November 14, 2003 12:00:00 am

SPEAKING OF BUSINESS: Collaboration can place managers on ‘same page’

By Russell Disberger

Q: I have fellow managers who disagree on how to grow our business unit. Where I work, we run our units like our own businesses. It’s up to a group of us to execute and make our goals. My question is how do we get on the “same page” and learn to follow through with the group’s ideas?

A: Working through any disagreements and focusing on achieving your goals will help build better teams among business-unit members. This might be easier said than done. The following process is an effective way to work through each of your issues. The level of detail to which you take the process is a judgment call to be made in collaboration with the participants.

Specify and clarify the situation. Understand the poles of the misalignment or disagreement and the thinking and feelings behind them. Try to formulate a clear statement about the specific nature of the misalignment or disagreement.

Clarify and select the cause(s). First, have a general discussion about root cause(s). Think about the following possibilities: Is it just a misunderstanding? Is it due to communications problems? Is it personal? Does the organizational system cause the problem (such as giving people conflicting or confusing goals)? Is it philosophical? Is it just a matter of opinion, with little supporting facts for any particular view? Is it a resource issue?

Next, use an idea-generating process to generate an organized body of possible causes. Some tools that are useful are a “Fishbone Diagram,” “Affinity Mapping,” or multivote prioritized list.

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Finally, discuss the various possible causes and decide which cause is the most significant (or which very small number of causes are the most important). It might turn out that there is not enough information to agree upon a cause. In this case, the group should discuss what additional information is required and make a plan for obtaining it. Also, there should be a specific plan for coming together again after the information is obtained to further work toward resolving the issue.

Next establish criteria for the solution(s).

After agreeing on the cause(s), discuss the features of an acceptable solution. What are the criteria that should be used to evaluate the quality of a solution? Criteria can be of two types, “musts” and “wants.”

A “must” is the criteria that a solution must satisfy in order to be kept on the list. If any solution does not satisfy the “musts,” it is removed from the list. It is important to have a very few “musts;” preferably one or two (maximum of three). If there are too many “must” criteria, it is unlikely that any solution can satisfy them all. “Musts” are never prioritized. “Want” criteria are those that are desirable, but not absolutely necessary. The “wants” can be prioritized in order of importance to the participants.

Then you need to create possible solutions to the issues. Brainstorm with your team members to create a body of possible solutions.

Now apply criteria to the solutions. Apply the criteria to each possible solution and select the solution that emerges as the best. Sometimes the group might create a hybrid solution from the original thinking.

It’s useful to create a matrix that has the “musts” and “wants” down the left side and the “possible solutions” across the top. Then each solution can be evaluated against the “musts” and “wants,” and the best one selected.

Sometimes there may be solutions that come out very close on the evaluation. In this case, discuss the associated positive and negative consequences of the final solutions.

Select a solution.

After selecting the solution, have one final clarifying discussion to make sure everyone agrees on the specifics of the solution. Part of this consideration should include how to evaluate the effectiveness of the solution once it’s implemented.

Outline implementation strategy for the selected solution.

The group should work to develop a basic plan for implementing the solution. Discuss the implementation in terms of specific responsibilities and accountabilities, and necessary changes in the organization or its procedures.

Establish specific actions, timelines and follow-up evaluation — who’ll do what, by when, and how will progress be tracked. Encourage the participants to reach out and involve others outside the group in implementation plans.

Finally, double-check and document the commitments made by participants so there’s no vagueness or loose ends.

What is next? After the issues have been dealt with to the degree possible, discuss “what next” with the group. Is there a definite sense of completion? Is it necessary to meet again to finish resolving some issues? When will the next follow-up meeting be and what will be considered?

Be sure to share the message of the meeting. Regarding communications, there needs to be a discussion as to how the work the group has done will be communicated to others, what information will be communicated, and to whom will there be a communication.

Windsor resident Russell Disberger is a founding member of Aspen Business Group, a Northern Colorado-based specialty consulting and venture-capital firm. He can be reached at (970) 396-7009, or by e-mail at russell@aspenbusinessgroup.com.