< SUMMARY 13 > LIMITED ROLE OF CONFRONTATION: << GUIDELINES FOR LIMITED USE OF CONFRONTATION: >> Confrontation is a nonviolent show of strength that is used to emphasize differences with your Adversary (and/or the Decision Makers) on a specific aspect of the issue. Your goal in using confrontation will be to focus attention on strengths in your position or in your base of support. Limited use of confrontation in the Resolution Phase may be useful when ALL of the following conditions can be met: 1) You have good reason for using confrontation for a specific purpose where no other method could work as well. 2) You have a very strong position on a limited and clearly defined aspect of the issue being raised or very strong support for your position that needs to be demonstrated (Preferably both). 3) You are very sure that you will win concessions or at least make your Adversary (and Decision Makers) more fully aware of your strength. 4) The confrontation will be of very limited duration because continued confrontation can erode your broad base of support in the community. 5) The confrontation will not permanently damage the possibility for maintaining or developing a working relationship with your Adversary and the Decision Makers in the future. ** USE OF CONFRONTATION: So far in this process your group has tried to avoid the use of confrontation because it tends to polarize and alienate people. Your goal has been to reach out to build a broad base of support in your community. As you enter the Resolution Phase it is expected that you have already built, to some degree, a good broad base of support and you are viewed as a credible group. During the Resolution Phase you may have Strategic reasons for considering a limited use of confrontation as part of a Show Of Strength. ** Mountain Vision Software R # 1 Box 222 Colton, N Y 13625 ** WEIGH THE RISKS TO THE FUTURE: Perhaps the most commonly overlooked aspect of the use of confrontation is how confrontation can impact on your ability to work with your Adversary and the Decision Makers. Up to this point you have been raising concerns and building a broad base of support to put pressure on your Adversary (and/or the Decision Makers) to find common ground for addressing your concerns. One of the dangers with even a limited use of confrontation is that you may win the confrontation on one aspect of the issue and lose your ability to deal constructively with your Adversary (and/or the Decision Makers) on other more important aspects of the issue in the future. Consider carefully the use of confrontation in terms of how it could impact on your ability to develop a working relationship with your Adversary (and Decision Makers) for addressing your concerns in the future. BALANCE CONFRONTATION AND THE NEED FOR FUTURE CONNECTION: You have been working to have your concerns taken seriously. Once your concerns are taken seriously then you will want to look towards building some kind of working relationship with your Adversary (and/or the Decision Makers) to begin to resolve the issues that concern you. The process of using confrontation to force them into a position where they will have to deal with your concerns involves a delicate balance. ** Mountain Vision Software R # 1 Box 222 Colton, N Y 13625 ** YOUR CONNECTION AS A THIN STRING: It may be helpful to have a way of looking at this new situation that can give you a `feel' for the delicate balance that is required. Imagine you are taking a large dog for a walk. Rather than using a leash you are using a weak string. As long as you are aware of the need to balance and adjust, you can keep the tension on the string at less than the breaking point and maintain your connection to the dog. This means careful balance and considerable adjustment to the actions of the dog. Without this adjustment you risk a test of strength that could lead to a breaking of the string and a loss of what ever influence you did have on the behavior of the dog. In a similar manner you can imagine your working relationship (or potential working relationship) with your Adversary (and/or the Decision Makers) as a string connecting 2 people. In a show (not test) of strength, especially if it involves confrontation, you want to pull hard on the string to get movement in your direction but not so hard as to break the string and lose future influence. ** WHEN CONFRONTATION MAY BE USEFUL: Even though the use of confrontation has many potential dangers, at times, it may have a role to play in the resolution of an issue. For example, Role Playing has shown that your Adversary (and/or the Decision Makers) have seriously underestimated the strength of your position or your base of support (or both). You have decided that a strong Show Of Strength, even to the point of limited confrontation, may be needed to `get their attention'. If your proposed action meets the guidelines for the limited use of confrontation then Role Play the proposal to get a good idea of the potential cost and benefits of this use of confrontation. Role play all key groups and be especially aware of how it could impact on your future ability to work constructively with your Adversary and the Decision Makers. Anticipate and be prepared for potential problems especially when mobilizing a large number of people. Have a clearly defined goal. What are you trying to accomplish by this use of confrontation? If the proposal looks feasible in a Role Playing Strategy Session then go through it again to find ways to minimize the costs (potential dangers) of the use of confrontation and to maximize the benefits. ** Mountain Vision Software R # 1 Box 222 Colton, N Y 13625 ** DECISION TO USE CONFRONTATION IN A SHOW OF STRENGTH: Your proposal has met all the guidelines for the limited use of confrontation and has been found acceptable in Role Playing. Because you have been careful to maintain a reputation for being a reasonable group, you will want to let the public know why you are taking your current position. Have a carefully prepared written statement (with extra copies to hand out) showing how you have been moderate and reasonable in trying to have your concerns addressed. Review the actions and positions that you have taken to this point and why you think that your concerns have still not been adequately addressed. This will allow people to understand why you feel you have been forced to take your present position or action on this aspect of the issue. Make sure your supporters are aware that their role is to focus on and support the aspect of the issue at hand. Individual members of your group may speak out, (at times emotionally) on the issue, but make it clear to everyone that, although individual members are free to speak for themselves, they do not speak for the group. Your group's position on the issue will be presented by your spokesperson, it must be reasonable and clearly defined. ** EXAMPLE: LIMITED USE OF CONFRONTATION: On a low altitude flight issue, the group decided it was necessary to show the military that the group had been able to develop a broad base of support in the community. The military had taken the strong position that an Environmental Impact Statement (EIS) was not needed. After careful study, the group decided that a show of strength with limited use of confrontation would be useful. They worked for a number of weeks to get a resolution calling for an EIS on the Low Altitude Flights through the various committees of the County Legislature to be ready for a vote by the full legislature. A mass mobilization to support the resolution was organized to bring people to the legislature meeting. An large crowd packed the meeting room supporting the resolution. Many individuals made strong and often emotional statements on how the flights would adversely effect them. The result was an overwhelming 20 to 2 vote for the resolution. This was a clear Show Of Strength that had wide coverage in the press. Even though the group was fully aware of the fact that this vote would have little impact on actually getting an EIS (no EIS was ever done), it was a strong demonstration of county wide support for the group's concerns. In addition, it did not seriously damage the potential for a future working relationship with the military while it did make them much more aware that the group's concerns must be addressed. ** Mountain Vision Software R # 1 Box 222 Colton, N Y 13625 ** CONSIDER THE USE OF CONFRONTATION CAREFULLY: The potential gains from the use of confrontation need to be balanced with the potential costs. Use confrontation in the Resolution Phase only when it serves a strategic purpose. Remember your goal of having your concerns addressed will mean that sometime in the Resolution Phase you may want to be able to work with your Adversary (and/or the Decision Makers) to find ways of resolving your concerns. Be aware of the effect of even limited confrontation on your potential for a working relationship in the future. @ < SUMMARY 14 > BACK-UP SYSTEM: TO SURVIVE THE WORST CASE: << BACK-UP SYSTEM: AN INSURANCE POLICY: >> Back-up Systems are often built into daily life. For example, many public buildings that remain open at night, such as public libraries, have an emergency Back-up System for lighting. If there is a power failure and the lights go out then the Back-up Lighting System automatically comes on line. Powered by rechargable batteries, the system is not designed to replace the primary system, but instead, to provide just enough light for people to find their way out of the building. In the same way, your Back-up System is not intended to replace your primary position. It helps you survive the impact of a final outcome where all your concerns have not been addressed and it allows you to continue to keep open important aspects of the issue. A Back-up System is like having an Insurance Policy that you create to cover yourselves in the worst case situation. Because it can protect you from some very serious problems and it requires a relatively small investment of energy, it deserves careful consideration even by groups in a very strong position. ** DISTINCT ADVANTAGES: There can be distinct advantages to a Back-up System: 1) A BACKUP SYSTEM CAN PROVIDE AN INSURANCE POLICY AND MAKE YOU FEEL BETTER: Being set up to survive the worst case can relieve some of your worst fears and lessen the feeling of threat and thus allow you to work more effectively on your primary position. 2) BACK-UP SYSTEM ISSUES CAN OFTEN BE USED IN YOUR PRIMARY POSITION: You may see advantage in bringing up some of your Back-up System issues as concerns of your primary position. 3) WORKING FOR A BACK-UP SYSTEM CAN OFTEN BREAK A DEADLOCK: Working to implement a Back-up System can often produce progress even when your primary position has not. Progress with your Back-up System can lead to a change in your situation. It sets the precedent that you have legitimate concerns that need to be taken seriously and can add to your primary position and to your credibility as a group. ** FIRST GOAL: SURVIVE THE WORST CASE: In a Role Playing Strategy Session sit down and imagine what would happen if all your efforts failed to have your concerns addressed. What would you have to live with? Imagine what could help you survive such a worst case. For example, if you would be forced to sell by Eminent Domaine could you influence the price? If you felt living in the area was impossible could you sell your property at full market value, if not could you be compensated for the loss? In great detail go through all aspects of how your life would be impacted and identify areas that would need work to survive the worst case. Begin to explore possible measures that could help lessen the impact of a worse case. Keep in mind, any mitigation measures you can get, no matter how minimal, can add to your Back-up System and form a good starting point for future mitigations. Be creative. Just because an idea has not been suggested before does not mean it can't be suggested now, but also be reasonable and look at it from your Adversary's point of view. What is the cost to them? What do they get out of it? * Mountain Vision Software R # 1 Box 222 Colton, N Y 13625 ** SECOND GOAL: SET UP TO CONTINUE: In the worst case, you may not be able to have your concerns addressed but that does not mean you will no longer have those concerns. Look at the worst case in a Role Playing Session and ask yourself how you could keep the issue open. How would you like to be set up to `keep an eye on things' and bring up your concerns as problems arose? For example, setting up an extensive monitoring program for all of your areas of concern would be a good starting point. If problems did arise having, already in place, legally binding agreements on resolving problems and compensation would be a great advantage. An official recognition of a Citizen's Panel to work with your Adversary to address problems as they came up would be a good way of guaranteeing that you could continue to raise concerns. An official review period, with a report on problems with public hearings, could make sure problems would not go unnoticed. Go through all aspects of daily life and look for ways of setting up systems to assure that you will stay involved in the process. Work on concrete proposals for procedures to assure your voice will be heard as long as you will be effected. You want to establish procedures in advance for keeping the issue open. ** CLEAR VIEW OF FUTURE NEEDED: It is important to consider Back-up System issues well in advance of a final decision on your issue, so that you can have a clear idea of what you will need for a good Back-up System and what aspects of it need to be implemented before a decision on the issue is made. In addition, with a clear view of what is needed, you can then decide how much energy you want to put into a Back-up System depending on how likely it is that you will need to use it. ** Mountain Vision Software R # 1 Box 222 Colton, N Y 13625 ** SOME GROUPS RESISTANT TO ASPECTS OF A BACK-UP SYSTEM: Some groups have problems discussing aspects of a Back-up System (like monitoring programs, mitigations, etc.) on a proposal where their concerns have not been addressed. They feel working for such measures implies an acceptance of the proposal and therefore they often fail to work towards implementing a Back-up System even though there may have been many opportunities to do so. Remember, asking your Adversary to state what they are willing to do (in areas like mitigation and monitoring) does not mean you have accepted the project. You are merely asking them to state all they are willing to do to address your concerns so that you can know what they are asking you to live with. You can state this position publicly. There are circumstances, however, when you may decide that publicly working towards a Back-up System could make it appear that you are weakening your primary position. In that case you might decide to work indirectly towards a Back-up System. ** WORKING ON A BACK-UP SYSTEM DIRECTLY: Often groups find it convenient to set up a special committee within their group to work on issues related to a Back-up System. They can work through Role Playing Sessions to identify areas of concern in the worst case situation and make recommendations for ways of addressing those concerns. Together with the Steering Council (Core Group) they can begin to come up with concrete proposals for how to survive and keep the door open after a worse case. Role Playing could help to identify areas where your Adversary and the Decision Makers may be willing to make concessions. Often the strength of your group can be used to best advantage by focusing on a Back-up System as well as your primary position. * Mountain Vision Software R # 1 Box 222 Colton, N Y 13625 ** WORKING ON A BACK-UP SYSTEM INDIRECTLY: Often, in spite of the distinct advantages of a Back-up System, some groups are resistant to working on one. This resistance may be overcome by working indirectly. A committee within the group could be formed to work with the Steering Council (Core Group) to work indirectly for progress in this area. For example, the committee could work with other interested people or groups (such as the Town Board, the Planning Office, the County Legislature, etc.) to identify and address problems related to the worst case. The members of the Back-up System Committee could work either as official representatives of your group or they could act as private citizens, or they may even choose to form their own separate group to deal with this aspect of the issue. Your group could then decide to either officially support the position of the other groups or take no position until it becomes apparent that a Back-up System was needed. The choice between working directly and indirectly involves many factors and is best arrived at through a Role Playing Session. What are the advantage and disadvantages of each method, both short and long term? How does your credibility as a group reflect on this decision? ** BACK-UP SYSTEM: LANDFILL AS AN EXAMPLE: The goal of a Back-up System would be to lessen the impact on those living near the landfill and keep channels of communication open. Lessening the impact might include: reductions in the waste stream through aggressive recycling, noise controls (ie: earth mounds and evergreen trees as noise barriers, etc.), limited hours of operation to reduce both traffic and noise effects, and other options. Carefully detail specific problems and list ways to lessen their impact. A Citizens Panel for compensation could be formed to raise questions. For example: For those who lose property to the landfill, is fair market value adequate for someone who does not want to sell? For constant low level impact (ie: noise, traffic, etc) you might look towards having the landfill agency pay each year a percentage (in proportion to impact) of the local property taxes of those effected. For a one time loss such as a loss in property value, you might propose a plan where people most impacted could choose a one time payment for the difference between fair market value and the current value. Or they could be allowed a number of years to sell and then be compensated for the difference between the selling price and the original value. Agreement on legal responsibility for long term effects (ie: possible ground water contamination) could be worked out in advance. The goal is to make people impacted by the landfill feel they have been adequately compensated or be allowed to leave the area without loss. * Mountain Vision Software R # 1 Box 222 Colton, N Y 13625 ** COMBINED PRIMARY POSITION AND BACK-UP SYSTEM: LANDFILL EXAMPLE: In the landfill issue, all the potential sites could join together and work towards goals of common interest as a primary strategy. Raise questions: Is there a need for a landfill? Are alternatives available? Is hazardous waste being adequately removed from the waste stream? Is recycling adequate? Is the selection process fair and scientific? Is a landfill really a long term solution to the problem of waste? Why aren't we implementing long term solutions? Individual sites could point out inadequacies in their own sites while refraining from commenting on other sites. The combined political power of all potential sites working together provides a good opportunity to work jointly for a common Back-up System. Often sites working together can negotiate from a position of strength for a better Back-Up System and settlement than if the final site was forced to negotiate alone. In fact, the Back-up system issues could be addressed even before the final site is chosen. A combination of a primary position and a Back-up System could work to the advantage of all sites and greatly lessen the impact on any site that might be chosen. @ < SUMMARY 15 > RESOLUTION BY STRENGTH: << THE PATH OF RESOLUTION BY STRENGTH: >> Build on your strength and get ready to mobilize your support to be in a strong position for the final resolution. It may be that your increase in strength leads your Adversary (and /or the Decision Makers) to negotiate with you to address your concerns or it may be that the resolution process will be primarily by strength all the way to the end. To increase your strength, you will need to find ways to widen your influence. ** SOME GROUPS READY FOR RESOLUTION: After a Show Of Strength, some groups may find themselves in an especially strong position. Evaluate your situation. If you are quite confident that you are now in an overwhelmingly good position to have all your concerns addressed (and your Backup System is adequate in case conditions change) then you may be ready to resolve your issue. To take full advantage of your present situation, you may want to consider working to precipitate the resolution as soon as possible. Your goal is in sight. By continuing on your present course and mobilizing your strength you can move to a final resolution of your issue. ** Mountain Vision Software R #1 Box 222 Colton N Y 13625 ** FOR MOST GROUPS A DECISION POINT: Most groups will not find they have overwhelming support for resolving their issue this early in the Resolution Phase. If your group is not yet ready then you will want to evaluate your current situation to answer an important question: Can you negotiate with your Adversary (and/or Decision Makers) to have your concerns addressed? Role Play your situation and then Role Play your Adversary (and/or the Decision Makers). See if it looks like conditions are favorable at this time for negotiating at least some aspects of the issue. Have they recognized your strength and are they willing to negotiate with you? Are you willing to negotiate with them? Realistically evaluate your situation to decide if negotiation may be a possible way of resolving your issue at this time. ** 2 PATHS TO RESOLUTION: If you find that negotiation looks like a favorable option on at least some aspects of your issue then you will want to consider starting on the path of Resolution By Negotiation (see next section). If conditions are not now favorable for negotiation then you will need to consider continuing with your current strategy of showing strength and begin down the path to Resolution by Strength. Many groups use both paths (Resolution by Strength and Resolution by Negotiation) and move back and forth between the two approaches on different aspects of the issue. To increase your strength, you will need to find ways to widen your influence. ** Mountain Vision Software R #1 Box 222 Colton N Y 13625 ** WIDENING YOUR INFLUENCE: IDENTIFY KEY PLAYERS: Up to now you have focused on influencing your Adversary (and /or the Decision Makers). To widen your influence you will want to identify those who could have even indirect influence on your Adversary (and/or the Decision Makers). In a Role Playing Session put yourself in your Adversary's place. If you were them, who would be likely to influence you? For example, if you were them: Where does your funding come from? Who do you report to? Who put you in your present position? What agencies oversee your actions? What courts would review the legality of your actions? Are you associated (even indirectly) with a political party? How sensitive would you be to public opinion? How would you react to editorials in the local papers or regional or statewide media coverage? Go through, in detail, all of the influences you might feel if you were a member of this group. Do the same to the Decision Makers. If the Decision Maker is the public (ie: a vote or referendum), ask yourself what influences public opinion in your area. ** Mountain Vision Software R #1 Box 222 Colton N Y 13625 ** WIDENING YOUR INFLUENCE: THE MEDIA: As a reasonable group with legitimate concerns that have not been adequately addressed, you are in a good position to widen your influence in the media. If you have had good coverage locally, you may look towards moving into regional, statewide or even (in some cases) national coverage. Although your situation may be primarily of local interest, does it represent an issue that is important on a regional, statewide or national level? Often other areas are facing similar problems and your situation may be a good example of the larger issue. For example, the media may be interested in doing a story on your issue statewide and are looking for a number of examples. Perhaps your group's approach to the problem would be of special interest. ** MAKING CONTACT TO WIDEN YOUR INFLUENCE IN THE MEDIA: When looking to expand your influence first try to work with the local media contacts that you've made in your area. They are often in the best position to help you. Ask their advice and who they would suggest for you to contact (could they make the contact for you?). Look for people in your group who may have friends or relatives that know people in the regional, statewide or national media. Check with other grassroots organizations for people they know. Prepare a written presentation of your situation. Give documented evidence of what has happened up to this point (be concise). Include articles from the local press showing your concerns and demonstrating your base of support in your community (ie: support from other groups, local government agencies, respected community members, etc). Include all relevant documents but give a one page cover letter summarizing your situation. This will allow a busy editor to know why they would be interested in your case without having to read all the details. This is especially important if you have to make contact directly without connections. ** Mountain Vision Software R #1 Box 222 Colton N Y 13625 ** EXAMPLE MAKING CONTACT WITH THE WIDER MEDIA: In a low altitude flight issue, the group had very favorable press locally for a number of months and had periodic coverage in the regional press. Because the issue of low altitude flights was potentially a national issue, efforts were made to make contact with a Statewide newspaper of national reputation. A series of demonstration test flights along the proposed flight path were scheduled and a Public Hearing was to follow. This looked like a good opportunity to try to widen the media coverage. Contacts were made with the paper and a documented history of the group's situation was presented. The newspaper was interested and agreed to send a reporter to do an article on the test flights and the Public Hearing. The reporter was going to contact the military for more information. ** INDIRECT INFLUENCE THROUGH THE PRESS: Shortly after the low altitude flight group made contact with this newspaper, the military announced the test flights and public hearings were cancelled. The only reason given was scheduling conflicts for the air space. This action led to speculation within the flight group that the military wanted to avoid widening the media coverage of this issue. This made sense because the military was in the process of doing a generic Environmental Impact Statement (EIS) for low altitude flights nation wide. Although this EIS was not directly related to the local flight path issue, it appeared (through Role Playing) that a high profile in the national press on specific details of this local issue would not be welcomed by the military at this time. The group concluded that the military would rather deal with some of the groups concerns than have them viewed at the national level in the press. Shortly after, there was a substantial revision in the military position on the issue (proposals for for lessening the number of flights and raising the altitude of the flights). This led to progress and more negotiations. Although the article was never written, working to widen their influence in the press led to a substantial improvement in the group's situation. ** Mountain Vision Software R #1 Box 222 Colton N Y 13625 ** WIDENING INFLUENCE ON THE POLITICAL LEVEL: When dealing with political parties be careful not to tie yourself to any one party. You are taking a nonpartisan position so that you will be able to maintain a broad base of support across party lines. However, at times, it may be advisable to work indirectly through a political party to bring pressure to bear on those in office to intercede on your behalf. ** EXAMPLE: WIDENING POLITICAL INFLUENCE: Working indirectly through the local party organization, the low altitude flight group was able to raise concerns that people in their area of the state were feeling that this issue was not being adequately addressed. Local party officials were able to help the group set up a meeting with the Governor (when he planned a stop in the area to dedicate a new building). After the meeting, the Governor announced to the press: "This Coalition is a group of responsible citizens. We welcome their participation ...". He then appointed the group to an Ad Hoc Committee on Military Affairs in the state. This was a major breakthrough for the group. In the Ad Hoc Committee they were able to work directly with the Decision Makers in the military. These negotiations eventually led to a resolution of the issue. (Note: The Governor's reaction to the group was that they were responsible and reasonable. This was a significant factor in his decision to appoint them to the Ad Hoc Committee.) ** Mountain Vision Software R #1 Box 222 Colton N Y 13625 ** SOMETIMES NECESSARY TO FOCUS ON YOUR ADVERSARY'S WEAKNESS: Your primary concern at this stage is to build your strength but occasionally it may be necessary to focus on your Adversary's weakness. Does your Adversary have a particular weakness on some aspect of the issue? Are they taking a position that is particularly hard to defend locally? Is the credibility of your Adversary an issue? ** EXAMPLE: YOUR ADVERSARY'S WEAKNESS: CREDIBILITY: When raising questions related to the credibility of your Adversary, make sure your information is relevant, accurate and well documented. Stay away from personal attacks on individuals. Show how past credibility issues are related to the current situation. Often your Adversary may be making commitments to take responsibility for the consequences of their actions into the future. Their credibility as a group is then a legitimate issue to raise. For example, a private landfill company was applying to site an ash landfill in a rural town. Many economic benefits were offered to the town and assurances were made of safe operation and responsibility for any future problems. Investigation of the landfill company by a local group found problems with the company's landfills in other areas and convictions of officers of the company for giving bribes related to landfill sites in other states. This evidence was made public because it was relevant to the ability of the company to make good on its promises to the town. In addition, what assurances would the town have if the company went bankrupt? ** Mountain Vision Software R #1 Box 222 Colton N Y 13625 ** FOCUS ON KEY AREAS: You've been working to broaden your influence and you may have expanded into new areas. As you get closer to the resolution, begin to narrow your focus and use your widened influence to put pressure on key areas that will be likely to bring results in time to have some effect on the outcome of the issue. Don't spread yourself out too thin. Balance your energy between high risk areas and those where you have a reasonable chance of success. ** BALANCE EFFORTS BETWEEN PRIMARY POSITION AND BACKUP SYSTEM: Evaluate the chances of success for your primary position. Will most of your serious concerns be addressed? Be realistic. Evaluate your situation in a Role Playing Session. For example, if you are very confident of having most of your concerns addressed then setting up a minimum Backup System might be adequate. If, on the other hand, there is a very real possibility that many concerns of your primary position will not be adequately addressed then you will need to consider spending a major part of your efforts working to implement your Backup System. Often a separate committee working with your Steering Council (Core Group) will assure a consistent and sustainable effort to create a Backup System. Decide carefully on whether a direct or indirect approach best suits your situation at this time. Balance your energies between the needs of your Primary Position and your Backup System. ** Mountain Vision Software R #1 Box 222 Colton N Y 13625 ** TAKE YOUR FINAL POSITION IN TIME TO MOBILIZE: When taking your final position, review your concerns and what positions and actions you've taken up to this point. Explain why you have been forced to take your present position. Show the concerns that have still not been addressed. Decide what areas to focus on and what Strategy is most likely to have most influence on your Adversary (and/or the Decision Makers). Be aware of any possibility for negotiating to resolve the issue. Take your final position no earlier than necessary but in time to coordinate all your efforts to have a real impact on the final decision. If you are presenting a proposal for action, present your case as to why the action is needed and what will happen if the action is not taken. ** OCCASIONALLY RESOLUTION BY STRENGTH GOES ALL THE WAY THROUGH THE PROCESS: In some cases (especially in a yes or no decision) where negotiation may not be possible, you may have to rely on strength all the way to the final resolution. Be careful to target areas where you think you are most likely to make progress and not to lose your focus and spend too much energy in side issues. Role Play each action and position and reevaluate the situation as conditions change. If you sense any movement in a key area, focus more energy there. Be sensitive to any indication that negotiation could help to address your concerns even if only on one aspect of the issue. If it comes down to a Yes or No decision have a clear and reasonable case prepared to support your position to present just before the decision is made. Mobilize your base of support from within and outside your group. Make sure you have an adequate Backup System so that you can survive and be in a good position to come back again later. ** Mountain Vision Software R #1 Box 222 Colton N Y 13625 ** OFTEN RESOLUTION BY STRENGTH LEADS TO NEGOTIATION: Often a success in Resolution by Strength will lead to negotiations to begin to work out the details of addressing your concerns. Other times it leads to negotiating towards a Backup System. (In the case of a Combined Primary position and a Backup System you will be negotiating for both.) Look for a willingness to negotiate and be prepared to negotiate in case you need to. Often this may begin with Backup System issues first and involve your primary position later. Remember any negotiation and mitigation on the part of your Adversary (and/or the Decision Makers) sets the stage for more progress later on. Even if your issue moves towards a resolution primarily by strength there are many aspects of the negotiating process that will come into play both within your group and with other groups and you will want to explore the following section Resolution by Negotiation. @ < SUMMARY 16 > RESOLUTION BY NEGOTIATION: << WHAT ARE THE REALISTIC ALTERNATIVES TO NEGOTIATING? >> In a Role Playing Strategy Session look at the most likely outcomes to your present situation if you choose not to negotiate. For example, if you proceed with Resolution by Strength, what can you expect to get? At what risk? Do you have the energy and resources to take that route? You may find yourself in a position where all your current options are limited and none of them as they now stand really address your concerns. You could choose to work to create new options by negotiating on the whole issue or you could negotiate on limited aspects of the issue while continuing with Resolution By Strength. Progress in negotiating could lead to a new mix of alternatives to choose from. You are choosing between the alternatives of what you are likely to get without negotiating and what you might be able to get by negotiating. Look at your choices realistically and avoid thinking in absolute terms. Often after looking at your options, you may begin to see some clear advantages in negotiating. ** CONSIDER NEGOTIATING WHEN IT BEATS ALL THE CURRENT OPTIONS: What Is Your Current Situation? -- If it looks like you are in an overwhelmingly strong position and you will get everything that you want then there is little need to negotiate. -- If it looks like continuing in Resolution by Strength will improve your situation to where you will not need to negotiate or where you will be in a better position to negotiate later, then work to improve your position first. Negotiations might be worth considering if: -- you could negotiate a position where you knew you could get most of what you wanted and avoid the risk of a total loss. -- it allowed you to deal with certain aspects of your issue separately instead of having all aspects of the issue part of one unchangeable package. -- you were very unlikely to have all your concerns addressed and you could negotiate a Back Up System to protect yourself against the worst case. If you're unsure whether negotiating would be an advantage to your group, then consider negotiating to see what position your Adversary takes. You Do Not Have To Agree To Anything. ** Mountain Vision Software R # 1 Box 222 Colton, NY 13625 ** NEGOTIATING: GETTING THE BEST DEAL: Your goal in negotiating is to get the most important aspects of your issue addressed. In order to do that, you may need to consider trading off some less important aspects. You can negotiate a limited and clearly defined aspect of the issue or the whole issue. Look at your situation objectively and try to get the best deal. Continue to negotiate as long as it beats the alternatives (ie: Resolution by Strength). ** TRADE AND BARTER AS A NEGOTIATING PROCESS: Throughout history negotiation has played an important role in interactions between people. People often negotiated for exchange of goods. The role of negotiation in trade in recent times has become less important for the average person with the advent of the big chain store because prices are set by the seller (ie: non-negotiable). Yet barter and trade are still important methods of exchange in many parts of the world. Even in industrial societies many people (especially in rural areas) are still able to `get a good deal',`drive a hard bargain', and `swap' for what they need. Often there will be very little exchange of money and in a good deal both parties will be happy with the results (win-win). Looking carefully at what takes place in `a trade' can be a good way of understanding the negotiating process. Even people unfamiliar with negotiating find learning to negotiate comes naturally when they see it in terms of barter and trade. Many who become involved in negotiating find it exciting and very rewarding. Bring together a negotiating team in your group to work with your Steering Council (Core Group). Include people with experience in negotiating, those who like to barter and trade, and those with an interest in Strategy. ** Mountain Vision Software R # 1 Box 222 Colton, NY 13625 ** NEGOTIATING: TRADE AS AN EXAMPLE: In many areas trading for items is a still common form of negotiating. For example, a woman wanted to start a garden. She had an old snowmobile in her garage that she was willing to trade for a roto-tiller in good condition. Early in the Spring, she mentioned to a few of her friends and neighbors to ask around to find who'd be interested in such a trade. An interested trader was found and the two met and looked over the items. The tiller owner was looking for a snowmobile to use with a sled he built to draw firewood out of his woodlot. Because the snowmobile had a good size engine he was interested. The new gardener sized up the situation and decided the tiller was in better shape than the snowmobile so she needed to throw in another item to balance things out. What else did she have to trade? She had 2 almost new snow tires in her garage that did not fit her car. `Interested in a pair of 14 inch snow tires?' The tiller owner was interested because the tires fit his truck. They both looked over the items carefully and the snowmobile and a pair of tires were traded for the tiller. Both traders felt they made a good deal. ** NEGOTIATION: GRASSROOTS GROUP AS AN EXAMPLE: A citizens group was concerned with noise from a mining operation that was locating in their quiet rural area. The sound of large chunks of rock dropping from a loader into trucks was loud and it could be heard for miles. Since the operation went on day and night, the group felt this was a serious problem and they were working with the local Planning Office to have their concerns addressed. After researching the noise problem, the group found that rubber Truck Bed Liners were commercially available (and in use in some areas) to control loading noise. They made a proposal for the use of Truck Bed Liners as a noise control. The mining company, after contacting the liner manufactures and some users of the liner, reported that the liners were very expensive, significantly reduced the carrying capacity of the trucks, and had to be periodically replaced. They concluded that the liners were too expensive to be a solution. They said that they were interested in controlling noise if cost effective methods could be found. The group came back with a proposal to build a noise barrier made of mine waste rock to control loading area noise. The company agreed to this cost effective measure and the group gave up their idea of the Truck Bed Liners in favor of a solution that could be easily implemented. Both parties were satisfied with the solution (win-win). ** Mountain Vision Software R # 1 Box 222 Colton, NY 13625 ** WHAT IS MOST IMPORTANT? OFTEN DIFFERENT ASPECTS IMPORTANT TO EACH SIDE: Look at your situation and define what aspects of the issue are most important to you. What aspects are less important side issues? Both parties in a negotiation are trying to get the aspects of the issue that are most important to them addressed by being willing to trade off some aspects of lesser importance. The key is, on some aspects of the issue, what is most important to one side is often not of the same importance to the other side. TRADE EXAMPLE: The new gardener really wanted a tiller for her garden and considered a snowmobile a less important item. The tiller owner may have just bought a new tiller and his old tiller was much less important to him than a snowmobile to help him bring in his firewood. CITIZENS GROUP: The citizens group was very concerned with noise and its impact on their quality of life and property values. They felt the truck Bed Liners would be a solution. The mining company was concerned that the delay in getting needed permits, caused by the noise problem, was holding up production. For them, how the noise was controlled was very important because of the potential difference in cost between alternative methods. Clearly define the most important aspects you want addressed. Make a list. Remember, the citizens group later realized the real issue was the control of noise and, as it turned out, the actual method used was not an issue as long as it was effective. ** FINDING COMMON GROUND: Different aspects of an issue are often of very different importance to the two sides of a negotiation and progress is based on identifying those differences and coming up with acceptable trade-offs. After deciding on your Negotiating Position (what is most important to you), put yourself in your Adversary's place. If you were them, what Negotiating Position would you be likely to take? Compare your group's Negotiating Position with the likely Negotiating Position of your Adversary (and /or Decision Makers). Look for common ground. Progress may be possible in agreement on general concepts (ie: desire to minimize impacts on people) or on specific details (ie: certain mitigation measures). Role Play both sides of the negotiation on areas you've identified as common ground. Try and anticipate where these negotiations could lead. Which paths of negotiation will better address your concerns? Which paths are likely to lead into areas that you'd like to avoid? Begin negotiation by avoiding areas where you are most likely to disagree and focus on areas where progress may be possible. You can then move to more difficult areas later in the negotiation. ** Mountain Vision Software R # 1 Box 222 Colton, NY 13625 ** IDEAL NEGOTIATION: People are often surprised to see that it may be possible to have something that is not very important to them that is very important to the other side. TRADE EXAMPLE: The new gardener had 2 snow tires that did not fit her car. The tires were not very useful to her, (little value) yet because they fit the tiller owner's truck, they were worth almost the cost of 2 new tires to him (great value). CITIZEN GROUP: The citizens thought the Truck Bed Liners were the solution to their problem. The company thought they were too expensive, but they were willing to make a noise barrier. The citizen group gave up their idea of the Truck Bed Liners (no loss to them) and got noise control in the form of a noise barrier (great value to them). The company put the work into the noise barrier (at little cost to them) and got production started (great value to them). In an ideal negotiation, each side trades off something of minor importance to get one of major importance (to them) in return. ** STRENGTH OF NEGOTIATING POSITION: TRADE EXAMPLE: Many factors influence the Strength of your Negotiating Position. In the trade of the snowmobile and the snow tires for the tiller, a very big factor in the Strength of the Negotiating Position of each side would be the season of the year that the trade took place. In the Spring, when many people are getting their gardens ready, then the tiller owner would be in a strong Negotiating Position. In the late fall the snowmobile owner would be in a very strong Negotiating Position because both her items (snowmobile and snow tires) were winter related items. In fact, her position would be so strong that if the trade had taken place in the Fall then it may have been considered an `good deal' even without the 2 snow tires. The strength of your Negotiating Position has a lot to do with what items are eventually traded. A very strong Negotiating Position can shift the balance in your favor while still creating a solution fair to both parties. (win-win). ** Mountain Vision Software R # 1 Box 222 Colton, NY 13625 ** STRENGTH OF NEGOTIATING POSITION: THE RESULT OF ALL YOUR WORK: From the very beginning of your involvement in the issue (and often without realizing it) you have been building your strength towards your Negotiating Position. To the extent that you have been effective in building a solid position on the issue and a strong base of support in your community, you will now be in a strong Negotiating Position. You can use a show of strength to make your Adversary (and/or Decision Makers) more aware of your strength and if necessary increase your strength by widening your influence (see Resolution by Strength). A strong Negotiating Position means you will be able to get more of what you want in negotiating while giving up less. ** STRENGTH OF NEGOTIATING POSITION: CITIZENS GROUP AS AN EXAMPLE: The strength of your Negotiating Position plays a critical role in negotiating. For example, in the mining noise problem, the citizens group had worked through the local Planning Office and the State Environmental Conservation Department to make sure that their concerns were addressed. They presented a very reasonable case that the noise impact of the mine could be very intense, raising the background noise levels from quiet to very high levels 24 hours a day. This was clearly a major impact, so the group had a very strong position on the issue (especially in light of the fact that the technology to control the noise was readily available). In addition, they had built a good base of support and had widened their influence (Planning Office and Conservation Department). In fact, the Planning Office had taken the position that the mining permit would be a conditional one. The permit would last 6 months and then it would be extended only if the company addressed the noise problem. The group's Negotiating Position was so strong that the mining company had no choice but to deal with the noise issue. This points out the importance of your early work in building a good base of support in your community for having your concerns addressed and for widening your influence (Resolution by Strength). A strong Negotiating Position has a great impact on the final outcome. ** Mountain Vision Software R # 1 Box 222 Colton, NY 13625 ** BACK TO RESOLUTION BY STRENGTH: OFTEN PART OF THE NEGOTIATING PROCESS: Progress in Negotiation does not always lead to a full resolution of the issue. Negotiate as long as it beats the alternatives to negotiating. If negotiation is limited to certain aspects of the issue then you may need to consider continuing with Resolution by Strength on other aspects of the issue even while you negotiate. If you're negotiating on all aspects of the issue you may, at times, need to consider a Show Of Strength (see outline) if you feel your Adversary (and /or Decision Makers) are not taking you seriously. You may even need to consider going back to Resolution by Strength to put more pressure on the Negotiating process. When considering the use of a Show of Strength or Resolution by Strength, carefully weigh how it will impact on your ability to negotiate. Role Play any action before taking it. Remember, success in Resolution by Strength often leads to negotiation. Be careful to avoid any actions that could severely damage your ability to negotiate in the future. Resolution of an issue is often a balance between Resolution by Strength and Resolution by Negotiation. ** BACK TO RESOLUTION BY STRENGTH: AN EXAMPLE: The low altitude flight group first began negotiating indirectly by working through their local Planning Office on Back-up System issues. Progress was made on limiting the number of flights per day, but no progress was made on minimum altitudes (500 feet above their homes). While negotiation progressed on limiting the number of flights, the group continued working through Resolution by Strength to address the remaining issues. By getting resolutions passed in the County Legislature, widening press coverage (locally, regionally and at the state level), and by appointment to the Governor's Ad Hoc Committee, the group was able to expand their base of support and widen their influence. They raised issues related to the effects of the flights: Many Amish communities were in the flight path and the startle effect on animals posed a real safety hazard to those working with horses especially in traffic situations. There was evidence that the military was in violation of their own interpretation of regulations on flights over populated areas. There were adverse effects on property values and many schools would be overflown. Raising these and a number of other effects of the flights gave the group a very strong position on the issue. With a great increase in the Strength of their Negotiating Position, they were then able to open negotiations directly with the military at the Ad Hoc committee meetings on the need to address the effects of altitude of the flights. ** Mountain Vision Software R # 1 Box 222 Colton, NY 13625 ** NEGOTIATING FOR A WIN-WIN: In order to facilitate a solution, each side must get a least some aspects of what they need. Even when one side is in a very strong Negotiating Position and the balance is leaning towards their side, it is important for them to be sensitive to the basic needs of the other sides position. Each side must be careful not to put the other side in a position where they feel the need to `dig in' for a hard fight just because there is no face saving way out. Whether you end up with an ideal negotiation where both parties are happy with the results or one that is strongly influenced by the Strength of the Negotiating Position of one side or the other, both sides need to work to retain the basic elements of a win-win whenever possible. Otherwise they risk a return to Resolution by Strength. ** NEGOTIATING A WIN-WIN: EXAMPLE: The resolution of the flight issue was heavily influenced by the Strong Negotiating position of the flight group. Over a period of a year, the group had built overwhelming support for their concerns and they had a strong case on the effects of the flights. As a result, the negotiations led to the military agreeing to raise the minimum altitude to 1000 feet. Further work led to a revision to 2,000 feet. Other issues, including continued safety hazards with the Amish and the possibility of bird strikes in an area that was a major bird migration route, led to a 2,700 minimum altitude. Faced with serious limitations on the use of the flight path, the military was then willing to consider a proposal for not using the flight path. Instead, planes could circle high above the military fort (5,000 feet instead of 500 feet) to make entry into the fort's bombing range. This proposal would involve a possible impact on some people near the fort because planes needed to make final entry to the bombing range at a lower altitude. People in that area worked directly with the military to identify and avoid individual homes and the impacts were mitigated to their satisfaction. The military then agreed to not use the original flight path and instead accepted the new alternative. With the impacts on people addressed, the military (although it gave up some low altitude training) achieved a politically acceptable solution that allowed access to the bombing range (win-win). ** Mountain Vision Software R # 1 Box 222 Colton, NY 13625 ** RESOLUTION: Whether you came to a Resolution of your issue by Strength or by Negotiation, your group has put a lot of time and energy into working to effectively present your concerns. By becoming involved you have built a new sense of community around your issue. Even if all your concerns were not fully addressed, you have been empowered by your involvement. Besides the valuable skills you've learned, your view of the world and of yourselves has changed. You have gained a new awareness of the part you have to play in this time of critical change. Give yourselves credit for the work you've done. In the end, the commitment and effort involved in raising your issue has improved the most valuable resource of your community: people. The real measure of your work is that you became involved. Working together, you took on the challenge of your issue so that: "... government of the people, by the people and for the people shall not perish ..." Abraham Lincoln We thank our Registered Users for supporting this Software. PRESS ENTER TO SEE REGISTRATION BENEFITS OR ESCAPE KEY FOR OUTLINE @