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A Case in Point 10. OBTAINING CONSENSUS the positions people expressed before the collaborative problem solving process began. But they do meet the defined interests, and the criteria by which those interests are measured. Swallow Hard! The name of this step is slightly facetious, but in fact it's not at all unusual to have a little backsliding at this point. First, it begins to dawn on people that they're really about ready to come up with an agreement. It's fish or cut bait time! This kicks up a number of anxieties, and there may even be a resurfacing of some of the old suspicion and mistrust that was present at the start of the process. This is also a time when people start talking to others in their group or constituency about the proposed solution. They may have discussed things abstractly before, but now it's starting to be for real. Sometimes other people in their groups are still wedded to the stated positions, rather than interests. So discussions must take place between those at the problem - solving table and the people they represent. Commit to Implementing the Solution Now it's time for each party at the table to do whatever is necessary to get commitment from his or her group or constituency to make the agreement binding, effective and enforceable. A group may have to formally adopt a resolution. A developer may have to discuss the plan with his financial backers. A city council may have to vote to adopt the agreement. Jointly Implement the Solution Because the participants have worked together to solve "our" common problem, they also work together to make it happen. If the state legislature has to be lobbied for funding, they lobby together. If other organizations need to be involved, they are approached by representatives of all the groups. It is a shared solution, so "we" all share in making it happen. Here's a brief case history of the use of collaborative problem solving in a Southern California county: .: