-
The collaborative or integrative approach
by definition is a win/win approach.
-
And we're going to say that "collaborative"
and "integrative" are interchangeable.
-
"Collaborative" means we are working together,
and it's referred to as "integrative" approach
-
because the two parties are integrating
their goals--they're putting them together.
-
And it is a win/win situation. So, by
definition: if I win you win, if you win I win.
-
Therefore, we are what is called "promotive."
-
We have promotive interdependence, which
means that I am working toward your success.
-
I want you to win because if you win, I win.
We're pretty much joined at the hip on this.
-
And you are working toward my success,
which means if I win, you win.
-
Now this approach implies an equal concern
for myself, for you, and the relationship.
-
And what sets this apart from other approaches
is the concern that one has for the relationship.
-
So, when you go into this, the relationship is NOT
more important than you or me, but it is EQUAL.
-
And the fact that we are putting
consideration into the relationship
-
is what sets it apart
from other approaches.
-
So, I want to make sure
we are clear on this,
-
we're not putting any one of
these three above the other.
-
They're all equal, but what sets it apart
is the concern for the relationship.
-
That's what makes it different
from other approaches.
-
And in this approach, the two parties are
against the problem, not against each other.
-
It can be difficult to come up
with some real, genuine examples
-
that demonstrate a collaborative approach.
I would say that you might have a situation
-
where management and unions are in a
conflict, maybe there's a strike situation,
-
and they sit down at the table and they
say, "Ok, we need to get back to work.
-
We want everybody to get back to work.
We want everyone to be happy.
-
We want management to be happy.
We want labor to be happy."
-
And it takes trust in order for that
approach to work in that situation.
-
And you won't always have that trust.
-
I would say, usually you don't have
the trust between management and labor.
-
But, oftentimes when you do,
they come out with win/win scenarios.
-
So, what are some tactics? First of all,
communication has to be open and honest.
-
It IS open and honest. And in order for that
to exist, there must be trust in the relationship.
-
If there is not trust, this approach
will not work. That is paramount.
-
You have to trust the other party,
because when you do it,
-
you are going to self-disclose, which means
you are going to tell someone how you feel.
-
And you're going to ask
THEM how they feel.
-
And if you hold back on that...
why are you holding back?
-
It might be because you don't trust that they
will protect your feelings or respect your feelings.
-
You make concessions in this approach.
You give in, in some areas. You accept responsibility.
-
Remember we talked about the competitive
approach you deny responsibility.
-
In this situation because you're being
open and honest, you're saying,
-
"Yep, I did that wrong." or
"You're right, I failed in that area."
-
And you are accepting responsibility when...
and you take responsibility. It goes both ways.
-
It can be for something that went wrong
and it can be for something that went well.
-
And in this approach you will solicit
negative feedback. You will ask someone,
-
"Hey, what can I do better here?" or
"Give me some constructive criticism."
-
And if you don't have a secure relationship and
have a certain amount of security within yourself,
-
this approach will not work.
-
So, if it's a win/win situation,
what are the disadvantages?
-
Well, the most important thing is that
-
it takes BOTH parties to use the
approach in order for it to work.
-
"It takes two to tango" meaning
two to do the same dance.
-
If I am collaborating (keep in mind
I'm working towards your win)
-
and if you are competing, you
are working toward my loss.
-
So, if I'm not aware that
you are competing,
-
I'm giving to you out of my
left-hand pocket (so to speak)
-
and you are stealing out of my
right-hand pocket. And it will crush me.
-
I will lose the conflict and it will
destroy the trust between us.
-
So, it takes BOTH parties to do it.
-
It takes a willingness and a skill
on both parties to be able to do it.
-
It also takes A LOT more time because
you're going to discuss the problem more,
-
you're going to be more open with your
communication, and it takes energy,
-
and it takes a lot of skill. This is not
something you can develop overnight.
-
So, let's take one more look at a video.
I didn't finish it the last time we showed it
-
when we were discussing a
different conflict approach.
-
So, let's take a look at this
and see how it plays out.
-
I think this is a good example that demonstrates
the collaborative approach to conflict.
-
[announcer in commercial] World's
first reconfigurable luxury SUT,
-
Cadillac Escalade EXT.
-
[Jim Frankenfeld] So, that's
a pretty good example
-
of how two parties integrated their goals.
They both wanted that same parking spot....
-
I don't know how they got the vehicle into the
back of the truck or how they will get it out,
-
but I think you get the point.
-
So, that ends this discussion on the
collaborative approach to conflict.