joint problem solving strategy

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Industrial and Commercial Training

ISSN : 0019-7858

Article publication date: 1 February 1978

The joint problem solving process is not just a matter of using a good logical system, or just a matter of effective interaction and sound group processes. It is a complex interplay between ‘social’ and ‘rational’ processes. Kepner and Tregoe, examined a number of successful problem solvers — and found that there was a consistent logical pattern in which they moved from problem definition, to a comparison of the problem situation with the non‐problem situation then on to locating the cause and finally on to some form of positive decision and action plan. Another social scientist, Norman Maier has suggested that effective group processes are important, but that an effective group solution depends largely on the nature of the actual problem; he also gave an account of the rational and group processes in joint problem solving. Others, such as Rensis Likert, believe that problem solving effectiveness is due primarily to supportive group relationships. Another writer, William Gore, attributes successful problem solving to a type of ‘unconscious’ non‐rational process which has to be surfaced and accepted in order to get the best solutions. Alex Osborn pioneered the creative element in problem solving and laid emphasis on brainstorming where the group generates a wide range of alternatives in an unrestricted manner prior to deciding on the best solution to a problem. All these writers have made a valuable contribution to understanding the joint problem solving process and any effective approach to problem‐solving should take serious account of this wide range of approaches. But the approaches are nevertheless very different and may be difficult to reconcile in a unified approach.

MISSELHORN, H. (1978), "Joint problem solving: Building better relationships and better solutions", Industrial and Commercial Training , Vol. 10 No. 2, pp. 60-70. https://doi.org/10.1108/eb003654

Copyright © 1978, MCB UP Limited

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Collaborative Negotiation Done Right

October 10, 2014

Selena McLachlan

Collaborative negotiation – 6 important reminders about this win-win approach.

Getting to Yes: How To Negotiate Agreement Without Giving In, by Roger Fisher, was written in 1981, yet remains a best-seller. Why? Because it’s brilliant. Because it’s straightforward. Because it speaks to us leaders who value relationships. It’s a universally applicable method for negotiating personal and professional disputes without getting taken – and without getting angry. The book offers a concise, step-by-step, proven strategy for coming to mutually acceptable agreements in every sort of conflict. And as leaders, we know how invaluable this practice is.

If you’re like many, you’ve probably already read the book. But if you’re like most, you’d probably also benefit from a periodic refresher. If you don’t have several hours to spend, I’ve taken some liberties to summarize the most salient points below.

Collaborative negotiation in a nutshell

Collaborative negotiation – also called constructive, principled or interest-based negotiation – is an approach that treats the “relationship” as an important and valuable element of what’s at stake, while seeking an equitable and fair agreement. As opposed to always conceding in order to sustain the relationship.

A “competitive” approach to negotiation assumes a fixed pie, zero-sum, win-lose situation. In collaborative negotiation, it’s essentially assumed that the pie can be enlarged by finding things of value to both parties, creating a win-win situation, so that everyone leaves the table feeling like they’ve gained something of value.

Fair-process

Unlike most of the animal kingdom, we humans have a profound and deep need for fairness. And when this doesn’t happen – even if we’re the ones emerging as “winners” from a competitive negotiation – the end result is often not truly satisfying. A better feeling, and result, occurs when our needs are met; including the need for fairness.

Joint problem-solving

A collaborative approach to negotiation strives to convert individual wants into a single problem, bringing both parties together to work on solving the problem. The theory stems from the notion that by converting individual positions, wants and desires into separated problems, the negotiators are able to free themselves of any jealously or personal attachment to their requirements, in order to take a more objective and equitable position to collaborate from.

Transparency and trust

While it may not be possible or necessary to give away all of your information, there’s little tolerance for deceptive practices in collaborative negotiation. Moreover, gaining trust will be next to impossible. A simple way to eliminate suspicion is to be open and transparent, giving out most or all of your information (i.e. your wants, desires, end goal) before the other party requests it. The exact opposite of playing your best poker hand!

Dealing with competitive negotiators

So what happens when not everyone is playing by the same rules? Indeed, a huge challenge can occur if the other party takes a competitive approach, and tries to take advantage of your desire to collaborate. Sometimes we’re even perceived by competitive negotiators, to be weak. A proven way to deal with this type of situation is to be assertive and remain calm. Fend off your fight-or-flight reaction, recap your interests and summarize what you heard as their interests. Offer up a bit of an olive branch, while staying strong. And perhaps most importantly, know in advance what your BATNA is (back-up alternative to negotiated agreement), and demonstrate that you’re prepared to use it.

Remember, being a collaborative leader does not mean being weak or giving in. On the contrary, a collaborative approach seeks to gain the best possible solution for all. A true win-win situation. As educators, this means that our teachers, parents, students and school boards can all walk away feeling like they’ve come out winners. Kind of like a good haggle over a cup of tea at a middle-eastern carpet bazaar!

Think about the next time you need to engage your stakeholders in a collaborative negotiation. What’s your starting position? What are you prepared to give up? What are you not? And what’s your fall-back plan?

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Joint problem-solving

In negotiation and conflict resolution.

Joint problem-solving is a collaborative approach where parties work together to find mutually beneficial solutions to their shared challenges. This method emphasizes understanding each other's interests and needs, fostering open communication, and creating an environment where all parties feel invested in the outcome. It helps transform adversarial negotiations into cooperative efforts that can lead to more sustainable and integrative agreements.

Find Out More ( 3 )

• Negotiation and Conflict Resolution - 5.3 Framing and Reframing
• Negotiation and Conflict Resolution - 17.3 Sales and Procurement Negotiations
• Negotiation and Conflict Resolution - 18.3 Sustainable and Integrative Negotiation Practices

5 Must Know Facts For Your Next Test

• Joint problem-solving encourages participants to share information and perspectives, which can uncover creative solutions that satisfy both parties' interests.
• This approach can significantly reduce conflict by shifting the focus from positions to underlying needs and concerns.
• Effective joint problem-solving often involves brainstorming sessions where all ideas are welcomed, promoting a culture of innovation.
• Parties engaged in joint problem-solving are more likely to develop long-term relationships based on trust and mutual respect.
• Facilitators or mediators can enhance joint problem-solving processes by guiding discussions and ensuring that all voices are heard.

Review Questions

• Joint problem-solving shifts the negotiation dynamic from competition to collaboration. Instead of viewing each other as adversaries with opposing interests, parties work together to identify shared goals and mutual benefits. This collaborative mindset fosters open communication and can lead to more innovative solutions that address the core interests of all involved.
• Interests are at the heart of successful joint problem-solving. By focusing on underlying needs rather than fixed positions, negotiators can better understand what drives each party's desires. Identifying these interests allows for creative solutions that satisfy everyone's needs, ultimately leading to stronger agreements and better relationships.
• Joint problem-solving is often more effective than traditional competitive strategies because it fosters collaboration and trust among parties. While competitive approaches may yield quick victories for one side, they often damage relationships and lead to future conflicts. In contrast, joint problem-solving builds long-term partnerships by addressing shared interests, resulting in sustainable agreements that benefit all involved. This process also encourages open dialogue and innovation, making it a preferred strategy in many contexts.

Related terms

Integrative Negotiation : A negotiation strategy that focuses on mutual gains and collaborative problem-solving, aiming for win-win outcomes.

Interests : The underlying needs, desires, or concerns that motivate parties in a negotiation, which are crucial to identify during joint problem-solving.

Collaborative Approach : A negotiation style that prioritizes cooperation and partnership between parties, fostering a shared commitment to resolving issues.

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• Advanced Negotiation
• Business Ecosystems and Platforms
• Human Sexuality
• International Business Negotiations
• Introduction to Law and Legal Process
• Negotiations
• Professional Selling
• Strategic Alliances and Partnerships

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Take it from the Top: How Intensity of TMT Joint Problem Solving and Levels of Interdependence Influence Quality of Strategy Implementation Coordination and Firm Performance

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Approaching Persuasion as Joint Problem-Solving

Influence and persuasion have become essential competencies for procurement and supply chain managers and professionals.  Whether it is leading a new sourcing initiative, trying to maximize compliance with existing supply agreements, or driving organizational change around a new supplier relationship management program, the ability to persuade and to build and maintain alignment amongst internal stakeholders is critical.

Moreover, with much of the low-hanging fruit available through traditional competitive bidding already picked, and as the need to reduce supply chain risk and foster innovation with suppliers rise to the top of the procurement agenda, influence has also become an indispensable strategy and skill for external negotiations with suppliers.

For more on this topic, visit our Sourcing and Supply Management page.

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How Joint Problem Solving Can Optimize Negotiation Outcomes

Thursday, 14 February 2019

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The Gap Partnership

Interests: Strategy, Collaborative

JOINclusion

Joint problem-solving strategy towards social inclusion of children with a migrant background, partnering to build a world where all primary school children are integrated.

Our  team  is built on a unique group of partners from different background experiences (IT, pedagogy, psychology, artificial intelligence, etc.) and practice (technical development, academic research, nonprofit, formal and non-formal education) and will benefit from the collaboration and exchange of practices at the basis of the JOINclusion project work plan. Each partner organization (six in total) will gain new insight on practices and subjects that characterise the others and this will have a long-term impact on their capacity to approach their work from different perspectives.

Furthermore, the transnational nature of the partnership (Greece, Italy and the Netherlands) and potential collaborators in other countries will ensure attention to each country needs and interests in terms of integration and inclusion of diversity while providing a unique opportunity to develop a common strategy to counter common issues. The project will be the expression of collaboration among different cultures and backgrounds that will be reflected in the tool itself.

JOINclusion is intended to foster the social inclusion of ALL children primary school students (with particular attention to those with a migrant background) through the use of a collaborative mobile application. This tool, designed by psychologists specializing in the field, aims to develop empathy learning scenarios strengthening the impact of their use. The scenarios are designed to promote dialogue between participants and facilitate channels to express themselves, promoting integration. Both the game and its scenarios are designed based on schools needs, involving end-users since early stages of the project development.

Furthermore, the collaborative serious game is boosted by machine learning techniques conceived to enhance user experience and optimize its efficiency as a tool promoting prosociality through personalisation based on affect detection . The interactions with the collaborative serious game is also designed to encourage self-reflection and post-game interaction among the members of the targeted groups (children with and without a migrant background) while, for children at risk of exclusion, it promotes reassurance to encourage them to learn to act as equal members of their new community and find their place in society .

— Our Mission

The JOINclusion multidisciplinary partnership is applying the expertise of its members in the following main fields:

• Social inclusion 
• Innovation in education (Technology Enhanced Learning)
• Psychological and cognitive science
• Collaborative games
• Artificial Intelligence for personalization and recommendation engines
• Affective computing

— Our Vision

Our ambition is to achieve the social integration of all the children in European schools. To that end, JOINclusion mission is to provide ICT-based tools to promote equality and social justice among culturally diverse groups in primary schools.

— Our Story

The partnership has an extensive experience in the field and it is built as a  multidisciplinary, international and with complementary competencies group of motivated members. We envision ourselves as a micro-Europe, including countries geographically separated and culturally diverse and targeting pilots in countries such as the Netherlands, Italy and Greece among others.

Teachers' experience

Most of the discriminatory and bullying behaviors in school age are linked to cultural identity and related to racial, ethnic, and religious stereotypes (followed by gender and disability). The most popular strategies we adopted in schools to promote positive attitudes among students towards inclusion are related to playful activities fostering multicultural friendships outside formal schooling.

Teachers' needs

Among the limitations that we, as teachers, are experiencing to the development of education for diversity we can highlight the curriculum materials not supporting a multicultural perspective and our lack of confident while talking about diversity in class. We would like to know more about strategies and activities to support students developing softs skills such as empathy, respect and collaboration. More often than not, students lack skills related to the capacity to understand others’ emotions and feelings as well as the ability to understand the consequences of their actions towards others.

Partnership