Habit 4: Think Win/Win (Part 2)
The six styles of human interaction are Win/Win, Win/Lose, Lose/Win, Lose/Lose, Win and Win/Win or No Deal. For a description of each style, please see my August column.
Five Dimensions of Win/Win
Covey identifies five components required to make Win/Win a habit - character, relationships, agreements, supportive systems and processes.
Character. The foundation of Win/Win, character consists of three traits: personal integrity, maturity and an "abundance mentality."
Integrity is "the value we place on ourselves." As we practice Habits 1-3, we proactively identify our values and organize and execute around them on a regular basis. This helps us develop self-assuredness and independent will to make and keep meaningful promises and commitments.1
Because IQ addresses the quality or integrity of the information to meet all information customer expectations, it virtually requires personal integrity of those who would be IQ practitioners. IQ practitioners cannot work for a win without the outcome being a win for the information customers and the information producers.
Maturity is defined by Covey as "the balance between courage and consideration."2 Win/Win requires the ability to express one's feelings and convictions with courage balanced with consideration for the feelings and convictions of others. The balance of these two traits relates to the interaction styles:
- Low courage/Low consideration = Lose/Lose
- Low courage/High consideration = Lose/Win
- High courage/Low consideration = Win/Lose
- High courage/High consideration = Win/Win
Courage says we can confront the problems of the status quo. We are not afraid to challenge the faulty processes that produce defective data or the performance measures that prevent business areas from working together. However, having courage without consideration for the other stakeholders leads to Win/Lose (which may become Lose/Lose).
Consideration with courage says we challenge those problems of the status quo in ways that create benefit to all, both the information producers as well as the information consumers. Consideration says we bring "other alternatives" when we challenge the performance measures of the status quo that are mutually beneficial.
If I can empathize - not sympathize - with you, then I can courageously confront you with integrity, because I do not want to hurt you.
The abundance mentality indicates there is plenty for everyone. Those who have a "scarcity mentality" have difficulty sharing, feeling that if they do not get their piece of the pie, they will be left out. Those with an abundance mentality are able to celebrate in other people's successes and triumphs without jealousy.
Relationships. Interacting with others from the foundation of character leads us to develop Win/Win relationships. Trust, or the emotional bank account, is the essence of Win/Win.3 When we trust each other, we are open, even if we have different viewpoints. We build "reserves" by making deposits in our emotional bank account.4 We make deposits with someone through courtesy kindness, honesty and keeping our commitments to them. When we are disrespectful, discourteous, dishonest or when we alienate, we can overdraw our account, putting the trust level at risk and damaging the relationship.
If management does not seem to support your initiatives, ask yourself, "What is the value of my emotional bank account?"
Win/Win is difficult to achieve in any circumstance. However, when one is dealing with someone who holds the Win/Lose paradigm, it is even more complex. The relationship is the key in such situations. To create Win/Win, you must:
- Focus on your circle of influence.
- Make deposits into the emotional bank account through genuine acts of courtesy and respect.
- Stay longer in the listening process by listening more closely to the other person.
- Keep working to hammer out the issues until it is clear that you truly want mutually beneficial benefits.
This is the essence of information stewardship - a Win/Win mind-set focusing on the needs of others. The definition of information stewardship is "the willingness to be accountable for a set of business information for the well-being of the larger organization by operating in service, rather than in control of those around us."5 "Operating in service" does not mean Lose/Win, but Win/Win. When we understand and meet the needs of our information customers, we win because we are doing a satisfactory job for those who depend on the information we provide.
Covey reminds us that some people are so Win/Lose oriented that they cannot think of Win/Win. Some remember "No Deal" is always an option. Other times, compromise - the less optimum form of Win/Win - is acceptable.
Agreements. Agreements flow from healthy relationships and give direction to Win/Win. Partnership agreements in business or information stewardship agreements in information quality are examples of agreements that shift the paradigm of productive interaction from vertical to horizontal. Win/Win agreements are characterized by five elements being made very explicit:6
- Desired results (not methods) identify the expected outcomes and time frame.
- Guidelines specify the parameters (principles, policies and boundaries) within which to accomplish the results.
- Resources identify the people, money or other support available to help accomplish the results.
- Accountability describes the standards of performance and evaluation.
- Consequences specify positive and negative outcomes based on the evaluation.
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