MAGAZINE
FALL 2020
perhaps opposing conclusions to continue problem solving more effectively together ?” or “ How can a person become aware of his or her own steps up the ladder ?”
Hughes and Weiss argue that the quick process of climbing the ladder complicates problem solving when two individuals fail to fully understand their counterparts reasoning for their conclusion . They further argue that progress in problem solving often halts due to individual ’ s inability to constructively navigate challenging conversations where parties hold deeply rooted beliefs and interpretations . Perhaps equally important in acknowledging this cognitive process is the associated skill to navigate these dilemmas . Hughes and Weiss explain it as a simple process , but one that is not easy : Understand before advocating . It requires both self-awareness and social skill to recognize “ top of the ladder ” statements . It further requires discipline and humility to understand prior to advocating . Individuals must first understand their counterpart ’ s perception and only then advocate for their own perception . Understand before advocating is one skill that assists stakeholders in stepping down a ladder of inference . In order to do this well , individuals should also strive to have fluency in differentiating positions from interests .
Interests over Positions . Problem solving can also slow down or halt not for a lack of process , but for a lack of understanding during or throughout the process . This lack of understanding during process is described by
( 9 ) Fisher , Roger and William Ury , edited by Bruce Patton . Getting To Yes : Negotiating Agreement Without Giving In . Page 41 .
( 10 ) Ibid .
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William Ury , Roger Fisher , and Bruce Patton in their book Getting to Yes : Negotiating Agreement Without Giving In . Ury , Fisher , and Patton first consolidated their work as professors and students at Harvard School of Law to develop a common set of principles of negotiation . More broadly , they aimed to address their perceived global need for effective partnerships and reduced animosity between leaders at every level . Of particular relevance to a multinational headquarters , the authors explain and distinguish between an interest and a position throughout collaborative problem solving .
Getting to Yes defines an interest as “… needs , desires , concerns , and fears that motivate people .” 9 It defines a position as “ something you have decided on or one method of satisfying your interests .” 10 Often times , problem solvers may confuse a position with an interest due to their deeply rooted beliefs , most likely developed through years of experience . A fundamental flaw in problem solving is confusing these positions for interests and then subsequently carrying these positions forward as facts . The most effective organizations both distinguish between an interest and positions as well as speak in terms of interests rather than positions . In order to clarify an interest from a position , members should ask themselves what underlying motivations inform statements . The below example , while straightforward and broad , serves to assist in explaining the concept .
A scenario to consider “ interest over position ” is as simple as a married couple describing their desire to purchase an automobile .