CONNECTIONS

NW Collaborations E-Letter

NW Collaborations

CONNECTIONS is a quarterly email newsletter from NW Collaborations that

features some of the newest strategies for community engagement.

It’s our way of supporting our clients and associates with the challenging job of building community.

Below are articles that have been featured in past issues of CONNECTIONS.

CON N E C T I O N S

Fall, 2005

Scope It Out!

5 Questions to Ask Before You Go Public

When trying to establish an effective public participation project, the best place to start is in our own backyard. At times it’s natural to skip this step and just move into the planning and design phase. But the key to any clear communication project is to understand what the needs of the internal organization are FIRST.

This may seem obvious, which is exactly why it’s often overlooked. These 5 questions can help get you started on your internal assessment:

1. What must be decided? Clarify the issue.

2. How does your organization see its role? Are they the sole decision maker, shared decision maker or facilitator in the decision process?

3. Who in the organization makes the final decision about the project? What form is that decision – a recommendation to another body, a spending decision, a siting decision, etc.?

4. What are the internal expectations of the agency around the project? What level of public involvement does the organization want? What level would the agency consider? Evaluate the comfort level of your organization around P2.

5. What new potential opportunities and resource does public participation around this issue provide for the organization? Give yourself an opportunity to think out of the box here. Wherever there are problems, there are also opportunities.

The more clearly you understand the current dynamics of your agency or jurisdiction, the better position you’ll be in to be effective and successful with the public.

The next step is to scope out the issue with the public. Don’t look at this phase as public participation – you’re not there yet. This is still the assessment phase. Once you understand the internal expectations, it’s time to compare those to the public expectations. And that – as we all know -- is where things can get tricky.

Winter, 2006

Scope it Out! — part two

Taking the Pulse of the Public

Scoping a public participation (P2) plan is the most important first step to assure success when working with the public. Our last newsletter offered 5 internal assessment questions to ask before beginning a P2 project. The second step in scoping your project is to check the pulse of the public. Don’t look at this phase as public participation – you’re not there yet. This is still the assessment phase.

How do you do this? By interviewing stakeholders – both those who might be supportive of your plan and those who you may perceive as potential “troublemakers.” And do interview some of the “silent public,” the people who are generally supportive of what you do but aren’t typically active in public processes. Use these five questions to get the information you need from the stakeholders to design an effective P2 plan:

1. What do people expect of your organization regarding the issues addressed in this P2 project? What do people perceive as the decision that will be made – and its impacts?

2. What are their issues surrounding the decision? What do they want to have happen – and why?

3. What is the perception of earlier public involvement by your agency, and what would make public participation credible for this project?

4. Who are the opinion leaders and organizations in the community?

5. What potentially affected stakeholder might not likely be represented by an existing group?

The answers to these questions will provide valuable planning information about the range and depth of the issues that will guide your public participation project. By comparing the stakeholder expectations to the organization’s needs for decision-making and public engagement, you can begin to identify the scope of your public participation plan.

There will be differences; some may be small and some may feel difficult, even insurmountable. But using this information, you can more adeptly tailor your public participation plan to foster and channel realistic expectations – and include strategies in your plan to address anticipated (not surprise) areas of potential conflict.

Our next issue will address how to design a plan from the information you’ve gained from your internal and public assessments.

Winter, 2006

Cut through Controversy

What do you do when you have an intensely controversial topic that must be brought before the public?

At NW Collaborations we have developed an approach that cuts through controversy to find common ground. And it works. . . . every time.

We have created an interest-based technique for issues with public controversy -- inspired by effective methods used for years in labor negotiation and conflict resolution practices. We adapted these methods to use what we call interest-based committees (IBC.) An IBC is not your typical advisory group. . . it’s more like a super-charged committee

The strength and success of an IBC is in the power of the process. Everything about the process addresses the core interests of an issue rather than positions. Uncovering interests is not an easy task. And to attempt to do this within a larger social structure can be daunting. We’ve developed seven key elements that will ensure success in finding resolution around an issue and at the same time foster cooperation and support.

KEY ELEMENTS

1. All stakeholders are represented in the IBC

2. True decision makers are present

3. The IBC is trained in the process and the project

4. All of the issues that need to be addressed are identified

5. Standards are defined by the IBC and applied to each option being considered

6. The structured process is applied to each issue presented in the process

7. All decisions are made by consensus

There are no shortcuts to this process. But there is incredible opportunity. When given a chance to address core needs and interests, we have seen time and again innovative and creative collaborations that stem from controversial situations. If you’d like to know more about developing an IBC in your community or if you would like to attend an IBC training session contact NW Collaborations at 206/842.0997.

Winter, 2006

3 Common Causes of Communication Chaos

Just about every challenge in working with people, whether they be employees, stakeholders or clients, comes down to communication. The bottom line is that communication is just too valuable to be taken for granted -- especially when dealing with the public. Here are three common communication mistakes to avoid:

1. Not enough information

It is said that in the absence of information, people fill in the worst. Perhaps the most common mistake is to not communicate at all – or not enough. It’s easy to assume stakeholders, our public or clients know everything necessary about our services, intentions and values . . . but it just ain’t so. Another common assumption is that they don’t care. In doing nothing, we are actually cultivating future conflict, misunderstanding and lack of trust.

2. Not enough planning

Not taking the time to plan communications or starting communications too late is a huge pitfall that is easy to fall into. It may be because we rely on communications in every aspect of our lives that it is, at times, counterintuitive to plan how we will communicate. There’s a natural tendency to provide communications on an “as needed” basis. And yet the truth is, the more positive impact an organization has on the lives of others, the more effective and strategic their communications must be. This is a universal truth whether you’re a public or government agency working with public stakeholders or a private corporation marketing your services. Every success rests on this, so take the time to structure your communication efforts; it’s that important.

3. Not considering your audience and their interests. Good communication starts here – understanding your audience. The better we understand the needs of those we are trying to communicate with, the better our chances of success. With this understanding, we plan more and provide more information. Most importantly – we provide the right information. And just imagine what you could do if your message was delivered 100% of the time! Imagine how your organization would run; imagine what your perception would be to your clients and stakeholders!

Don’t take communication for granted. Provide early information based on a well-thought out plan of what your message is and what your audience’s needs are. For more information on developing a communication plan contact NW Collaborations.

Fall, 2006

Eleventh Hour Angry Citizens:

7 Ways to turn your public from angry to appreciative

Often agencies try to get something done – and work hard to do it right - and then run into the buzz-saw of angry constituents at the eleventh hour. Sometimes it’s nearly incomprehensible – everything was done by the book. Notice was given, comments were solicited, a decision was made, and now the implementation is moving ahead. But since all the steps were followed, why is the public so angry . . . and why did they wait so long? Don’t they know you are required to do what you’re doing? And what do you do now?

Usually, anger is a sign that the person or group feels out of control. They don’t know how to get their needs met and feel as if they can’t control what is happening to them. But the good news is, they care! This gives the agency some leverage and is a key to how to move ahead. If you can give a sense of control back, you can turn your public from angry to appreciative.

So, what can you do? Dealing with an angry public takes some time, but the savings is in avoiding appeals and other processes that can create even longer delays in the project. Here are some steps to potentially making your worst adversary into your strongest advocate:

1. Recognize that anger reflects care and concern. Don’t shy away from talking with people who are angry. Spend the time to talk, really listen, and find out what is making them care so much. You will learn from this, and sometimes all an angry person needs is to feel heard.

2. Provide more information. Find out what additional information is needed. When information is missing, people will fill in the blanks – usually based on their worst fears. These fears give rise to anger.

3. Acknowledge improvements that could have been made. Examine steps taken previously. Use the public’s feedback to decide if any improvements could have been made in the previous procedures. Could anything have been done differently or better? Acknowledge what improvements could have been made, if any. This can go a long way. Sometimes what angry people want most is acknowledgement – or a form of apology. This doesn’t necessarily mean you will have to go back and do something over. But it gives the basis for discussing how to move forward.

4. Determine what interests lie below the surface. Spend enough time with the public who care to determine what interests lie below the surface of the anger and what they are asking you to do. What basic needs does each person have? Is there an interest you didn’t previously understand.

5. Consider how these interests could potentially be met. Even use the conversations to brainstorm with them what could be done to meet their interests. Don’t be afraid of getting answers that are impossible to implement. Within those unrealistic ideas are the kernels of creativity.

6. Consider an interest-based task force. Especially if your angry public is offset by a silent majority who support what you’re doing, consider a task force comprised of both groups to work through issues using interest-based discussions. Put the group on a level playing field by educating the entire group about the circumstances, regulatory considerations, and needs your agency is trying to meet. Ask each group to educate each other about their respective interests. Ask the group to focus on how to address the agency’s, the majority’s and the angry group’s interests simultaneously. And ask them to recommend ways you can move forward to achieve your objectives and still meet as many of their combined interests as possible.

7. Thank the people who care enough to speak up. Appreciate their energy and efforts. Acknowledge what it takes for them to do what they’re doing.

Communication, acknowledgement and commitment to address interests can convert anger into appreciation for you.