teamwork and a Shared Vision (April, 2004), Kevin
Biggar and Jamie Fitzgerald provide information on how they brought entirely
different skills to the Transatlantic rowing race that they won, and they bring
the same diversity of skills and backgrounds to the speaking stage. There are
key business imperatives that Bigger relates to his rowing experience. This
shared vision partnership combines with the rural background of Fitzgerald,
who was an educator.
Similarly, the Harvard Business Review article "To Lead, Create a Shared
Vision" (January 2009) notes that "The trial that most separates the leaders
from individual contributors is something that they haven't had to
demonstrate in prior, non-leadership roles. Perhaps that's why so few leaders
seem to have made a habit of looking ahead. Researchers who study
executives' work activities estimate that only 3% of the typical business
leader's time is spent envisioning and enlisting. The challenge, as we know,
only escalates with managerial level. Leaders on the front line must
anticipate merely what comes after current projects wrap up. People at the

next level of leadership should be looking several years into the future. And
those in the C-suite must focus on the horizon some 10 years distant."
In order to develop a forward-looking capacity, leaders must first resolve to
carve out time from urgent, less operational matters. Leaders must ask
"What's new? What's next? What's better? - but they can't present answers
that are only their own. Constituents want visions of the future that reflect
their aspirations as well, and leaders should be open to hearing what some of
those visions are. "As counterintuitive as it might seem then, the best way to
lead people into the future is to connect with them deeply in the present. The
only visions that take hold are shared visions - and you will create them only
when you listen very, very closely to others, appreciate their hopes, and
attend to their needs. Best leaders are able to bring their people into the
future because they engage in the oldest form of research: they observe the
human condition." (Harvard Business Review, January 2009).
In an era of increasing hostility toward the idea of shared governance, leaders
must have the courage to enlist shared vision. Though this thinking is not
always found at bargaining tables, it must reside within the thinking
chambers of college leaders if higher education is to continue to grow and
develop as a transformational opportunity for everyone in our nation and our
world.

Comments
Feedback 7/16/14 5:54 AM
HiVeronica
Youhaveprovidedthoroughdescriptionsofthetoolsandconceptsfromthisweek'slearningmodule.Are
therewaysinwhichyouhaveseentheseoperationalizedwithinyourinstitution?Oranotherinstitution?
Linkingthemodels/toolswiththepracticalisbeneficialandindicatesanunderstandingofhowandwhen
thesecan/shouldbeused.Nicework!
Sue

Thread: Week 1
Nunez says "trust me."
Post:
RE: Nunez says "trust me."
Author:
Johnson
Posted Date:
July 12, 2014 6:21 PM
Status:
Published
Thankyouforyourpost,Steve.Youarecertainlyonpointabouttheconnectionbetweenourfamilial,
professionalandcollegialtrustworthiness.Asleaderswemustbetransparentinmotivationsand
inclinationsinallareasofourlives.Asyoumentioned,therearetimeswhenwemusthave"blindtrust"in

others.Thisiscertainlytruewhenanewpresidentassumestherole,andwehavetotrustthattheir
contributionwillbeofultimatebenefit.Thecommunityandourcollegefacultyandstaffwillexpect,or
deserve,noless.Greatreflections.Veronica

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Thread:
Smith - Trust
Post:
RE: Smith - Trust
Author:
Johnson
Posted Date:
July 12, 2014 6:12 PM
Status:
Published
Greatpost,Rick.Iparticularlyappreciatedyourdifferentiatingbetweenthevaryingtypesoftrustthatexist
inallofourenvironmentsfamilial,professional,andcollegial.Asleadersweneedtobemindfulofthe
importanceoftransparencywhichestablishesourlegacyoftrustworthiness.Itdoesn'thelpifaleader
projectsthesemblanceoftrustoncampus,whilebeingfoundinuntrustworthyorunsavorydealingsin
otherareasofhis/herlife.Trustmustbe,atitsfoundation,truthinmotivationsandinclinations.One
cannotbalancethebudgetatwork,thendefraudtheIRSathome!Thankyouforyourinsights!Veronica

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Thread:
In God We Trust- All Others Pay in Cash
Post:
RE: In God We Trust- All Others Pay in Cash
Author:
Johnson
Posted Date:
July 12, 2014 6:04 PM
Status:
Published
HiErik.Ithoroughlyenjoyedreadingyourpost,andcertainlyresonatedwithyourpassage"Oneofthebest
waystoensurethatyoucantrustothers,asarule,istoshowthatyouareworthyoftheirtrust;reciprocity
isapowerfulandprimalemotionalresponseinhumans".ThisbroughttomindtheAppreciativeInquiry
modelthatwearestudyingthisweekwhich,byitsapplication,engenderstransparency,givingtheothers
thesensethatwecanbetrustedastheyopenuptorevealtheirtruegoalsandmotivations.Inaddition,I
readanarticlethisweekfromtheCenterforMichigan,(BridgeMagazine,71114)inwhichCalvin
College,inMichigan,chosetoaccept"moneyovervalues"accordingtothearticle.Thecollegeaccepteda
sizabledonationfromtheEdgarandElsaPrinceFoundation.Princehassincebeencriticizedfor
unfortunateinvolvementinthe"Blackwater"scandal,andthecommunity,andcollegefacultyandstaff
founditdifficulttounderstand,ortrust,theleadership'swisdominacceptingthemoney.Calvin's
President,Dr.MichaelLeRoy,statedsimplytothemediaandtoincensedmembersofthecommunity"We
don'tcommentonourdonors".Circumstancesofthisnaturecertainlyareonesthatweasleaderswillwant

totrytoavoidifultimatelywearetoengenderasenseoftrustamongthosethatwegovern.For,asyou
said,Erik,theleaderhastoshowthathe/sheisworthyofthetrust!Greatpost.Veronica

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Thread:
Wilkerson-Johnson Week 4 Discussion - Trust
Post:
RE: Wilkerson-Johnson Week 4 Discussion - Trust
Author:
Johnson
Posted Date:
July 12, 2014 5:45 PM
Status:
Published
Thankyou,Pam.Yourpostwassoinspiring,anditremindedmeabouttheSandyShugartinsightswhich,
asyoumentioned,werepivotallythoughtprovokingforme.IwasmindfulinreadingShugarthowmuch
we,asleaders,mustdevelopstrategiesforgoverningourselvesaswearehoningskillstogovernothers.
The"man(orwoman)inthemirror"iscertainlyonethatinvitesintrospection,andopenessto
improvements,ifwearetobetruetoourcallingasleaders.Alwaysappreciateyourperspectives!
Veronica

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Thread:
Wilkerson-Johnson Week 4 Discussion - Trust
Post:
RE: Wilkerson-Johnson Week 4 Discussion - Trust
Author:
Johnson
Posted Date:
July 12, 2014 5:40 PM
Status:
Published
Thankyou,Steve.Iappreciateyourinsightsaboutthevisibilityandopenessthatanewpresidentmust
displayinordertogarnerthetrustandacceptanceonhis/hercampus.AsIwasreadingyourpostIthought
abouttheAppreciativeInquirymodelwearestudyingthisweek,andhowakinitistoestablishingtrust
withalloftheconstituenciesapresidentwillgettoknow,leadandinspire.IhopeallgoeswellatSVCCin
theselectionofanewpresidentin2015,andIhope/knowthatyouwillbeapartofthatprocess!Much
appreciated.Veronica

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Thread:
Wilkerson-Johnson Week 4 Discussion - Trust
Post:
Wilkerson-Johnson Week 4 Discussion - Trust

Author:
Johnson
Posted Date:
July 9, 2014 9:05 PM
Status:
Published
Asleadersinanyorganization,beitcommunitycollegesorcompaniesincorporateAmerica,weallwant
tofeelthatweareimportantagentsinthefurtheranceofourinstitutions.Wewantbuyin,andtobe
successful,collegial,andrespected.Thishumanneedisatthecruxoftrustaswegoaboutourdailytasks
asleaders,gingerlydeterminingwhomandwhatwecantrulydependon,andfromwhomwecangain
assistancealongourpaths.Mostofusknowfromexperiencethateveryoneisnottrustworthy,andthat
somemayevenbeouradversaries.Giventhisbackdrop,Igleanedthefollowingthoughtsfromthe
literatureweread.IntheexcellentwhitepaperpreparedbyDCCLCohortOne,thereisasectionthat
speakstodevelopingtrust,anditmentionsestablishingandmaintainingintegrityandhighstandards.I
believethatasaPresidentofacommunitycollege,thisgoalofestablishingpersonalintegrityandasense
ofhighstandardsforoneselfandforeveryoneattheorganizationisanimportantearlystep.Nomatter
howbrieflyorhowlongapresidentserves,whatwillberememberedishowhe/shecarriedouttheir
missionandestablishedtheirlegacy.
IthinkabouttheesteemedPresidentMarySueColemanattheUniversityofMichigan,whothisweekis
retiringfromasuccessful12yearcareerasUM's13thpresident.Muchhasbeenwrittenabouther,andthe
legacysheleavesasUM'sfirstwomanpresident.TimeMagazinehasnamedheroneofthetop10best
collegepresidentsinthenation.ManyhaveandwillapplaudherworkinexpandingUM'sworldwide
researchpresenceinhealth,scienceandengineering,inupgradingUM'sfacilitiesandstadium,and
improvingUM'sfinancialaidtohistoricheights.Furthermore,beinganadministratorattheUniversityof
Michigan,IcanpersonallyspeaktothewaysinwhichPresidentColemandemonstratedintegrityand
trustworthiness,andsheengenderedthesequalitiesinusall.Shecaredabouttheadministration,the
faculty,students,communityandtheknowledgecentersaroundtheworld.Sheshowedcompassionforthe
intrinsicneedsofsocietyandthewaysinwhichUMcouldaidtheseopportunities,lendingassistance,
research,counselandguidance.Thisenvironmentoftrustthatsheinspired,herintegrity,andhergenuine
concernforhumanity,andadroitleadership,willforeverberememberedandapplaudedbyallofuswho
hadtheprivilegeofbeingmentoredbyher.IwillcertainlybeabetterleaderhavingworkedunderDr.
Colemansleadership,andasdevelopingleaderswecanalllearnfromtheoutstandinglegaciesofthose
whogobeforeus.
Furthermore,Stephenson(2004),in"Rebuildingtrust..."discussesthe"crisisoftrust"whenorganizations
facetoughcircumstances,downsizing,accountingscandals,lawsuitsandothercrisesthatspawnmistrust
amongstaffandthepublic.Itmentions"toxicshock",atrendProfessorPeterFrostdescribesinwhich
difficulteventsatinstitutions,ifhandledpoorlybytheirleaders,canleadtohighstress,fear,mistrustand
otherlingeringnegativeeffects.AgoodPresidentmustleadwithcontinuedintegrityandtrustintimesof
troubleaswellasintimesofpeaceandprosperity,andastutelyattempttoguidetheinstitutionanditsstaff
throughanyperilouscircumstancestoasuccessfulconclusioninwhichnormalcycanbereestablished.In
myview,thisfortitudeandloyaltytoonesvaluesandtotheinstitution,andcaringforthestaffandthe
community,willengenderlongtermtrust,buyinandrespect.

References:

Stakley,D.,Vitanza,J.(2013).Whatdoestrusthavetodowithit?Theleadersroleinbuildingand
maintainingtrust.FerrisStateUniversityDoctorateinCommunityCollegeLeadership.BigRapids,MI
Retrievedfromhttp://www.dcclblog.com/wp
content/uploads/2013/03/DCCL_WhitePaper_Trust_RBC1.pdf

Stephenson,C.(2004).Rebuildingtrust:Theintegralroleofleadershipinfosteringvalues,honestyand
vision.IveyBusinessJournal.Retrievedfromhttp://iveybusinessjournal.com/departments/fromthe
dean/rebuildingtrusttheintegralroleofleadershipinfosteringvalueshonestyand
vision#.U73CrRa26s1

PresidentsCouncilStateUniversitiesofMichiganCouncilCommunique(July2014).Farewelltofour
presidents:MarySueColeman.Lansing,MI.Retrievedfromhttp://www.pcsum.org/Portals/0/docs/July
%202014.pdf

Comments
Feedback 7/17/14 7:31 AM
HiVeronica
Yourpostandresponsesarewellthoughtoutandinsightful.Aswehavefound,buildingandmaintaining
trustiscomplex.Understandingoneselfandmodelingtrustworthybehaviorswillencourageothersinthe
institutiontodothesame.Goodwork!
Sue