Positioning People for Effective Communication and Coordination - 18033
If the aim of people working together is to solve complex problems and develop creative solutions, would it make sense to position people to actually do this kind of work? A growing number of project teams span organizational boundaries: government agencies coordinate with other government agencies, private companies conduct major projects for government agencies, and public utilities coordinate decision-making with citizen groups. In such instances, these project teams are especially vulnerable to experiencing a gap in expectations in terms of how people should communicate and coordinate with one another. If these gaps are not addressed, communication bogs down, those involved in the project become frustrated and impatient, and solving complex problems and developing creative solutions becomes challenging if not impossible. However, it is possible to position people to effectively communicate and coordinate. One approach is to give attention to the discussion and development of a P3 Plan that describes how the project team agrees to coordinate its efforts and toward what ends. A P3 Plan is developed by the project team typically through one or more facilitated conversations. Multiple US government-to-government, government/contractor, and government/public citizen groups and teams have used this approach and have been successful moving beyond their own self-interests to deal with controversial issues. The project benefits because the work product combines the best thinking from everyone, eliminating potential political and turf battles from the start. (authors)