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5 Dimensions of Win/Win

Key Points:

  • It begins with character and moves toward relationships, out of which flow agreements. It is nurtured in an environment where structure and systems are based on Win/Win. And it involves process; we cannot achieve Win/Win ends with Win/Lose or Lose/Win means.

Character

  • There are three character traits essential to the Win/Win paradigm. Integrity, Maturity, Abundance Mentality. 
    • Integrity is the values we place ourselves into.
    • Maturity is the balance between courage and consideration. 
    • Abundance Mentality is the paradigm that there is plenty out there for everybody.
  • A character rich in integrity, maturity, and the Abundance Mentality has a genuineness that goes far beyond technique, or lack of it, in human interaction.
  • If we search deeply enough within ourselves-beyond the scripting, beyond the learned attitudes and behaviors- the real validation of Win/Win, as well as every other correct principle, is in our lives. 

Relationships

  • It goes beyond transactional leadership into transformational leadership, transforming the individuals involved as well as the relationship. An agreement means very little in letter without the character and relationship base to sustain it in spirit. 

Agreements

  • Desired results, guidelines, resources, accountability, and consequences all need to be agreed upon and made explicit to provide direction and definition.

Systems

  • You basically get what you reward. If you want to achieve the goals and reflect the values in your mission statement, then you need to align the reward system with these goals and values. So often the problem is in the system, not in the people. If you put good people in bad systems, you get bad results. You have to water the flowers you want to grow.

Processes

  • First, see the problem from the other point of view. Really seek to understand and to give expression to the needs and concerns of the other party as well as or better than they can themselves.
  • Second, identify the key issues and concerns (not positions) involved.
  • Third,  determine what results would constitute a fully acceptable solution.
  • And fourth, identify possible new options to achieve those results.



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