In decades at the executive level and in scores of discussions, I have stumbled across a strategy that I have found to be especially helpful to the process of addressing contentious issues, sometimes resolving but always reducing acrimonious attitudes, narrowing the issues and facilitating the environments for continued positive discussions. Using the term “an” as opposed to “the” in the title was not by accident, as I am not aware of any mortal who has discovered the magic formula for always prevailing in all discussions, and I am certainly not the exception. This article will discuss a strategy that has evolved from my numerous and varied experiences over the years, and which I have found useful in my inventory of skills.
I am keenly aware of the reality that some issues cannot realistically be resolved because of the nature of the topics or the hidden agendas, along with irretractable positions of those involved. Issues for which no resolutions are likely include deep ideological agendas which are driven by strong beliefs as despite practical realities. Major examples include the political clashes in some of our cities where avowed socialists are attempting to develop political clout. In those types of situations, efforts to develop an agreement to disagree amicably are worthwhile, as are efforts to develop and maintain cordial communications, but substantial movement of respective positions is not likely. Another example for which I have scar tissue is trying to agree and gain compliance on crowd tactics and behaviors in deeply divided issues such as abortion matters, where maximum community disruption is a major goal of the demonstrators. Appropriate dialog should always be attempted, but with realistic expectations.
Two personal examples of situations where the strategy that is the subject of this article are provided for background context. The first was my position, as an LAPD commander who had been elected by other agencies in Sothern California to coordinate the allocation of the then-new radio spectrum to the public safety community. This allocation of radio frequencies was set against the backdrop of desperate needs by many agencies. Agencies were required to upgrade existing equipment that would allow for more overall radio channels, but there were strong efforts by some agencies to retain existing channels. This led to the mistaken perception that the “big dogs” (Los Angeles Police and Los Angeles Sheriff’s Departments) were hoarding most of the new spectrum and leaving only the “crumbs” for the smaller agencies. The second example occurred while serving as a deputy chief on the San Bernardino County Sheriff’s Department. I served as the chairperson of the Mountain Task Force to coordinate the evacuation plan for the entire San Bernardino National Forest in preparation for massive, anticipated wildfires, which necessitated the involvement of numerous public safety, municipal and private entities.
Somebody Needs to Be in Charge
Nothing will get done and chaos will result in the absence of a person with credibility and decent conference leadership skills. The worst of all options, when strong technical skills are major factors, is to select a strongly technical person is who equally lean in interpersonal relations. The best of all options is the selection of a proven leader with strong interpersonal skills who has a working knowledge and some level of understanding of the issues being addressed. The most appropriate person may well emerge early in the process and should ideally be selected in some type of a vote or nomination process.
Create a Cordial and Sincere Partnership
For any possibility of success, the activity cannot be a “one and done” where the participants, especially the person allegedly in charge has an occasional presence and is often the last to arrive and the first to depart meetings. While others may disagree, the likely variety of participants from various disciplines requires a genuine appreciation for other types of people and perspectives, and the development of mutual fondness for one another, and respect for the positions of others as well. Mutual and sincere credibility and goodwill are essential to the process that is the subject of this article.
Realistically, essential factors for this strategy to be effective are the personal behaviors and demeanor of the person in charge. A genuine appreciation and respect for those in other disciplines and with other points of view are essential, as are strong skills in the area of conference leadership.
Dedicated Meetings in an Appropriate Setting (Bring Food!)
There is no such thing as a date and time that will work for everyone. That said, pick a date and time that works for most folks, certainly for the key participants, and announce it well in advance. Select a facility where all participants are equally conspicuous, such as a round table or room configuration where no one is at a positional disadvantage. Again, recognizing that others may well disagree, I have found that incorporating a meal into the process, where people mix and mingle is a very wise measure in the creation of mutual goodwill and credibility. The wise leader will orchestrate maximum interaction among people from different disciplines.
Protocol for Difficult Discussions
For enhanced understanding, I will slip into the first person in describing the protocol that has worked well for me. I suggest and invite the other person or persons in the discussion begin with a detailed and comprehensive presentation which includes not only the stated goals, but also the background and rationale for what is being sought. I commit to being an active listener and to try very hard to develop an understanding and appreciation for the position being presented, and to interrupt only to ask for an elaboration of something for which additional information may be helpful for my understanding. Following the other person(s) presentation, I ask for the same courtesy in providing my position(s) and rationale and invite brief interruptions for clarifications. I have always used the expression that we need to work hard to “walk a mile in each other’s shoes” to develop a full understanding of all the issues involved.
Resolutions and Narrowing of Differences
I wish that I could say that this process has always resulted in an immediate agreement and resolution of the issues involved, but such is seldom the case when major or contentious issues are involved. However, I can proudly state that in every instance where this protocol has been employed, all involved have left with better understanding, that issues have often narrowed and that participants generally have departed with mutual credibility and goodwill.
Maintain Communications and Friendships
Again, the term “one and done” comes to mind; do not permit such to be the case. Things and people and circumstances often change, and other issues may well arise involving the same organizations and individuals. Use all experiences, regardless of the outcome, as something that may well be helpful to future situations. While reflecting my personal view, I generally like and respect other people and am very pleased that these types of situations have provided me with the opportunity to develop some lasting friendships with contractors, technicians, vendors and others. Through these professional interactions, I came to know and develop friendships with many fine people I most likely would not have known otherwise.
As I stated at the beginning of the article, this is not “the” approach, but rather “an” approach. It has been a valuable tool for me, and I recommend it as a valuable tool for other leaders as well.
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Keith Bushey retired from the Los Angeles Police Department as a commander, from the San Bernardino County Sheriff’s Department as a deputy chief, and from the United States Marine Corps Reserve as a colonel. Other law enforcement experience includes having served as a Los Angeles County deputy sheriff, a State of California deputy game warden, and as the Marshal of San Bernardino County. He is an instructor emeritus for the FBI Law Enforcement Executive Development Association and has lectured and written extensively in the areas of leadership, management and ethics. He is now affiliated with Embassy Consulting Services. His entire eight booklet Leadership Series is in the public domain and may be downloaded without cost from KeithBushey.com. He may be contacted at KDBS255@AOL.COM