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ffi <br />Jx <br />r t <br />10. OBTAINING CONSENSUS <br />=_. Confirming that everyone can speak for their organization or <br />{ constituency. <br />• Discussing the procedures by which any agreement would be formally <br />ratified. <br />Often, much of this discussion actually takes place before the participants <br />sit down across the table. Otherwise, the wrangling over process during <br />the first meeting(s) can convince everybody that problem solving is <br />hopeless. <br />What's happening as people begin to agree on the process is that they <br />are becoming emotionally used to the idea that an agreement might be <br />possible, and the mere fact that the sides are able to agree to a process <br />is some indication that maybe it will be possible to work together. <br />Agreeing on a process is a first success, even if it is modest. <br />Identify Fundamental Interests <br />This is quite possibly the most important single step in the process. <br />During this step, participants are asked to go beneath their stated <br />positions and assess what it is, fundamentally, that they need to be <br />satisfied with a conclusion. Here's an illustration of the difference <br />between an interest and a position: <br />Interest <br />(Developer) Reasonable rate of return <br />on investment. <br />(Resident) Minimal or no increase in <br />traffic and congestion. <br />(Activist) Employment opportunities <br />for immigrants. <br />Position <br />The building must be <br />twelve stories to be <br />profitable. <br />No more high -rise <br />buildings! <br />Oppose police efforts. <br />Stop people who are <br />soliciting work on <br />street corners. <br />As you can see, when you look at the fundamental interest, there are <br />often ways other than the announced position by which the interest could <br />MOO <br />