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2 2 16 Work Session_2016 Governance Guide_SumekGOVERNANCE GUIDE 2016 WORKING DOCUMENT Mayor and City Council Dubuque katil All -America City '1111' 2007 • 2012 • 2013 Dubuque, Iowa February 2016 Lyle Sumek Associates, Inc. o � F s c_ cp M. O 0 " Agenda Section 1 City Government Council — Manager Form: Working Model 4 Section 2 Governance: The Responsibility of Mayor and City Council 20 Section 3 Building Our Mayor — City Council Team: Understanding 52 Our Team Style Section 4 Mayor and .City Council: Framework for Effectiveness 68 Section 5 Council Protocols: Daily Operating Guidelines 72 Section 6 Roles Responsibilities and Actions 78 This report and all materials are copyrighted. This report may be duplicated for distribution to appropriate parties as needed. No unauthorized duplication is allowed, including for use in training within your organization or for consulting purposes outside your organization. All requests for duplication must be submitted in writing. Copyright © 2016: Lyle Suinek Associates, Inc. Project 1600204 This page is intentionally left blank. 1 1 I 7 Governance Workshop Mayor and City Council Dubuque, Iowa February 2016 AGENDA 1. Council — Manager Form: Working Model • Basic Assumptions/Underlying Principles • City: Working Model • Teamwork: Keys to Success 2. Governance: The Responsibility of Mayor and City Council • Key Elements/Responsibilities • Challenges to Effective Governance • Leadership through Governance 3. Building Our Mayor — City Council Team: Understanding Our Team Styles • Problem Solving and Decision Making • Conflict Management and Negotiations • Keys to Our Team Effectiveness 4. Mayor and City Council: Framework for Effectiveness • Mayor - City Success Means... • Community: Desired Image of Mayor — Council • House Rules: Code of Conduct 5. Council Protocols: Operating Guidelines for Daily Activities • Discussion: Expectations and Description • Finalization: Guidelines • Personal Commitment 6. Roles, Responsibilities and Actions • Mayor • Council Members • City Manager Copyright © 2016: Lyle Sulnek Associates, Inc. Project 160204 2 This page is intentionally left blank. Copyright © 2016: Lyle Sumek Associates, Inc. Project 160204 3 Cn CD n rh 0 M N SECTION 1 CITY GOVERNMENT COUNCIL - MANAGER FORM: WORKING MODEL Copyright © 2016: Lyle Suinek Associates, Inc. Project 160204 4 A Council — Manager Form: Basic Assumption/Underlying Principles BASIC PREMISES * Power in the Council: Board of Directors * Professional Management and Service Delivery * City Manager as the Chief Executive Officer * Focus on Community as a Whole * Council Responsible for Policy * Minimize Personal Political Influence * Citizens Involved in. Governance * Nonpartisan * Competency and Merit Copyright © 2016: Lyle Sumek Associates, Inc. Project 160204 5 Mayor/City Council Boards/Task Forces City Manager Department Managers Division Heads Supervisor Employees Volunteers Working Model Needs/Desires Information Expectation Advocacy Feedback Results Impact Copyright © 2016: Lyle Sumek Associates, Inc. Project 160204 6 GOVERNANCE means .. . • Listening to the citizens • Anticipating and focusing issues • Determining vision and values • Decision making on direction and resources • Setting the "tone" for the city • Monitoring staff performance • Educating the citizenry • Mobilizing support in the community MANAGEMENT means .. . • Analyzing issues • Developing professional recommendation • Decision making on programs and resources • Setting the "tone" for the organization • Developing programs and systems • Determine implementation plans and strategies • Educating and developing employees • Evaluating and adjusting performance SERVICE DELIVERY means .. . • Developing operational plans and tactics • Organizing the work unit • Implementing decisions and programs • Responding to citizen problems • Maintaining equipment and facilities • Providing quality services and products • Developing work unit and employees • Evaluating services and citizen impact Copyright © 2016: Lyle Sumek Associates, Inc. Project 160204 7 Effective TEAMS Are: Goals Roles E xecute Attitude Trust "Unifying Purpose and Goals" • Goals — Outcomes • Work Programs — Game Plan • Strategy — Action Steps "Individual Contribution" • Valuing Individuality • Responsibilities Defined • Practicing Teamwork "Produce Results through Actions" • Analyze ► Decide • Act • Evaluate 1. Impact ► Adjust "Willingness to Work Together" • Respect for Each Other • Cooperation and Openness • Celebrating Success: Momentum "Commitments Becomes Reality" • Learning from Setbacks • Guidelines • Support Each Other Copyright © 2016: Lyle Suinek Associates, Inc. Project 160204 8 LOSER Conflict---*- Turmoil No Hope for Future Internal Fighting Personal COMPETITIVE Okay Short Term Compete, but Do Not Win SUSTAINING WINNER Achieve a Goal Claim Success A Leader Game Plan Guided by Achievement CHAMPION Refocus Direction and Goals Share Successes Many Leaders Strategy Guided by Outcomes 1 Copyright © 2016: Lyle Sumek Associates, Inc. Project 160204 9 Winners Versus True Champions Comparison Winners Champions Keep the Focus Refine Goals Share Responsibility as Leaders Look For and Develop Leaders Use a Game Plan Prepare for New Challenges Build Teams Develop Teams Listen to Citizens Reach Out to Citizens Have Agendas Take on a New Project Celebrate Successes Market Success Today many cities can be characterized as "Winners." Few cities can be characterized as "True Champions." This true model provides insights distinguishing "Winners" from "Champions" and laying a foundation for championship action. The message to Mayors and Council is to look at: Are we a winning team? What do we need to do to become a champion team? The responsibility is yours as city leaders. Copyright © 2016: Lyle Sumek Associates, Inc. Project 160204 10 Now let's turn to the "True Champion." The "champion" not only wins for the season, it also wins over time. Champions do not rest on their laurels but accept their victory as a foundation for building a better future. The champion sees a winning season as an opportunity to work harder for our next season in order to sustain excellence over time. "True Champions" have the following seven characteristics. 1. Refine Goals Champions take the goals from their winning season and refine them for the future. It means evaluating their benchmarks of success and refocusing on new opportunities for the future. For city government, Mayors and Councils define more specific goals that have more focus of purpose. The benchmarks are monitored to evaluate the impact of the actions in achieving the defined goals. With an eye on the horizon, opportunities are anticipated. Champions are always looking at ways of refining their goals. 2. Look for and Develop Future Leaders Champions are always looking for fellow champions in their community. These are individuals who have the potential for effective contribution and leadership within the city. On championship teams the leaders look for future leaders. They identify these individuals and encourage them to participate in the process. They serve as a coach and mentor, expanding their knowledge and developing specific skills of leadership. Champions do not see future leaders as a threat, but partners in expanding the city's resources and accomplishments. Champions are always looking for future champions. 3. Prepared for Next Challenge Championship teams refine the process and continue to have an eye on the horizon. They avoid worrying that 'what ifs' may happen. They focus on what they have an ability to control or influence. Champions continue to give. They spend less time worrying about their setbacks and more on improving the process for the future. In cities it means that Mayors and City Councils look to their process — how they govern the city; how they relate to the city staff. Champions believe that if the processes are in place, the next challenge can quickly become an opportunity. 4. Develop Teams Champions continue to learn and to grow. Champions see the importance of taking time for meaningful evaluation. They seek feedback on their performance and listen to others' perspectives. They recognize that championship teams who are not developing, die. When that happens, the team gets in a defensive posture focusing on surviving as a team rather than developing for the future. On championship teams, individuals grow and provide new contributions to the team based upon their own personal growth. A "champion" recognizes that individual growth will enhance team effectiveness for the future and continue pursuit of learning. Copyright © 2016: Lyle Stanek Associates, Inc. Project 160204 11 In cities, Mayors and City Councils look to developing their team and the city team that they lead. Champions avoid stereotyping individuals on their contributions to the team effort. 5. Reach Out to Citizens Champions recognize the need to continually go back to their roots — what has made them successful. Champions keep going back to the basics. They avoid the sense of arrogance and complacency by reaching out to their fans. For Mayor and Council it means reaching out to the community. They can identify a new group to go visit — a new part of the community to talk to, to look at, to get out of their cars and to walk and to look. Communities are dynamic and championship communities recognize the dynamic nature and respond accordingly. Champions recognize that you may not agree with the other person's perspective, but for them the perspective is real. A champion builds new fans who can be partners in future success. Therefore, if we are going to continue to be champions we must have an ability to address their perceptions. Champions reach out beyond the political supporter and 'safe' group to their emerging communities. 6. Search for a New Project Champions always need a new project. New projects bring on a sense of opportunity and a sense of excitement. It is an opportunity to recharge the batteries and renew the team spirit. A new project is one that provides a new challenge for the championship team as a whole and the individual members of the team. In cities, it is a challenge for Mayors and City Councils to find a visible project that can have a timely impact on the community. On a championship team, everyone supports the new project. A word of caution: the new project should not take away from the completion of the old agenda. 7. Market Successes Championship teams share their successes with their fans. They recognize that "fans" are partners in the success. Championship cities share their successes with their partners who have helped them to achieve their goals, with the interest groups that support the city government, and the citizens to whom there is a sense of stewardship. Mayors and City Councils have been entrusted with significant responsibilities with public resources. The marketing of the success and letting citizens and partners know of the accomplishments will lead stakeholders to feel that they have gotten their money's worth and that the effort of the city was worthwhile. In today's world, the media coverage of government is predominately `negative.' The failure of government, the imperfection of politicians. Even champions lose games, but they do not let them detract from future success. The importance for marketing is paramount to successful championship cities. Marketing is sharing the good news, helping individuals understand the direction and accomplishments, and mobilizing the support for the team. Success builds a momentum for future "championships." Champions continually work to be champions. They do not rest on their laurels, but seek ways of enhancing their performance. Champions get better over time. Copyright © 2016: Lyle Sumek Associates, Inc. Project 160204 12 Pitfalls for Winners Arrogance — Feeling that We are Better than Others Attitude of Complacency Assuming Goals and Focus Taking Relationships for Granted On Top of Big Issues Worrying about the Crisis Wrap Up Mentality Personal Prominence Copyright © 2016: Lyle Sumek Associates, Inc. Project 160204 13 Pitfalls for Winners Sowing the Seeds of Failure After a team wins the Super Bowl, the World Series, the NBA Championship, there is always the potential to get wrapped up in the "winning season." The winning season then provides significant challenges for leaders who want to be champions. The pitfalls for "winners" are: • Arrogance — A Feeling that We Are Better than Others In applying the concept of arrogance to cities, it means that Mayors and City Council lose their feeling for the true, total community. The focus becomes special interest groups that have shared in the success and who have a comfortable relationship with Council. They are predictable and supportive. Input becomes selective, relying on these few, rather than reaching out to others in the communities. The Council gets a feeling that "we know what is best" and begins to view citizen input through a "tinted lens." Sometimes they retrench into their political shells. The assumption is the citizens will recognize our winning efforts for the community. • Attitude on Complacency The feeling "we are fine, we are now here" challenges winners. However, as you take the words "now here," it can easily become "no where." In cities, complacency occurs when the Council assumes the winning efforts will continue with minimal effort. Less time is spent on issues; less time is spent on process — how we govern our cities. It is assumed that certain issues will be handled in a quick and timely manner Council members become impatient and minimize critical feedback. Councils worry more about getting out of the meeting in a quick and deliberate manner, rather than whether the issue has been thoroughly discussed and analyzed. • Assuming Goals and Focus Winners have goals. Winners accomplish goals. Winners get distracted from their goals. They may see no need for a goal -setting workshop and cancel it. The challenge for Mayors and City Councils is to continually review and refine their goals from year to year. This becomes the focus of their energies — focusing on what is more important for the community. As events occur and times change, there is always a need in the city to refine the goals and redirect energies. This keeps the focus on the future rather than becoming consumed with today. Copyright © 2016: Lyle Sumek Associates, Inc. Project 160204 14 • Taking Relationships for Granted Winners succeed because of the willingness to work together to get and sustain major votes. The i working together is based upon the development of positive work relationships over time. It is an understanding and appreciation of individual contributions. It is an understanding of what roles each member plays. It is an understanding of how others will behave and react in different situations. However, as in any relationship, we assume that it will continue with minimal work on our parts. In marriages, this assumption many times leads to divorce. With Mayors and Councils, it leads to a break down in the governance process and the election at the polls. Winners become challenged by focusing on petty irritants in the relationship. Teamwork gradually begins to disappear. As a result, over time, winners can find a relationship on a dysfunctional slide, which results in increased interpersonal conflict and tension. • On Top of Big Issues Winner's success comes from getting on top of big issues. In cities, winning Mayors and City Councils have defined future goals and developed an action plan to accomplish those goals. For winners the feeling of success on big issues leads to a feeling of freedom to pursue individual agendas. With Mayors and City Councils the big issues have been addressed, so what is on the next agenda? The next agenda becomes filled with individual action items, most of which are not of major significance. As the individual items begin to consume more and more staff time, the city staff can become confused and question the true direction for the city and the individual motivations of Council Members. The city begins to lose its focus with resources being diverted to these individual agendas and issues. • Worrying about the Crisis After a winning season, winners begin to worry can we repeat. If the tension builds and concerns about winning become predominant, the goal is winning rather than addressing the issues and being successful. We lose the focus on what brought us the success of winning We wonder what the next issue on the horizon is that will become our crisis, the next major political challenge for us as city leaders. Like with any team, when any individual players become tense the performance deteriorates. Winners find themselves losing the game and losing on issues. You start to look for crises and, in many cases, begin to generate the crisis. For Mayors and Councils it is an easy issue that can be handled quickly that becomes a major crisis because of over -analysis and over -concern. • Wrap Up Mentality Winners become challenged by the mentality that all we need to do is sustain our effort for the next season. For cities, it means all we need to do is to complete our projects and wrap up our reports. The wrap up mentality shortens the horizons from focusing on the future to focusing on today. The focus of the goals becomes lost as we wrap up the issues. Life becomes boring because of no future challenges. We get impatient in our desire to wrap up issues in a timely manner As a result, little problems can become major impediments to future success. Copyright © 2016: Lyle Sumek Associates, Inc. Project 160204 15 • Personal Prominence With the success of being a winner, individuals gain prominence. Winners let the prominence, at times, go to their heads and forget the team effort that was needed to produce that winning season. Individuals get a glorified sense of their own importance. For Mayors and Councils it is the media focusing on individual contributions and accomplishments, rather than successes of the city. We forget that there is 110 "I" in "Team." Our focus is on ourselves individually, rather than our city's future. For some Mayors and Councils, personal prominence is perceived as being important for future political success. Individuals begin to claim credit for the policy or action and are less likely to share credit with the team. • Getting Away from the Game Plan Winners feel they have got a successful game plan. The game plan worked for the last season. We need to communicate less and spend less time talking with each other. We need to spend less time with the process because the process is embraced. There is no need to fine-tune our game plan. There is no need to understand each other. I already know where they are coming from. In cities, Mayors and Councils take less time in work sessions and in their formal meetings. There is less discussion of individual ideas and perspective on issues. There is less discussion of future horizons. There is growing impatience with drawn out processes and at times with each other. Individuals may self -censor their comments, figuring that others are not interested or think they have heard that once before. These are the pitfalls that challenge winners and the response to these challenges distinguishes "Winners" from "True Champions." Copyright © 2016: Lyle Sumek Associates, Inc. Project 160204 16 12 Points of an Effective Mayor and City Council 1. Focus on and Use Vision, Goals and Priority • Define the city's preferred future • Establish outcome -based goals • Think about value to the community • Use to allocate resources, to develop plans and policies, to invest in the future 2. Make Timely and Courageous Decisions • Use vision, goals and priorities to use decisions • Seek and use input from community and city staff • Evaluate options through committees and work sessions • Decide on what is "best for the city" 3 Provide Clear Direction and Expectations • Obtain clear closure • Define outcomes, measures of success and time frames • Delegate assignments to Boards and Councils, and to city staff • Make sure to summarize and test closure to make sure that everyone has the same understanding 4. Negotiate • Know your own bottom line • Look for common ground and areas of agreement first • Use work session and committees to negotiate • Win with grace, lose with grace 5. Treat Others with Respect • Be courteous, polite and trustworthy — avoid personal attacks • Deliver on your commitments • Act within your defined roles • Value the contributions of others 6. Have Open Communications • Communicate using direct, open messages • Keep everyone informed and avoid surprises or hidden agendas • Listen and understand before judging • Use simple and focused messages that people can remember Copyright © 2016: Lyle Sumek Associates, Inc. Project 160204 17 7. Monitor Performance • Obtain regular progress updates/status reports • Meet quarterly to review and refine direction • Evaluate the outcome and actions, and make modifications • Take responsibility for the actions and be accountable for the results. 8. Have a Community Presence • Be accessible to the citizens and community • Go into the community beyond your political supporters • Take time to develop effective working relationships with community partners • Be a positive advocate for the city 9. Act as a Board of Directors • Know your community — view it as the "market place" • Focus on providing policy direction • Delegate clear responsibility to the city manager as the C.E.O. • Avoid micromanaging and the daily operations 10. Think Strategically • Institutionalize the goal setting process • Identify key partners who can bring resources to the table • Define alternative routes and steps to destination — the vision • Keep the "big" picture in mind 11. Align the City Organization • Appoint individuals to Boards and Councils who share your passion for the city and the vision for the future • Define the core values to guide "how the city should operate and be managed" • Employ the "right" city manager for your city • Hold other accountable for their behaviors, actions and the results 12. Share Success and Celebrate • Communicate "Our City Success" in terms that the average citizen will understand • Use celebrations that create a positive memory — value that the city has added to people's lives • Recognize others who have contributed to the city's success • Remember people want to be associated with "winners" Copyright © 2016: Lyle Stunek Associates, Inc. Project 160204 18 This page is intentionally left blank. Copyright © 2016: Lyle Stunek Associates, Inc. Project 160204 19 0 CD C) CI 0 N SECTION 2 GOVERNANCE: THE RESPONSIBILITY OF THE MAYOR AND CITY COUNCIL Copyright © 2016: Lyle Sumek Associates, Inc. Project 160204 20 A Governance: Key Elements/Responsibilities OVERVIEW 1. Determine Your Core Businesses 2. Define Goals for 5 Years 3. Develop Strategies 4. Establish Annual Agenda — "To Do" List 5. Make Policy Decisions 6. Listen to Community — the Stakeholders 7. Be an Advocate 8. Delegate to City Staff 9. Monitor Performance and Results 10. Set the "Corporate" Tone 11. Hire/Fire Chief Executive Officer Copyright © 2016: Lyle Sumek Associates, Inc. Project 160204 21 Responsibility 1 Determine Our Businesses — The Responsibility of City Government Community Needs Basic Services/Products Service Levels Services that Enhance Quality of Life Resources to Support Services CORE BUSINESSES THAT HAVE VALUE FOR STAKEHOLDERS Copyright © 2016: Lyle Swnek Associates, Inc. Project 160204 22 Responsibility 2 Define Goals for 5 Years — Our City's Destination Desire for Your City's Future Community Uniqueness Community Assets: Worth Preserving Characteristics of Our Community — Today, in the Future Dreams, Visions, Hopes OUTCOME BASED GOALS THAT CAN GUIDE DECISIONS AND ACTIONS Copyright © 2016: Lyle Suinek Associates, Inc. Project 160204 23 Responsibility 3 Develop Strategies — Strategic Investments and Action Analysis of Gaps Forces Shaping the Future — Ability to Influence Legal Framework and Regulations Opportunities Today and On the Horizon Critical Needs — Short -Term STRATEGY FOR ACHIEVING GOALS THAT OUTLINES ACTIONS, INVESTMENT AND TIMELINE Copyright © 2016: Lyle Sumek Associates, Inc. Project 160204 24 Responsibility 4 Establish Annual Agenda — "To Do" List of Targeted Actions AGENDA OF TARGETS FOR COUNCIL ACTION THAT IS AN ANNUAL "TO DO" LIST Copyright © 2016: Lyle Surnek Associates, Inc. Project 160204 25 Responsibility 5 Make Policy Decision — Direction on Key Issues Specific Outcomes and Performance Expectations Policy Statement/Position City's Role and Responsibility Framework for Action Resources DECISIONS PROVIDING CLEAR DIRECTION TO CITY STAFF AND COMMUNITY Copyright © 2016: Lyle Sumek Associates, Inc. Project 160204 26 Responsibility 6 Listen to Community — Messages from Stakeholders Beyond the Vocal 20% . . Desires for the Future Needs: Short -Term and Long -Term Concerns Expectations Partnering and Involvement MESSAGE FOCUSING ON MAJOR THEMES THAT RELATE TO CITY'S RESPONSIBILITIES Copyright © 2016: Lyle Siunek Associates, Inc. Project 160204 27 Responsibility 7 Be an Advocate — Education and Support of Stakeholders Understanding City Government — "Civics 101" Responsibilities of Citizenship Representation of City: Policies and Corporate Body Cheerleading and Inspiration Celebration REPRESENTING CITY AS ADVOCATE DIRECTION TO CITY STAFF AND COMMUNITY STAKEHOLDERS Copyright © 2016: Lyle Sumek Associates, Inc. Project 160204 28 Responsibility 8 Delegate to City Staff — Clear Directions and Parameters Closure on Issue Directions Parameters: Guidelines and Resource Expectations: Outcomes and Process Criteria for Measuring Success or Completion DELEGATING BY SETTING DIRECTION AND INSPIRING OTHERS TO FOLLOW THROUGH Copyright © 2016: Lyle Sumek Associates, Inc. Project 160204 29 Responsibility 9 Monitor Performance and Results — Clear Feedback to Staff Progress Reports Adjustments: Direction Refinement: Actions Problem Solving Accountability for Results and Impact PERFORMANCE MONITORING THAT ADJUSTS THE COURSE OF ACTIONS TO "BEST" ACHIEVE OUR GOALS Copyright © 2016: Lyle Sumek Associates, Inc. Project 160204 30 Responsibility 10 Set the "Corporate Tone" — Guiding Values and Principles Behavior at Council Table Comments in the Community Treatment of City Staff Respect for Stakeholders Impact of Process — "How" Things Are Done - CORPORATE TONE REFLECTS VALUES THAT GUIDE ADMINISTRATORS AND EMPLOYEE ACTIONS ON A DAILY BASIS 1, Copyright © 2016: Lyle Sumek Associates, Inc. Project 160204 31 Responsibility 11 Hire Chief Executive Officer — City Manager or Administrator Responsibilities Selection Supervision Feedback Performance Standards and Evaluation CITY MANAGER (CEO) THAT "FITS" OUR COMMUNITY, OUR CITY AND CAN HELP US ACHIEVE OUR GOALS Copyright © 2016: Lyle Suinek Associates, Inc, Project 160204 32 Challenges to Effective Governance Challenge 1 Empower the 80% 20% Negative 20% Positive O Involved citizens within a community can be divided into four groups: • 20% positive supporters of City government • 10% learning toward positive attitude • 10% learning toward negative attitude • 20% negative toward all actions of government Uninvolved citizens: • 40% who knows? 40% Uninvolved The negative 20% can be characterized as: • Seldom satisfied with City government response • Vocal on any issues — always providing an opinion • Always present monitoring City government activities • Media darlings — always willing to provide a quote • Use threats to intimidate Mayor and City Council Over the past several years increased networking has occurred among the negative 20%, increasing pressure upon Mayor and City Councils. Mayors and City Councils have tried to be responsive and incorporate the negative 20% in community problem solving and listening to their concerns and ideas. The negative 20%® have intimidated many Mayors and City Councils and seized control of the agenda, issues, programs, program direction, and decision-making process. Public hearings have become an open hearing for the venting of the negative 20%. Impact • Intimidation by citizens of City government • Control of City agenda: goals and direction • Emerging as "Community Leaders" Challenge How to say "NO" and recapture momentum for leading the City Copyright © 2016: Lyle Sumek Associates, Inc. Project 160204 33 Challenge 2 McGovernment Attitude Our society has become preoccupied with a "fast food attitude" toward services. This attitude is characterized by: • Convenient services • Ease for customer • Fast and quick response • Perception of "cheap" product and service • Others responsible for actions • Service "my way" • Impatience with delays or "excuses" of complexity • Desire for service NOW These have become the citizen's standard for judging municipal services. Impact • Citizen's view of unresponsive government • Focus on "My" concerns over "Best for Community" • Lack of understanding of City government and services 11 Challenge How to inform citizens and gain appreciation for City government: our programs and our services Copyright © 2016: Lyle Sumek Associates, Inc. Project 160204 34 Challenge 3 Agenda of the Unimportant Within Cities, Mayors and City Councils have desired to increase their responsiveness to citizens. Citizens have increased their requests for City services and responsiveness to individual problems. Mayors and City Councils have created "program creep" by responding to individual issues and creating a program based upon individual requests. Funds or resources are shifted in order to respond to citizens. A City program has begun to evolve. They have spent time on relatively "minor issues" that will have limited long- term impact on the community. City Councils have spent time on "cat" ordinances, analysis of golf balls impacting our windshields, and others. These issues are fun and produce results. Long-term complex issues or long-term planning efforts are often avoided. It is difficult to see the short-term impact of complex issues and long-term planning As a result, City Council agendas are filled with issues that may be of less importance on the City's future. Impact • Focus on individual citizen requests • Less time on major policy decisions • City time and energy on relatively unimportant items 11 Challenge How to focus on what is truly important for the future of our community Copyright © 2016: Lyle Sumek Associates, Inc. Project 160204 35 Challenge 4 Have the Courage to Decide Today, Mayors and City Councils are concerned about being "perfect." The fear is that any failure or setback will be represented in the media and lead to costing them their position. Citizens do not expect perfection. They expect honesty. If a mistake is made, they prefer the Council admit the mistake, point out areas of learning, and then move to the future. As elected officials strive for perfection, they delay issues, they recycle issues and they react to issues. The challenge is having the courage to decide. It is like having a young cocker spaniel that needs to have its tail cropped. One approach is to take the cocker spaniel in monthly to reduce the size of the tail in inch increments. After the first inch, the dog is hurting, but heals. After the second inch, the dog is hurting, but remembers. As the dog approaches the veterinarian, it remembers that this is not a pleasant experience and may attack the veterinarian. The learning point is that it may have been best just to reduce the tail in its entirety in one "whack." The lesson for elected officials is many times they need to exhibit the courage to decide. The realization is that by deciding, the reality was not as bad as what they feared. By delaying issues you allow for others to recycle issues, for the negative 20% to network and mobilize additional opponents. By deciding, you move on to the future. ► Impact • Key issues may die • No momentum for implementation • Council becomes beleaguered — frustrated • Citizens are driven away by indecision • Special interests understand that they can manipulate by delaying ► Challenge When you have appropriate citizen involvement and sufficient information, just decide. Copyright 0 2016: Lyle Suinek Associates, Inc. Project 160204 36 Challenge 5 Politics vs. Governance "Best for My Future" Politics Decision: Best Personal and Political Career "Best for Community" Governing Decision: Best for Community Polluting Factors • Personal • Petty • Present • Politics Bottom Line: Managers Must Think Political and Act Apolitical Impact • Campaign Time Longer • Increase Politicization of Policy Issues • Different in Getting Substantive Debates • Playing to the Audience • Recycling Issues t Challenge How do you focus primarily on governing? Copyright © 2016: Lyle Sumek Associates, Inc. Project 160204 37 Challenge 6 Transforming the City Organization to a Service Business CITY ORGANIZATION SERVICE BUSINESS 1. Responsive Value 2. Professional Driven Market 3. Special Interest Customers 4. Monopoly Competition 5. Expend Cost Conscious 6. Morale Performance 7. Adapt Change 8. Process Results Copyright © 2016: Lyle Sumek Associates, Inc. Project 160204 38 Challenge 7 Community -Based Government "Take care of the citizens — "Rely on the Professionals" "Working with Our my friends" Community" Copyright © 2016: Lyle Sumek Associates, Inc. Project 160204 39 1950 1960 1970 1980 2000 PERSONAL PROFESSIONAL COMMUNITY G • Informal power structure • Study/analyze issues • Value -based decisions ® • (e.g., coffee shop) • Desire recommendations • Community involvement V • Intuition -based decisions from staff • Openness of government E • Actions for friends • Plans development • Balance: Personal and R • Desire to keep harmony • Great reliance on staff professional • React to calls and •• Rational decisions •• Vision — defined N complaints • Detailed reports prepared community direction A N • Defined goals: Monitor performance C E M • Serve as technician or clerk • Directive — "professionals • Recommendations to A • Emphasis on record- know best" Council N keeping and administration • Manipulate agenda • Lead the organization A • Respond to Council • Develop rules, policies • Open government G • directives, citizen requests Decentralized • and procedures Develop systems • Emphasis on responsibility and accountability E administrative functions — • Centralized administrative • Evaluate system, adjust M department autonomy functions process E • Reactive • Cultivate community: • Decentralized N • Scapegoat for problems Power base administrative functions T • Develop organization • Desire to survive • Desire efficiency • Desire for effectiveness • Minimal training • Productivity measures • Service definition — goals S • Low profile • Maximize resources and level E • Act without questioning • Develop and follow • Customer -oriented R • Operational simplicity operational plan • Concern about impact V • Minimal rules or • Technologically complex • Feedback on performance I guidelines • Professional certification C E • Emphasis on personal favors of proficiency "Take care of the citizens — "Rely on the Professionals" "Working with Our my friends" Community" Copyright © 2016: Lyle Sumek Associates, Inc. Project 160204 39 Community -Based City Government CITIZENS Neighborhoods Community Organizations Task Forces Boards City Council City Manager Department Directors Department Managers Supervisors ci„ EMPLOYEES Copyright OO 2016: Lyle Sumek Associates, Inc. Project 160204 40 Copyright © 2016: Lyle Sumek Associates, Inc. Project 160204 41 Leaders' Dilemma by Lyle J. Sumek DILEMMA: How did we end up HERE? Leaders create HERE by their decisions, indecisions or non -decisions. Leaders are responsible for defining HERE, the vehicle to take you to HERE and the route to get to HERE. Leaders have a choice: to intentionally create HERE or to react to each situation that then defines HERE. Leaders intentionally shape HERE through a Strategic Plan, which defines HERE as a value - based future vision, defines the vehicle to take you to HERE as the government's mission and services and the route/map to HERE as a plan for five years with milestones. Leaders take the trip/journey to HERE through a Strategic Process, which is using the Strategic Plan to guide daily decisions and actions. Leaders demonstrate the courage to confront the true realities facing them, and to have candid discussions of options and differences as they define HERE. Leaders use their judgment and make difficult decisions to implement the Strategic Plan by setting the direction and policies, by defining expectations, by raising the revenues, by allocating resources to build the road to HERE. Leaders exercise their influence to mobilize community support even in light of personal agendas and strong opposition to HERE because it is the right HERE for the community. Leaders encounter the unforeseen during the trip to HERE - unanticipated events happen, unintended consequences occur, environments change, opportunities emerge. Leaders evaluate the unforeseen and make adjustments to get to HERE learning from setbacks and remaining nimble and resilient. Leaders end up HERE: either a great trip with successful outcomes or ask: how did we get HERE. REALITY: Leaders did it themselves and are responsible for HERE. Copyright © 2016: Lyle Sumek Associates, Inc. Project 160204 42 Governance vs. Politics: A Simple View By Lyle J. Sumek Governance is serving the community; Politics is getting elected or re-elected. Governance is being guided by vision, goals and value to the community; Politics is being guided by ideology, a cause or philosophical principle. Governance is shaping the community's future for the long term; Politics is responding to the moment and current "crisis". Governance is taking responsibility; Politics is making promises Governance is exercising an ability to influence others; Politics is the use of power. Governance is finding pragmatic solutions to problems through collaboration; Politics is starting with solutions in mind. Governance is being data driven; Politics is playing to people's emotions. Governance is negotiating by trading off to find a workable compromise; Politics is demanding and advocacy to win. Governance is educating and mobilizing support; Politics is rallying supporters and creating zealots. Governance is creating community benefits and value; Politics is taking personal credit and receiving personal recognition. TODAY'S CRISIS: Politics trumping Governance Copyright © 2016: Lyle Sumek Associates, Inc. Project 160204 43 Effective Governance Is Work, But Boring Twenty Rules for Success by Lyle J. Sumek Effective Governance is developing and maintaining relationship based upon mutual trust and respect, not developing conditional relationships or relationships based upon convenient. Effective Governance is respecting personal responsibilities and their institutional role, not taking over the responsibilities of others nor telling others how to do their job. Effective Governance is working together and collaborating, not thinking about "I" over "We". Effective Governance is a willingness to sacrifice to the greater good, not focusing personal gains or protection. Effective Governance is communicating in an open and timely manner, not providing partial information or surprising with last minute information. Effective Governance is addressing today's issues with the future in mind, not reacting to the moment with easy solutions or quick answers. Effective Governance is unbiased analysis reports, not starting with the outcome in mind. Effective Governance is speaking to the issue, not grandstanding or personal attacks. Effective Governance is having an open, candid conversation and discussion, not avoiding real and sensitive topics. Copyright © 2016: Lyle Sumek Associates, Inc. Project 160204 44 Effective Governance is listening to understand, not prejudging based on the individual or jumping to conclusion. Effective Governance is negotiating with others, not demanding or withdrawing. Effective Governance is recognizing that it takes a majority to decide, not 1 or vocal minority. Effective Governance is making a timely closure, not recycling or delaying to gain advantage. Effective Governance is providing clear direction and decision, not leaving the room with different interpretations. Effective Governance is deciding based upon what you believe is "right" for the community, not deciding for personal or political gains. Effective Governance is consistency of process and direction over time, not making changes reacting to the current moment. Effective Governance is supporting and representing the decision to others, not acting in a manner to undercut the decision. Effective Governance is learning from setback and failures, not finding fault or someone to blame. Effective Governance is being nimble and willing to change when circumstance change, not being rigid or denying. Effective Governance is maintaining your sense of humor and perspective, not taking yourself too serious. BOTTOM-LINE: Effective Governance is work and pays off for the community, but is viewed by others as boring Copyright © 2016: Lyle Suinek Associates, Inc. Project 160204 45 Decisions: The Exercise of Power by Lyle J. Sumek Leaders govern by exercising their power to decide — make decisions that define the community's future Deciding is using 1. "Best" available data and information 2. Input from others 3. Analysis of options against desired outcomes 4. Common sense to make a judgment Decisions 1. Answer questions 2. Settle something in doubt 3. Select a course of action 4. Resolve a dispute and differences 5. Come to closure or conclusion which are a definitive choice. Effective Decisions... link Direction to Outcomes - vision, goals, performance measures; use Data and Input - listening and applying; reflect the Interests of the Community - "best" for all; provide Clarity of Direction - all leaving with the same expectations and understandings; and deliver Closure - "final" choice on direction to guide planning and activities. A Decision in reality is a series of Decisions. The Decision Tree is a model with the seed and each branch representing a choice between alternatives with risks, costs, probabilities and results, and requiring a Decision — the first Decision shaping future Decisions. Leaders decide on DECISIONS OF INTEREST AND INVESTIGATION, DECISIONS OF THE COURSE OF ACTIONS and DECISIONS OFIMPLEMENTATION. Copyright © 2016: Lyle Sumek Associates, Inc. Project 160204 46 DECISIONS OF INTEREST AND INVESTIGATION 1. Decide on Expectations 2. Decide on Outcomes 3. Decide on Parameters 4. Decide on Key Issues 5. Decide on Direction on Interest and Investigation DECISIONS OF THE COURSE OF ACTIONS 1. Decide on Data Gathering 2. Decide on Analysis and Options 3. Decide on Negotiations 4. Decide on Recommendations 5. Decide on Direction on Actions 1. DECISIONS OF IMPLEMENTATION 1. Decide on Program Development/Project Plans 2. Decide on Evaluation and Refinements 3. Decide on Resources 4. Decide on Operations 5. Decide on Direction on Implementation BOTTOM-LINE: Every Decision is an exercise of power to create our future. Every Decision that we make is a difficult choice among options. Every Decision has risk, consequences and impacts. Ultimately, we are responsible for every Decision that we make Copyright © 2016: Lyle Sumek Associates, Inc. Project 160204 47 Public Input Public Input Public Input DECISION TEST VISION, GOALS, MISSION Strategic Plan General Plan/Elements Capital Policy/Plan/Funding Operational/Service Plans Master Plans Budget DECISION "Best for the Community using Data and Analysis and Common Sense Judgment" Copyright © 2016: Lyle Sumek Associates, Inc. Project 160204 48 111111, POLICY PROCESS DECISIONS 44, z1-4 OIcip Parameters • • • • ACTIONS cn 0 'd 0 cztO O 1 CITY PLANS Service Level/Priority Priority -Based Budget Project h. _04 6: Lyle Sumek Associates, Inc. Implementation Gaps Critical Factors 1. Community Understanding: Issues, Impacts, Consequences 2. Community Input Mechanism Shaping Direction 3. Defined Outcomes 4. Data Analysis and Use 5. Candid Policy Dialog 6. Clarity of Outcomes and Direction 7. Defined Roles and Responsibilities 8. Adequate Resources 9. Activities with Milestones and Time Frame 10. Evaluation and Adjustment: Outcomes, Process Intentions Council Decision G A P Actions Results D I F F E R E N C E S Copyright © 2015: Lyle Sumek Associates, Inc. Project 150603 50 This page is intentionally left blank. Copyright © 2015: Lyle Sumek Associates, Inc. Project 150603 51 Cn CD 0 W SECTION 3 BUILDING OUR MAYOR - CITY COUNCIL TEAM: UNDERSTANDING OUR TEAM STYLE Copyright © 2015: Lyle Stunek Associates, Inc. Project 150603 52 A Problem Solving and Decision Making In order to govern or manage a team and deal with policy issues, it is critical that managers have effective problem solving and decision making skills A common assumption is made that individuals have these skills when they assume a position on the team. However, the context of municipal problem solving and decision-making is unique in terms of the forces and pressures, which affect the process. Each person has a unique style in problem solving and decision-making. To gain a perspective on each individual's style, the session participants completed Kolb's Learning Styles Inventory. The purpose of this inventory was to assess the individual styles, their implications for effective problem solving and teamwork, and the strengths and weaknesses associated with each style. It is assumed that there is no one best style, but rather each person has a unique set of strengths and weaknesses. There are four primary elements in problem solving: • Concrete Experiences: We tend to rely heavily on our concrete experiences until there is a failure. We then recognize that a problem exists. We continue to experience that problem until it reaches a critical level. We may utilize our past experiences to try to alleviate the situation. • Reflective Observations: Once a problem has been identified, we may observe others who have experienced similar problems. The purpose is to learn from others' experiences in handling similar, if not identical, problems. We may also reflect on past experiences or the experiences of others. • Abstract Conceptualization: We may study the problem area through the exploration of alternatives and the identification of which alternative is most likely to solve the problem with minimal risk. Abstract conceptualization involves detailed analysis of the problem, including examination of alternative approaches to problem solving. • Active Experimentation: We experiment with different alternatives to identify the most workable solution. This process involves willingness to adjust to the situation as the alternative is implemented. In addition, securing feedback is necessary to ensure the problem is effectively addressed. Copyright © 2015: Lyle Surnek Associates, Inc. Project 150603 53 Problem Solving and Decision Making A C T I 0 N EXPERIENCE • Rely on Experiences • Influenced by Citizens • Brief Reports • Quick Discussion • Act Quickly, then Adjust • Rely on Intuition • Feeling of Situation • Unusual Ideas • Big Dreams for Future • Watch Others • Define Problem • Staff Analysis and Policy Reports • Strategy and Action Plan • Take Timely Action • Act, Evaluate, Adjust ANALYSIS • Analyze Problems • Options and Consequences • Risk Assessment • Models/Plans Developed • Cautious to Act Adapted from: Learning Style Inventory — David Kolb 0 B S E R V A T I 0 N Copyright © 2015: Lyle Sumek Associates, Inc. Project 150603 54 B Conflict Resolution and Negotiations Conflict is an inherent part of being a policy leader or manager within a team. Conflict can be defined as any time one person wants something different from another person. As part of the activities during the session, the participants completed the Thomas-Kilmann Conflict Mode Instrument. This instrument is designed to assess an individual's behavior in conflict situations. Conflict situations are those in which the concerns of two or more people appear to be incompatible. In such situations, we can describe a person's behavior along two basic dimensions: 1. Assertiveness — • The extent to which individuals attempt to satisfy their own concerns. 2. Cooperativeness — • The extent to which individuals attempt to satisfy other people's concerns The two dimensions are best illustrated below: A S S E R T I V E N E S S CONFLICT STYLES Competing Collaborating Compromising • Avoiding Accommodating COOPERATIVENESS Copyright © 2015: Lyle Sumek Associates, Inc. Project 150603 55 The two basic dimensions (assertiveness and cooperativeness) can be used to define specific methods of dealing with conflict situations. The five "conflict -handling modes" are explained below. COMPETING is assertive and uncooperative. Individuals pursue their own concerns at other people's expense. This is a power -oriented mode in which one uses whatever power seems appropriate to win an argument. Competing might mean standing up for rights, defending a position, or simply trying to win. ACCOMMODATING is unassertive and cooperative, the opposite of competing. Individuals who accommodate neglect their own concerns to satisfy the concerns of others. There is an element of self- sacrifice in this mode. Accommodating might take the form of selfless generosity or charity, obeying another person's order when one would prefer not to, or yielding to another's point of view. AVOIDING is unassertive and uncooperative. The individual does not immediately pursue personal concerns or those of others — the conflict is not addressed. Avoiding might take the form of diplomatically sidestepping an issue, postponing an issue until a better time or simply withdrawing from a threatening situation. COLLABORATING is both assertive and cooperative, the opposite of avoiding. Collaboration involves working with others to identify the underlying concerns of an issue and finding an alternative, which is acceptable to all. Collaboration might take the form of exploring a disagreement to learn from each other's insights. The result of the disagreement might be to confront and try to find a creative solution to an interpersonal problem. It might also be to resolve some condition, which would otherwise result in competition for resources. COMPROMISING is an intermediary behavior and can be both assertive and cooperative. The objective in compromising is to find an expedient, mutually acceptable solution, which partially satisfies both parties. It falls in a middle ground between competing and accommodating. Likewise, it addresses an issue more directly than avoiding, but does not explore it in as much depth as collaborating. Compromising might mean splitting the difference, exchanging concessions, or seeking a quick middle - ground position. Copyright © 2015: Lyle Sumek Associates, Inc. Project 150603 56 Conflict Resolution and Negotiations ASSERT CONFLICT STYLES Compete High Low Low Avoid Collaborate Compromise COOPERATE High Accommodate Copyright © 2015: Lyle Suinek Associates, Inc. Project 150603 57 Consider These Assumptions: • Conflict is an inevitable and important human process. • Conflicts are likely to increase in times of change. • Conflicts can lead to creative or destructive results. • Those who understand the processes and dynamics of conflict are better able to manage this important process, increasing the chances of creative outcomes and minimizing destructive results. In recent years, these considerations have led a growing number of managers and scholars, leaders, and social scientists to study conflict more carefully. The cost of un -managed conflict can be high but the gains from using differences effectively can also be great. The purpose of this "basic idea" essay is to help you think about conflict in a systematic way to — unpack this important process so its component parts can be better understood. A Definition "Conflict" is one of those words that can be used in different ways. We have found the following definition helpful: Conflict occurs when two or more parties believe that what each wants is incompatible with what the other wants. The "parties" can be individuals, groups, organizations, or nations. Their wants may range from having an idea accepted to gaining control of a limited resource. The definition specifies that conflict is a condition that exists when these seemingly incompatible concerns or drives exist. It may be very temporary or of long duration. It may be a condition that results in vigorous activity or an internal ferment that reveals itself only indirectly. Fighting is only one way of dealing with conflict. There are often more productive ways. (Material in this essay is copyrighted by Xicom, Incorporated, 1974 and 1977. All rights reserved by Xicom, Incorporated) Copyright © 2015: Lyle Sumek Associates, Inc. Project 150603 58 The Positive and Negative Potential of Conflict Like any other important human process, conflict can produce both desirable and undesirable results. When we asked groups of managers and leaders of organizations to reflect on recent conflicts they had observed and to identify the results, the following common themes emerged: A Partial List of Positive Results of Conflict: • People were forced to search for new approaches • Long-standing problems surfaced and were dealt with • People were forced to clarify points of view • The tension of conflict stimulated interest and activity • People had a chance to test their capabilities • Better ideas were produced Properly managed, conflict can help to maintain an organization of vigorous, resilient, and creative people. A Partial List of Negative Results of Conflict: • Some people may feel defeated, demeaned • The distance between people may be increased • A climate of distrust, anxiety and suspicion may develop • Turbulence may cause some good people to leave their jobs • People or departments that ought to cooperate may become concerned only with their narrow interests • Various kinds of active or passive resistance may develop where teamwork is needed The goal of understanding and managing conflict is to reduce the likelihood that such negatives will occur or become excessive. Unpacking the Conflict Process Obviously, the positive or negative consequences of a conflict depend upon how well the conflict is managed. In turn, the ability to manage a conflict requires that one understand what goes on during a conflict. Conflict occurs in episodes. Within any episode there tends to be a common sequence of events, as diagramed on the following page: Copyright © 2015: Lyle Sumek Associates, Inc. Project 150603 59 Frustration Conceptual- \ ization Behavior 1 Outcomes Other's Response Conflict Episode #1 Looking at these events: Frustration: Conflict Episode #2 Occurs when a person or group feels blocked from satisfying a goal -directed activity or concern. The concern may be clear or only vaguely defined; it may be of casual or critical importance. But there is a clear feeling that someone or some group is getting in the way of movement toward a desired obj ective. Examples: • You may frustrate me when you do not agree with my ideas • You may frustrate me when you prevent me from getting the information, the money or the time I need to accomplish something I want to do • You may frustrate me when you undermine my power or influence with someone else Conceptualize: Involves answering the questions, "What's going on here?" "Is it good or bad?" "What's the problem — What issues are at stake?" "What are the causes?" This conceptualization may be almost instantaneous, or it may develop from considerable thought; it may be very sharp and clear, or fairly fuzzy. Regardless of its accuracy or clarity, however, the conceptualization forms the basis of one's reaction to frustration. • You may conceptualize a disagreement with another person as being the result of "ignorance" (on his part, of course) or "willful deceit" or you can stereotype: "that kind of person always takes that stand." • A labor dispute with management can be conceptualized as "deciding who is really going to run this plant" or "showing workers who can do the most for them" or simply "determining what a fair share of profits is for the workers." Copyright © 2015: Lyle Suinek Associates, Inc. Project 150603 60 • A dispute between a marketing department and a production department can be conceptualized as determining whether "customers are more important than a production schedule," or whether "sales people should be expected to adhere to realistic company policies." Obviously, the way the parties define the problem has a great deal of influence over the chances for a constructive outcome and the kinds of feelings that will be mobilized during the confrontation. Behaviors. Behaviors and intentions flow out of conceptualization and strategizing and set in motion a pattern of interaction between the parties involved. During this process of action -reaction -reaction, the way each party conceptualizes the conflict may change or may become further entrenched. The longer the pattern continues, of course, the actions of the participants themselves may create new frustrations, reasons for hostility, and continued resistance. Outcome: Outcome is defined as the state of affairs that exists at the end of the episode, including decisions or actions taken and the feelings of the parties involved. Residual frustration from conflict episodes can start new conflict episodes. Some people have found it helpful to assess the outcome of a conflict episode along three dimensions: 1. The quality of decision or action that results. (How creative, realistic and practical?) 2. The condition of the conflicting parties at the end of the conflict. (How psychologically and physically healthy; how good do the parties feel about themselves?) 3. The quality of the relationship between the conflicting parties. (How much mutual respect, understanding, willingness to work together versus hostility, determination to hurt, etc.?) Some Guidelines for Diagnosing a Conflict The manner in which a conflict is conceptualized is often the key to a group's ability to manage conflict constructively, i.e., to arrive at positive outcomes. The parties are not likely to reach an outcome which truly resolves the conflict and leaves them satisfied unless they have a clear understanding of the differences between the concerns of the two parties and the sources of those differences. Thus, before responding to a frustrating situation, it is useful to pause and ask two questions: 1. What is the nature of the differences between us? 2. What might be the reasons for our differences? Copyright © 2015: Lyle Suinek Associates, Inc. Project 150603 61 The Nature of the Differences People may differ onthe following four aspects of an issue: • We may differ over FACTS (the present situation, the present problem, etc.) • We may differ over GOALS (how things ought to be, future conditions we want) • We may differ over METHODS to reach goals (the best, the easiest, the most economical, and the most ethical route to follow) • We may differ over VALUES (the long-range beliefs about the priorities which should be observed in choosing goals and methods) Differences over facts are usually easier to manage than differences over values, which are the most difficult. The latter come much closer to the fundamental beliefs of the parties and are thus much more threatening. Disagreements that begin over facts sometimes persist until they appear to be conflicts over goals or values and become almost impossible to reconcile. The implication is that it pays to identify the area of disagreement as quickly as possible. The chances for managing conflict effectively increase if you can say something like: "We seem to agree on what the problem is and what we'd like to achieve, but we disagree over the best way to reach that goals." The Reasons for the Differences As part of the conceptualizing process, it is useful not only to identify the nature of the difference, but to seek the reasons for it as well. Among the most common reasons are these: Informational — The two parties have been exposed to different information — and thus have arrived at a different understanding of what the problem or issue is and what course of action makes the most sense. Perceptual — Sometimes people have been exposed to the same data but their past experience causes them to interpret in different ways. Two witnesses may view the same event, but experience it in two different ways, since the past of each causes them to attend to different aspects of the same situation or to arrive at different meaning. Role — Sometimes the different roles (e.g., boss, mother, volunteer) of people cause them to take different positions. The representatives of labor are expected to look at things differently, advocating different positions and priorities than the representatives of management. The roles of each cause them to attend to different data and to perceive it differently, as well as to advocate different goals and values. Copyright © 2015: Lyle Siunek Associates, Inc. Project 150603 62 Practical Values of This Analysis What is the practical value of going through this kind of diagnostic process? Like solving any problem, the conflict problem -solver is likely to do a more effective job if he knows the parameters of the situation with which he is dealing. A key process in conflict is that of influence — the effort of each party to get the other to understand, appreciate, and accept the validity of its own particular points of view or sets of objectives. If parties want to influence each other, obviously it helps if they have a clear picture of where they stand and how they got there. • If the two parties realize that they have probably been exposed to different data, they may view the job to be done as one of mutual education, rather than conflict. The task is to increase the pool of information to which both are privy. • If the parties determine that their informational base is very similar but they have just perceived it differently because of differing past experiences, these perceptions need to be reexamined Then the question becomes: "Why is it that we view the same information in such different ways?" • If the parties suspect that the principle reason for different views grows out of their different roles, they can often take a less personalized view of the conflict. If each can say, "If I were in his place, I would probably be advocating the same point of view," they will deal with the other party in a somewhat different and more understanding way. The task then takes 011 an added dimension, e.g., "How can I help a person in that role better understand and appreciate my concern and what does he need from me?" By recognizing the constraints within which the other party must operate, you can be more realistic in knowing what to expect and what posture makes the most sense. As soon as you are finished, reflect on the key issues, which seem important to you and be prepared to discuss them with the group Copyright © 2015: Lyle Sumek Associates, Inc. Project 150603 63 C Keys to Our Team's Effectiveness Copyright © 2015: Lyle Sumek Associates, Inc. Project 150603 64 Problem Solving and Decision Making ► Characteristics ► Keys to Success Copyright © 2015: Lyle Swnek Associates, Inc. Project 150603 65 Conflict Resolution and Negotiations ► Characteristics ► Keys to Success Copyright © 2015: Lyle Sumek Associates, Inc. Project 150603 66 This page is intentionally left blank. Copyright © 2015: Lyle Sumek Associates, Inc. Project 150603 67 Vi el C) O 41. SECTION 4 MAYOR AND CITY COUNCIL: FRAMEWORK FOR EFFECTIVENESS Copyright © 2015: Lyle Stunek Associates, Inc. Project 150603 68 Mayor and City Council Success and Image ► Mayor and City Council Success means .. 1. Open and candid communications among Mayor and Councilmember 2. Opportunities for informal interaction and team building 3. Making decisions based upon what is best for the community as a whole 4. Working together as a team 5. Looking for options 6. Timely decision based upon information and data 7. Support for the city employees 8. Providing clear and consistent direction to the City Manager and City Staff 9. Getting thing done 10. Acting in a financially responsible manner 11. Soliciting input from others prior to a decision 12. Use plans to guide decisions 13. Clear direction for the future 14. Finding solutions to problems 15. Focus on common goals and agenda and avoid personal agendas 16. 17. 18. 19. 20. Copyright © 2015: Lyle Suinek Associates, Inc. Project 150603 69 ► Mayor and City Council Image means .. . 1. Honest and trustworthy 2. Listening to the community- open to ideas and feedback 3. Responsive to residents and businesses concerns 4. Knowledgeable about issues 5. Producing results 6. Making timely.decisions 7. Act in the best interests of the City and community 8. Accessible and visible in the community 9. Speaking with one voice 10. Working as a City Team 11. Delivering upon commitments and promises 12. Well informed on city issues and plans 13. Advocacy for the Des Moines' community interests 14. 15. 16. 17. 18. 19. 20. Copyright © 2015: Lyle Sumek Associates, Inc. Project 150603 70 B House Rules Our Code of Conduct and Civility 1. Treat others with respect 2. Listen before judging the person or their ideas 3. Act in a friendly and courteous manner, avoid personal attacks or accusations 4. Make decisions, and move on to the next issue 5. Focus on best for the city, avoid personal agendas 6. After the decision, support the Mayor and Council's decisions 7. Follow the House Rules and Council Protocols 8. Represent the City in a positive manner 9. Show up on time, do your homework before the meeting 10. Maintain your sense of humor 11. Leave meetings as friends 12. Focus on policies, avoid micromanaging daily activities 13. Speak in a concise manner, avoid grandstanding Copyright © 2015: Lyle Sumek Associates, Inc. Project 150603 71 0) CD C) O' m 0 SECTION 5 COUNCIL PROTOCOLS: DAILY OPERATING GUIDELINES Copyright © 2015: Lyle Sumek Associates, Inc. Project 150603 72 Mayor and City Council Protocol Operating Guidelines Protocol 1 Simple Information Protocol 2 Research on a Topic Protocol 3 Citizen Service Request Protocol 4 Agenda A. Placing an item B. Question on item Protocol 5 Urgent Information Copyright © 2015: Lyle Stanek Associates, Inc. Project 150603 73 Protocol 6 Communications: Council and Staff Protocol 7 Employee Contact A. Employee initiated B. Council initiated Protocol 8 Email Protocol 9 Representative/Liaison Protocol 10 Work/Study Sessions Copyright © 2015: Lyle Slnnek Associates, Inc. Project 150603 74 Protocol 13 Protocol 15 Copyright © 2015: Lyle Sumek Associates, Inc. Project 150603 75 Policy Discussion Guide THINK ABOUT .. . > Is it Consistent with OUR VISION? > Does it Contribute to Achieving OUR GOAL? > Is it a RESPONSIBILITY OF THE CITY? > Does it ADD VALUE TO CITIZEN'S LIVES? > Is it BEST FOR OUR CITY? (AVOID STARTING WITH SOLUTIONS/ACTIONS) FOCUS ON .. . 1. Problem(s) 2. Issues/Concerns 3. Outcomes 4. Parameters/Guidelines for Policy Development 5. Expectations Copyright © 2015: Lyle Surek Associates, Inc. Project 150603 76 Work Session — Typology WORK SESSION TYPE I PRE -REPORT WORK SESSION TYPE II DRAFT REPORTS WORK SESSION TYPE III BRIEFING Provide direction and guidance on major issues before staff analysis and report preparation Refine proposed reports and recommendations prior to formal presentation and action Brief Mayor and City Council on major issues, upcoming opportunities and operational matters TOPICS: TOPICS: TOPICS: 1. Define the Problems 2. Identify Issues 3. Establish Parameters and Guidelines 4. Focus on Possible Outcomes 5. Outline Process and Possible Next Steps 6. Decide Whether or Not Worth Pursuing 1. Present Background Information 2. Review and Highlights of Analysis and Options 3. Review and Refine Recommendations 4. Finalize Desired Goals and Outcomes 5. Outline Next Steps 1. Present Background 2. Discuss Topics 3. Explore City's Role or Need for Action 4. Focus on Overall Policy Direction and Guidelines Copyright © 2015: Lyle Sumek Associates, Inc. Project 150603 77 CD 0 r" I'... 0) SECTION 6 ROLES, RESPONSIBILITIES AND ACTIONS Copyright © 2015: Lyle Sumek Associates, Inc. Project 150603 78 Expectations and Actions Mayor ► Expectations ► Actions Copyright © 2015: Lyle Sumek Associates, Inc. Project 150603 79 Expectations and Actions City Council ► Expectations ► Actions Copyright © 2015: Lyle Sumek Associates, Inc. Project 150603 80 Expectations and Actions City Manager ► Expectations ► Actions Copyright © 2015: Lyle Sumek Associates, Inc. Project 150603 81