(This video chapter begins at 12:00 and ends at 13:39. Click on the 12:00 timestamp to play the video for this module.)

Building A Solution  

Once the possible solutions are laid out, it’s time to move on to choosing a solution and laying the groundwork for a resolution. This module will explore how to create criteria and how to use those criteria to create a shortlist of options, and then to move on to a solution.

Our focus quote for this module:

“The harder the conflict, the more glorious the triumph” – Thomas Paine 

Creating Criteria

For the moment, set aside your list of options. It’s time to create a framework to evaluate those options. Try not to think about the different options as you create the criteria. Focus instead on the wants and needs of both parties.

Criteria should explore what you want and do not want from the solution. You can also prioritize your criteria by what is necessary to have and what you would like to have (also known as needs and wants). Identify any items on the list you would be willing to make a compromise with.

The best approach is for each party to take a few moments to write down their individual criteria, and then come together and combine the lists to create a final set of criteria. Although it is important to work together on this list, it is also important that the wants and needs of both parties be respected.

You may ask, why create criteria after creating options? Wouldn’t it make more sense to create a list of criteria and then generate a list of options?

Logically, this approach does make more sense. However, it can be difficult to come up with creative options when you already have a framework in mind. Therefore, we recommend brainstorming first, and then creating criteria second.

Creating A Shortlist 

Once the criteria have been created, bring out the list of solutions. Eliminate any solutions that do not match the must-have criteria that you and your partner identified. At the end of this process, you should have a small, manageable list of potential solutions.

You may find that there are no solutions left after this process. There are two options in this case. One is to re-evaluate your criteria and re-evaluate the solutions, to ensure there really are no options left. Another is to go back to the drawing board and work on additional solution ideas.

Choosing A Solution 

Now, choose a final solution. Remember, you can often combine multiple options for even greater success!

Here is a checklist to evaluate the chosen solution.

• Is it a win-win solution for everyone involved?
• Are all needs provided for?
• Are all criteria met?

Building A Plan 

Now, let’s create a plan to put the solution in action. The complexity of this plan should vary with the complexity of the situation. For simple conflicts, you may frame an agreement like this: “Janice and I will take turns taking new customers, and we will make sure that we let each other know when this happens.”

With complex situations, such as those involving a group of people or multiple option solutions, a detailed action plan may be appropriate. It is important that each party take responsibility for implementing the solution, even if it is determined that one party is at fault.

For example, let’s say that the conflict resolution process has determined that communication issues between Janet and Susan are causing most of the conflict over new customer assignment. Although Janet and Susan are going to work on this problem by improving communication and keeping fairness in mind, the remainder of the team will be responsible for supporting Janet and Susan and following up to make sure no further issues arise.

The action plan should also include a list of things to do if the conflict is not actually resolved after implementing the solution. Typically, the parties will re-evaluate the cause and effect diagram to ensure their analysis of the root cause was accurate. They may also want to examine their criteria and explore other solutions.

Practical Illustration 

Thomas was unsure how to proceed with a project, and his work froze.  His coworker, Mason explained that that’s not how the world works. Mason gave Thomas a reality check by explaining that in order for something to be done, Thomas had to get up and make it happen. Thomas was certain that a solution was impossible to find. Mason recognized the worry written all over Thomas’ face and made a road map for Thomas to follow if he wanted to finish, eventually. Thomas reluctantly followed the map and soon found that not only could he finish his project, he had the tools to conquer any obstacle that got in his way.