Transcript Wednesday Final - PPTx - Natural Resource Management and

SCALE

System-wide Collaborative
Action for Livelihoods and
the Environment
The SCALE name and process graphic are
registered to the Academy for Educational
Development. This publication may be
adapted, translated or used in any form
without permission provided the materials
are distributed free of charge and USAID
and AED are acknowledged.
®
Suggested citation: Booth, B. (2006). SCALE® (System-wide Collaborative
Action for Livelihoods and the Environment) One-Week Training, United
States Agency for International Development / AED, Washington, D.C.
Any questions or comments before we begin?
MAP THE
CONTEXT
Identify
stakeholders and
leverage points
for action
Positive Impact:
Environment,
Livelihoods,
Civil Society
Participation &
Governance
Negotiate
collaborative,
sustainable
solutions
CATALYZE
COALITIONS
Commit to a
common goal
CREATE
SOLUTIONS
Catalyze Coalitions & Partnerships
After the workshop, participants will be able to:
1. Create partnerships and coalitions among
these stakeholders
2. Facilitate effective group processes
3. Define SMART Objectives
4. Negotiate collaborative sustainable
solutions
Facilitating Effective Group Processes
Who has experience facilitating groups?
What kinds?
 Review for some, but new for others.
 Going to learn from your experience what
works best here!
Facilitating Effective Group Processes
This session will focus on:
 Selecting the right facilitator
 Personalizing a checklist for
effective facilitation
Facilitating Effective Group Processes
Selecting the right facilitator
 Personalizing a checklist for
effective facilitation
Individual Work – 5 minutes
Review Handout: Choose the Right
Facilitator pages 10 – 11 Create
Collaborative Sustainable Solutions.
 Think about an upcoming event that will
need a facilitator.
 Identify people who would fall into each
of the categories in the handout.
Selecting the Right Facilitator

How does this view of expert/educator/
supervisor/ facilitator compare to your own?

What would you add or change to make this
comparative view complete?

What is similar in the four roles?

What is different?
Selecting the Right Facilitator
 Example - when you tried to facilitate a
group when the group perceives you to
be in another role – an expert, educator,
or supervisors – what happened?
 How well were you able to facilitate the
group?
MOST different in terms of the relationship
– the “power” and “authority” –
that the facilitator has with the others in the group.
Recognizing this is critical
in the choice of a facilitator.
SCALE

System-wide Collaborative
Action for Livelihoods and
the Environment
Facilitating Effective Group Processes
Selecting the right facilitator
Personalizing a checklist for
effective facilitation
Checklist for Effective Facilitation
Methodology:
 Build on your knowledge and experience.
 Create space for you to teach us what
works in this context.
Checklist for Effective Facilitation
 The Effective Facilitator Checklist –
page 12 Create Collaborative
Sustainable Solutions section
 Show and tell each other about what
we have learned about facilitating
groups, especially here!
Checklist for Effective Facilitation
 Which skills do you think you are
already good at?
 Which do you think you need to work
more on?
 Jot down ideas, asterisks, and
comments – anything you need to make
the list more useful.
SCALE

System-wide Collaborative
Action for Livelihoods and
the Environment
Use the Checklist:
 Review before you facilitate to remind you of all
of the skills
 Ask someone to observe you when you facilitate
using the checklist and give feedback
 Review after you facilitate to do a self-evaluation
 Apply the checklist to the facilitator of an event
you have organized – evaluation
 Before and after a training session – evaluate
skills participants have learned
 With a staff person you have trained or are
supervising
 Other ideas?
Any questions or comments about
this facilitating group processes
before we go on?
SCALE

System-wide Collaborative
Action for Livelihoods and
the Environment
Catalyze Coalitions & Partnerships
After the workshop, participants will be
able to:
1. Create partnerships and coalitions
among these stakeholders
2. Facilitate effective group processes
3. Define SMART Objectives
4. Negotiate collaborative sustainable
solutions
Define SMART Objectives
Your organization, group, coalition, or
partnership has decided what they are
going to do together towards their
common goal.
How will you know if and when you
have accomplished what you have set
out to do?
Define SMART Objectives
Specific
Measurable
Attainable
Results-focused
Timely
Define SMART Objectives
Specific: Describes an action, behavior,
outcome or achievement that is observable.
Concrete. Uses action verbs.
Measurable:
Numeric or descriptive quantity, quality, cost.
Attainable:
Feasible within scheduled time,
budget, and conditions.
Define SMART Objectives
Results-focused:
Measures outputs or
results (products and accomplishments), not
activities (number of trainings given or
newsletters distributed).
Timely:
Identifies target date.
Example:
Municipal Natural Resource Use Planning
 Original objective: By law municipalities are
suppose to develop a natural resources plan.
 Specific: Municipalities will plan how to manage
their natural resources.
 Measurable: 85% of the municipalities in the
country will plan how to manage their natural
resources.
 Attainable: 85% of the municipalities in Region 1
will plan how to manage their natural resources.
Example:
Municipal Natural Resource Use Planning
 Results-focused: 85% of the municipalities in
Region 1 will develop a plan for managing their
natural resources that follows the process and
guidelines of the “Municipalities Natural
Resource Use Planning Manual.”
 Timely: Within two years, 85% of the
municipalities in Region 1 will develop a plan for
managing their natural resources that follows the
process and guidelines of the Natural Resource
Use Planning for Municipalities Manual.
Example:
Municipal Natural Resource Use Planning
Complete SMART Objective:
Within two years, 85% of the municipalities in
Region 1 will develop a plan for managing
their natural resources that follows the
process and guidelines of the Natural
Resource Use Planning for Municipalities
Manual.
Example:
Increasing Local Tourism in National Parks
 Original objective: We need more local tourists to visit
our national parks.
 Specific: Increase the number of local tourists who visit
our national parks.
 Measurable: Increase the number of local tourists who
visit our national parks by 80%.
 Attainable: Increase the number of local tourists who
visit our national parks by 40%.
Example:
Increasing Local Tourism in National Parks
 Results-focused: Increase the number of local
tourists who visit the four national parks closest
to the capital city by 40%.
 Timely: Within two years, increase the number of
local tourists who visit the four national parks
closest to the capital city by 40%.
Example:
`
Increasing Local Tourism in National Parks
Complete SMART objective:
Within two years, increase the number of
local tourists who visit the four national
parks closest to the capital city by 40%.
SCALE

System-wide Collaborative
Action for Livelihoods and
the Environment
Small Group Work
Handout: Define SMART Objectives pages
15 - 17 of the Create Collaborative
Sustainable Solutions
 Groups of 3
 Complete Worksheet: Define SMART
Objectives page 18
 Self-managed groups
 25 minutes
Is this objective SMART?
Specific
Measurable
Attainable
Results-focused
Timely
SCALE

System-wide Collaborative
Action for Livelihoods and
the Environment
Before we move on to negotiation….
Take a look at some aspects of conflict….
Before we move on to negotiation
1. Analyze how each of us deals with
conflict.
2. Essential interpersonal
communication skill particularly
useful to assist in negotiating.

Recognizing agreement in a conflict
and exploring the sources of the
disagreements.
Individually
Handout: Conflict Resolution Styles on
pages 11 – 14 of the Essential
Interpersonal Communication Skills
Section
 Worksheet: My Conflict Management
Style pages 15 – 16
 Personal – won’t be sharing with the
plenary!
15 minutes
How do I deal with conflict?
Conflict is just like
the weather!
Sometime it’s
stormy…
Sometimes it’s
sunny and calm…
Sometimes it’s windy!
But it’s always going
to be there!
The key is how prepared
we are to deal with it.
What do you think?
 Is conflict “bad” or “good”?
 Conflict is an opportunity for growth,
innovation and creativity if we have
alternative ways to manage it!
SCALE

System-wide Collaborative
Action for Livelihoods and
the Environment
Essential
Interpersonal Communication Skills
Increase cooperation and help to reduce conflict:
1. Ask better questions
2. Listen more carefully and responsively
3. Give effective feedback
4. Recognize agreement and explore the causes of
differences.
5. Communicate your message effectively
6. Make requests (instead of complain and
criticize!)
7. Express appreciation, gratitude, and
encouragement.
Causes of disagreements
 Think about the
conflicts and
disagreements you
have had.
What were the causes
or reasons for these
disagreements and
conflicts?
We usually agree on 80%, but we tend to focus on
that 20% we don’t agree on. If we focused on the
80%, we could get a lot more done together.
- Patrick Papania
 What do you think of this statement?
Why do we focus on the 20%?
 What would happen if we focused on
the 80%?
Small Group Work
Handout: Recognize Agreement and
Explore the Causes of Disagreement on
pages 17-18 Essential Interpersonal
Communication Skills section
 Share examples from your experience of
conflicts related to each source. How was
the conflict resolved?
Small Group Work
 Self-managed groups – no report
out to plenary
 20 minutes
Individually
 Complete the Worksheet: Recognize
Agreement and Explore the Causes of
Disagreement on pages 19 - 20 Essential
Interpersonal Communication Skills
section
 Confidential
 10 minutes
SCALE

System-wide Collaborative
Action for Livelihoods and
the Environment
Catalyze Coalitions & Partnerships
After the workshop, participants will be able to:
1. Create partnerships and coalitions among
these stakeholders
2. Facilitate effective group processes
3. Define SMART Results Oriented Objectives
4. Negotiate collaborative sustainable
solutions
5. Know where to get more information on the
SCALE CD
What do you think?
Conflict is inevitable in natural
resource use issues.
Conflict management
That’s why conflict
management is
one of SCALE’s
social change
methodologies!
Small Group Work
Handout: Conflict Resolution Options
on page 19 Create Collaborative
Sustainable Solutions section
 Review and analyze this chart of
options
 20 minutes
Share experiences
you have had or know
about with each of the
conflict options.
yo
 Why do you think one or both of the
parties decided on this option? What
happened?
What other option could they have
used?
Conflict Resolution Options
 Questions?
 Comments?
Catalyze Coalitions & Partnerships
After the workshop, participants will be
able to:
1. Create partnerships and coalitions
among these stakeholders
2. Facilitate effective group processes
3. Define SMART Results Oriented
Objectives
4. Negotiate collaborative sustainable
solutions
Negotiation
The one you will
hopefully use the
most often!
Negotiation –
whether it is
between individuals,
within groups or
between institutions
is a critical element
of SCALE.
Negotiation appropriate if….
 A number of alternatives exist for settling the conflict.
 All parties are willing to negotiate and have the
authority to make decisions.
Negotiation appropriate if….
 The people depend on each
other to have their needs met
or interests satisfied.
 If one person can get all of
his/her needs met without the
cooperation of the other there is usually little interest in
negotiation.
 Sometimes group pressure
can help convince the parties
to try to negotiate.
Negotiation
Practice two types of
negotiation in role
plays:
 Positional negotiation
 Interest-based
negotiation
Negotiation practice in role plays:
Find a partner
Option 1:
 An 18-year-old boy has a crush on a 14-year-old girl.
She really likes him too. The problem is that her
parents won’t let her go out with him. They think she
is too young to date, plus they are worried that the
boy is 18, more of a man than a boy!
 During the role play, one person will play the boy/girl
and the other person will play the mother/father.
Negotiation Practice in Role Plays
Option 2: Select a topic you are both familiar
with and can play the roles of two different
perspectives:
 Payment for services in national parks. Role play a
government official and someone from the private sector.
 Moving cattle away from rivers to protect the watershed.
Role play an agricultural extensionist and a farmer.
 Industry using less water in their production cycles. Role
play a business owner and a cleaner production auditor.
Negotiation Practice in Role Plays
 Decide which option and your roles
with your partner.
Positional Negotiation Role Play
Handout: The Steps Of
Positional Negotiation
page 21 of the Create
Collaborative
Sustainable Solutions
section.
Positional Negotiation
Before the negotiation meeting: Set your
bottom line (when you will stop
negotiating) and your targets:
 BATNA - best alternative to the negotiated
agreement
 WATNA - worst alternative to a negotiated
agreement
 MATNA - most likely alternative to the
negotiated agreement
Positional Negotiation
Before the negotiation meeting:
Identify a range of options between
your BATNA and your bottom line:
Your opening position (BATNA)
 Secondary position
 Subsequent position
 Fallback position
 Bottom line
Positional Negotiation
Before the negotiation meeting:
Analyze the options and bottom lines of
the other party/parties.
Decide when you will move from one
position to another.
Put the issues to be negotiated into a
beneficial sequence of order. Open with
an easy issue.
Positional Negotiation
During the negotiation meeting:
1. Begin by stating your BATNA. Explain to
the other party why you prefer this
option above all others.
2. Allow the other sides to explain their
opening positions.
3. If appropriate, move to positions that
offer the other parties more benefits.
Positional Negotiation
During the negotiation meeting:
4. Identify a settlement or bargaining
range, then compromise or modify your
position (within your predetermined
options and bottom lines) until you
reach agreement.
5. If appropriate, formalize agreements in
writing.
Positional Negotiation Role Play
 Handout: The Steps Of
Positional Negotiation on
page 29 of the Create
Collaborative Sustainable
Solutions section.
 Individually answer the five
questions under “Before
the Negotiation Meeting.”
 10 minutes
Positional Negotiation Role Play
Negotiate with your partner
 Follow the steps of the “During the
Negotiation meeting” section of the
handout – page 21
 15 minutes
SCALE

System-wide Collaborative
Action for Livelihoods and
the Environment
Interest-based Negotiation Role Play
Handout: The
Steps of Interestbased Negotiation
Page 22- Create
Collaborative
Sustainable
Solutions section
Interest-based Negotiation
Before the negotiation meeting:
 Identify your interests that you hope will
be satisfied as a result of the
negotiations.
 Analyze the other party’s interests that
you think they hope to be satisfied as a
result of the negotiation.
Interest-based Negotiation
 Substantive interests - amounts (time,
money, or resources)
 Procedural interests – how the process will
be conducted (who will be involved and which
kind of participation will s/he have)
 Relationship interests - how each party
feels and is treated. Required if the relationship
is to continue. Can involve acknowledgement or
apology by the other party.
Interest-based Negotiation
During the negotiation meeting:
1. Begin the negotiation process by
educating each other about your
respective interests.
2. Work together to develop a
description of the problem that frames
it as “solvable” in a win-win solution.
3. Identify criteria for evaluating the
acceptability of the settlement.
Interest-based Negotiation
During the negotiation meeting:
4. Generate multiple options for settlement.
Separate the process for the generation of
options from the evaluation process.
5. Apply the evaluation criteria for each
option. Determine which one(s) are more
appropriate.
6. Identify areas of agreement and write
them down until you have reached a final
settlement.
Interest-based Negotiation Role Play
Keep the same
role as you had in
the last role play.
Positional Negotiation Role Play
 Handout: The Steps Of
Interest-based Positional
Negotiation on page 22 of the
Create Collaborative
Sustainable Solutions section.
 Individually - answer the two
questions under “Before the
Negotiation Meeting.”
 10 minutes
Interest-based Negotiation Role Play
 15 minutes
 Negotiate with your partner using
the steps of the “During the
Negotiation meeting” section of the
handout as your guide – page 22
SCALE

System-wide Collaborative
Action for Livelihoods and
the Environment
What do you think?
What general reactions / comments do
you have about the two types of
negotiation?
How did you feel when you were doing
positional negotiation? Interest-based
negotiation? Why?
Which type of negotiation gave the best
short-term results? Long-term results?
Why?
What do you think?
Who “won” during your positional
negotiation? Who “won” during the
interest-based negotiation?
What kind of relationship do you think that
the positional negotiation creates?
Interest-based negotiation? Why?
MAP THE
CONTEXT
Identify
stakeholders and
leverage points
for action
Positive Impact:
Environment,
Livelihoods,
Civil Society
Participation &
Governance
Negotiate
collaborative,
sustainable
solutions
CATALYZE
COALITIONS
Commit to a
common goal
CREATE
SOLUTIONS
SCALE

System-wide Collaborative
Action for Livelihoods and
the Environment
MAP THE
CONTEXT
Identify
stakeholders and
leverage points
for action
Apply multiple
social change
methodologies
Positive Impact:
Environment,
Livelihoods,
Civil Society
Participation &
Governance
Negotiate
collaborative,
sustainable
solutions
ACT
CATALYZE
COALITIONS
Commit to a
common goal
CREATE
SOLUTIONS
Act
Strengthen communication among
stakeholders
 Combine multiple social change
methodologies to achieve maximum
engagement and impact
Develop effective communication
strategies, materials, and messages
 Work successfully with the mass media
Act
After the training, participants will be able to:
1. Strengthen communication among
stakeholders
2. Combine multiple communication
methodologies to achieve maximum
engagement and impact
3. Develop effective communication,
strategies, materials, and messages
4. Work successfully with the mass media
SCALE

System-wide Collaborative
Action for Livelihoods and
the Environment
Act
After the training, participants will be
able to:
1. Strengthen communication among
stakeholders
2. Combine multiple communication
methodologies to achieve maximum
engagement and impact
3. Develop effective communication,
strategies, materials, and messages
4. Work successfully with the mass media
Act
 Strengthen communication
among stakeholders
Why do you think this is
important?
The SCALE Framework
Apply the

SCALE Process
Start at SCALE
Map the Context
Catalyze Coalitions
and Partnerships
Create Collaborative,
Sustainable Solutions
Act
Value
Intermediate
Outcomes
Increased number of
stakeholder individuals,
groups, businesses,
organizations,
communities, partnerships,
and coalitions taking
collaborative, sustainable
action toward a common
goal
Strengthened
communication and
working relationships
among these stakeholders
Results
Agricultural/environmental
best practices
Sustainable livelihoods
Civil society participation,
equity, and accountability
National, regional, and
local government capacity
to manage and support
improved agricultural and
natural resource
management
Bonding Social Capital
Links and relationships
between people with
similar outlooks and
objectives.
Needed to give groups a sense of
identity and common purpose.
Bridging Social Capital
Capacity to
make linkages
and have
relationships
with others that
may have
different views.
Bridging Social Capital
More "open”
networks, with many
weak ties and social
connections are
more likely to
introduce new ideas
and opportunities.
Linking Social Capital
The ability of
groups to engage
vertically with
external agencies,
either to influence
their policies or to
draw down on
resources.
Bottom Line
It’s better to have
connections to a
variety of networks
than many
connections within
a single network.
Act
Strengthen Communication Among Stakeholders
Build bonding, bridging, and linking
relationships and social capital!
Act
Strengthen Communication Among Stakeholders
Create an information highway
Infuse society with messages about the issue
from multiple sources of information
Act
Strengthen Communication Among Stakeholders
Everyone in the social system related to
the issue is a channel, a receiver, and a
source of information.
Everyone in the system has something to
contribute.
Every encounter with others is an
opportunity to involve them in your issue.
Strengthen Communication Among
Stakeholders
Questions or
comments before
we start the
exercise?
Small Group Work
Brainstorm activities that strengthen bonding,
bridging, and linking social capital in your context:
 Bonding relationships - within each stakeholder
group / network
 Bridging relationships - between stakeholder
groups / networks
 Linking relationships - vertically with external
agencies, either to influence their policies or to
draw down on resources
Small Group Work
Remember:
Groups and individuals with
connections to other networks will
have access to a wider range of
information and innovation.
Small Group Work
 Self-managed groups
 Will put lists on the wall so the
recorder should write plainly
 25 minutes
SCALE

System-wide Collaborative
Action for Livelihoods and
the Environment
Strengthen Communication among Stakeholders
Handout: Strengthening
Communication and Relationships
Among Stakeholders pages 1-2 Act
section
With so much more information
flying around…
How do we know which information is
accurate and trustworthy?!
“She started out as a big kitty and she just seemed to
keep growing…”
Have you ever read
something on the internet
or heard something on
the news that turned out
to not be true?
How to Assess if Information is
Accurate and Trustworthy
 Turn to the Checklist: How to
Assess If Information Is Accurate
and Trustworthy page 3 of the Act
section
How to Assess If Information
Is Accurate and Trustworthy
Identify the source of
the information and
analyze the frame or
bias s/he has about
the issue.
How to Assess if Information is
Accurate and Trustworthy
 Who created the communication (wrote and/or
sponsored the article or publication)?
 What mental model, value or bias might they bring to
the issue that would influence the content and
conclusions?
 If the communication quotes research, what is the
source of the study?
 How reasonable are the conclusions given the
background information provided?
 Do the conclusions apply to your context?
“She started out as a big kitty and she just seemed to
keep growing…”
Don’t believe everything
you hear or read!
Identify the source of the
information and analyze
the bias & frame.
Act
After the training, participants will be
able to:
1. Strengthen communication among
stakeholders
2. Combine multiple communication
methodologies to achieve maximum
engagement and impact
3. Develop effective communication,
strategies, materials, and messages
4. Work successfully with the mass media
SCALE

System-wide Collaborative
Action for Livelihoods and
the Environment
Individual Work
 My Take Away – Putting the SCALE
Training into Action - pages 19 - 21
Introduction section
 Reflect on everything learned and talked
about
 “What are the three most important things
that I learned today that I want to put into
action after the training?”
Feedback? Suggestions?
If you don’t feel comfortable talking
about the issue to the entire group:
 Suggestion Box
 Talk with one of the facilitators individually
SCALE

System-wide Collaborative
Action for Livelihoods and
the Environment