Temporarly out of print in paper!- But it is here on this web site.
If you investigate lake management and natural resource challenges you will find people interwoven into the fabric from beginning to end. Understanding physics, engineering or water chemistry is essential, but understanding and communicating with people is indispensable. This section contains some basic concepts that may enhance your skills when dealing with people.
Spirited membership, plenty of volunteers and 100% participation-it sounds like the perfect organization. In the "real world" we often set our sights a little lower. Organizations may have their shortcomings and areas that need improvement or change. Yet small groups and organizations are responsible for most of our nation's accomplishments.
How do we get people to join our organization and play an active role?
The study of what motivates humans is one of our oldest disciplines. The sphere includes behavior, communications, conflict resolution, perceptions, attitudes, values, interpersonal skills, leadership and much more. Investigations on motivation fill mountains of books yet findings on what moves people are still inconclusive.
There are no easy answers to motivating others, but there are a few ways to inspire folks to action. The intent of this segment is to give fundamental ideas and direction as you attempt to organize and motivate the members of your lake organization. The concepts reviewed here are basic and recognize some of the motivational challenges unique to lake organizations.
If you want to study these subjects in greater detail, start at your local library under the topic motivation or communication. Your University Extension agent, local college or university, or the Wisconsin Association of Lakes are other possible sources for information.
What motivates the people who enjoy life around lakes?
To get people to participate in activities and organizations that care about lakes, it is essential to understand the forces that influence their actions and determine their moods. When folks contemplate lakes, their minds typically turn to pleasant recollections. For many, a lake represents a sanctuary: a place away from the stress and strain of an abstract, out of control, modern world; a place to test a new lure, not your patience; a place to keep an appointment with that old canoe, not an attorney. For others the lake is a place to let loose, party with friends, swim, jet ski, or cruise the lake.
A dilemma arises when there is a discrepancy between what we envision and reality. We buy lake property with a certain mental picture of what life will be like. We perceive a quiet, peaceful place to vacation, retire or live year-round-a refuge where life is simple and free of irritation.
On occasion lake life may become more challenging. The lake that was blue and clear when we bought the property in April may be choked with aquatic plants when we want to swim in July. The quiet morning spent watching the blue heron fish may be shattered by the snarl of an outboard motor. The stunning view across the lake may be erased by the new condominium development. Our weekend waterskiing with friends may be frustrated by new ordinances. We may even disagree with our neighbors on the way the lake is being managed. Our vision of contentment may be tempered with frustration and disappointment. In some cases a "Catch-22" develops. As more and more of us look for our watery piece of paradise, we crowd out the very reasons that bring us here. All the faulty ingredients of our society may be alive and well on the lake shore!
Not to worry! Here also lies the motivations that compel people to act on an issue or join a group. A motivated group sharing a common aspiration (such as finding a fair method of sharing time on a lake) can be effective at reaching the goals.
Who are the people that use the lake?
It can be helpful to know something about the people who may join your lake organization. If you investigate the make-up of people that hold a stake in the welfare of Wisconsin's lakes you would probably find a broad cross-section of tho state's society. All age groups, all income groups and most philosophies can be found ringing a lake.
To better understand your actual and potential membership, and keep them motivated for the long run, it can be beneficial to identify those who affect your lake or have a stake in it. If you can understand the level of interest a person has in your issues, you can fashion an approach for working cooperatively.
We can call these people the "Lake Affecters. " Who are these people, what are their needs, what are their perceptions, and what are their realities? We can divide these people into three general levels of insight for lake related issues.
These categories are gross generalizations and there may be changes within these groups. Individuals may move from lake vacationer to property owner or visa-versa. In most cases, as awareness and understanding of lake living and lake issues increases so does the level of support from the individual. Recognizing what makes different groups "tick" can be an important clue when developing your approach for education and awareness.
We determine our personal motivation. Someone can talk until they are blue encouraging us to join their cause, but if what they have to offer isn't interesting or meaningful, they're wasting their time. Exploring the reasons people volunteer and examining the make-up of a motivated group can be valuable tools.
Volunteering and Motivation
Think of the enthusiasm we can generate for a "pet project," a hobby or a "fascinating opportunity." Once an issue or project becomes personalized and we accept a level of ownership, we tend to become inspired. If you give people a chance to do what they like to do or are interested in, they are likely to sign on. People stay with organizations longer and enjoy their time more if their needs are fulfilled.
A Reliable Recipe
There are a number of common ingredients in a motivated, effective
lake organization:
People are motivated by their needs: find out their needs, place them in a position to fulfill those needs and you can create a promising association.
Think of your neighbors and other lake stakeholders as partners in a side-by-side exploration of acceptable methods to manage the affairs affecting your lake. People are motivated by their needs: find out what their needs are and place them in a position to fulfill their needs, and you can create a promising association.
As a group we can expect reasonable results in achieving our goals
if:
The list of groups vying for our leisure time is great. Social clubs, service groups, church, professional associations, sport clubs... the list is endless. Try to be sensitive to the realities of the cultural environment in which lake people exist. Busy people are often able to find the time for "one more project" if they feel their participation is needed and worthwhile.
The heart of any lake organization is its membership: managing lake projects, raising funds, writing the newsletter, and a host of related tasks are generally performed by volunteers.
The following tips may be useful in motivating others:
Volunteers in the 1990's
The past history of volunteerism in this nation is a chronicle of volunteers who were presumed to sign on to groups or projects for life. Volunteers doing church work, helping the poor, working at the hospital, or serving as officers for organizations were often taken for granted and faithfully performed their tasks year after year.
Many of today's women and men see their volunteer obligation differently. They have a sizeable portion of their lives tied up in their jobs and their day-to-day routine. What would possess them to volunteer precious leisure time and energy for a not-for-pay responsibility with no boundaries?
This change doesn't mean volunteerism is dead. On the contrary, volunteerism is alive and well in the USA. Over 50% of American adults volunteer regularly. An inspiring 76% of young adults believe it's important to include volunteer activities in their lives.
How we utilize modern volunteers may need to be modified in some situations. With active lives and crammed calendars, people may be willing to sign on to a project only when the expectations are clear and the duration is set.
Faulty Feelings
How Not to Get Volunteers:
Motivating others can be a formidable task; sometimes it's hard enough to get self-motivated. Inspiring folks to take action for a cause can be a gratifying proposition. As you gain skill and comfort working with others, you will come to realize the most important tool for the development of a productive and enjoyable organization is belief in yourself!
At the time of this writing the population of the United States was approximately 250 million people. Projections call for the U. S. population to increase to 330 million in the next 26 years. The demands on water for consumption and recreation, and the desire for waterfront property is expected to continue escalating at record rates. Within this context lake organizations often struggle with a host of issues and diverse viewpoints ranging from social concerns to environmental responsibility. These issues can be complex, crossing political and natural boundaries, allowing ample opportunity for conflict to arise. This segment looks at the causes of controversy and discusses ways to redirect conflict toward solutions.
Many of the occurrences that become the source of conflict are triggered by our internal characteristics and life patterns. Please fold your arms across your chest. Was that a conscious or unconscious maneuver? You were asked to do it ... you did it, therefore it was a conscious move. Now note which of your arms is on top. You probably put the same arm on top each and every time you fold them, unconsciously, a habit you have reinforced for many years. You are a product of the sum of your experiences; they prompt each of us to develop a unique view of life. Experiences reinforce our routines and eventually become habits. Each of us has a distinctive view of life which molds our opinions. In the multitude of interactions we have with others disputes are very probable!
Moods
There are a host of factors that merge into the mix of feelings we call our mood. Our moods and emotions vacillate. Some days we deal with conflict in a forthright manner. On others, we just "get out of bed on the wrong side. " Our moods play a fundamental role in the outcomes of our interactions with others. We may be required to alter the way we interact. These changes in our way of acting don't happen automatically. We need to identify problem areas and master the skills necessary to deal with conflict. Don't be disappointed if change comes slowly. We have to keep working on it. Expecting a hundred percent change in the way we act may be unrealistic. We may be better off to hope for a one percent change in a hundred areas.
We have many predispositions that prompt us to act in a certain manner in particular situations, most of which we are not even aware. It's important to understand that we all operate on feelings much of the time. Our thinking is short-term with high emotional involvement. Feelings like anger, sadness, aggression, fear, loyalty, nervousness and love overshadow thinking and logic. In embittered negotiations feelings may be important to deal with before other progress is possible.
Assumptions
We create many negative situations by simply assuming that our expectations are self evident. We believe that what we are thinking is clearly understood and shared by others. To improve our abilities in resolving conflicts, we must learn to pay more attention to others' feelings and their understanding of our communications. Examining our feelings during negotiations is a good place to start. Are we upset, exasperated, irate? We can begin by writing down our feelings and impressions and our sensation of the feelings of others. Our emotions vary day to day and hour to hour. They change as we react to incalculable combinations of individuals and situations that pass through our lives... people, issues and organizations coming and going, connecting and disconnecting.
The Difference-Disagreement vs Conflict:
One of our first tasks is to distinguish the difference between an argument and conflict. Arguments can begin when we hold dissimilar beliefs about tangible facts: the house was built too close to the lake. These matters can be solved by determining the facts. Different perceptions of consequences can also become the basis for arguments: this development will ruin water quality. Time will tell whether or not this statement is true. Arguments don't need to be settled.
Conflict is defined by Webster as clashing with others, being incompatible or antagonistic. Conflict can occur when there is a real or perceived divergence of interests, values or the belief that those involved cannot accomplish separate goals simultaneously.
There are two primary reasons for conflict. The first occurs when interests are diverse: I want no motors on the lake; you want to water ski. The second originates when interests clash: We both want the same property. Conflict is common with natural resources issues because of a scarcity mentality (not enough for everyone).
Social vs Personal Conflicts:Most of us have encountered the personal confrontations that are a normal part of our everyday lives. We often challenge our friends and family on a wide variety of topics. Often our friends have access to specific knowledge about our temperament that can trigger our innermost feelings. Conflicts of this variety can be emotional, illogical and focused of special problems.
Societal conflicts, like those that can evolve around certain lake management issues can be rooted in large philosophical issues, like balancing jobs and the environment or defining aesthetics. At the onset these sorts of conflicts tend to hold less malice toward a particular individual which is a plus when looking for compatibility.
The Virtues of Conflict:
Conflict isn't always harmful. It can clear the air and produce positive behavioral changes. Controversy can help clarify the purpose and expected results of programs or illuminate the positions of others. Dissension raises a "red flag" and suggests the need to fortify the "team spirit" before the situation worsens. Controversy is also good when it exposes weaknesses in decision-making and communications procedures.
The Dark Side of Conflict:
Conflict is best known for its "dark side." At its worst, conflict can play a major role in the undoing of programs and organizations. The worst situation occurs when strife goes underground within an organization. If not confronted conflict can lead to high stress levels and rivalry. Individuals may undermine the credibility of co-workers to the detriment of the organization. Retaliation, malice, suspicion, and spreading the conflict as you involve others by asking them to take your side are a sure formula for decline. Members of an organization can feel a sense of helplessness. They feel powerless: what's the use of trying-nothing will change.
Assessing blame is a sure way to entangle the people with the problem. There may be some issues on which you will never see eye-to-eye... just accept it: you like Fords, they like Chevys. "Learn to disagree without being disagreeable."
How We Deal With Conflict:
We commonly use various tactics to control everyday dilemmas and difficulties.
Giving In
We have numerous ways of dealing with the day-to-day confrontations that enter our lives. Sometimes we yield to the wishes of others. This may occur when we have little interest with the issue or if we have elevated concerns for the needs of other people, such as family members. We tend to relinquish if the relationship is precarious, such as in a new job or if we want to be appreciated by friends. Sometimes we may feel overpowered or threatened (the government wants to take our land) and yield. There are certain benefits to giving in. It can limit conflict escalation; you can ask for something in return (I'll give an easement if you set the building back 200 feet).
Retreating
Rejecting or discontinuing talks and refusing to discuss the matter is a common tactic when people are confronted with conflict. You may withdraw because you feel you're not getting anywhere, or when you have significant concern for your interests and limited concern for others' interests. If the situation is getting emotional or you are feeling intimidated, it may be a good idea to break off and allow emotions to calm. Backing off may provide a catalyst for preferable options.
Evasion
Some organizations use evasion as a reliable agent for avoiding conflict. Sticking your head in the sand works when your personal concern for an issue and your concern for the interest of others is low or when you have no way to change positions, interests, etc. If time will solve the problem this tactic can work. With some sensitive issues, it may be best to "let sleeping dogs lie" or the controversy could expand.
Compromise
A conventional method for reducing or limiting conflict has been through some sort of compromise. Compromise can be used to gain a temporary agreement if parties feel they have mutually exclusive goals. Compromise allows both sides to achieve some goals and lowers tensions.
Reconciling dissension may require you to heighten your ability to
identify and appreciate emotions... both yours and those of others. Be
understanding of the conviction of others even if you can't appreciate
their reasoning. Consider the following techniques:
Examine Others' Perceptions
The roots of confrontation are not found in impartial facts. They are found in our heads. "Truth" is simply one more argument... perhaps a convincing one, perhaps not. Conflict survives because it exists in our thinking. Apprehensions, even ill-founded, are real and need to be dealt with. Facts, even if established, may do nothing to solve the problem. As useful as looking for accuracy and facts can be, it is ultimately the reality as each side sees it that sets the margins of negotiation and opens the way to a settlement.
"If you want to influence others, you need to become sensitive to their convictions and feel the depth of their passion for their cause. Remember that understanding someone else's point of view is not the same as agreeing with it."
The Extent of Your Involvement
The extent of your involvement in a conflict situation and the level of
emotions will boil down to two points:
Reconciling Differences: Understanding Positions vs Interests
As populations increase and natural resources dwindle, proficiency in resolving conflicts escalates in value. One of the most important notions to appreciate when analyzing conflict is the difference between positions and interest. A position is a decision about what I want (no motor boats on the lake); interests are the reasons why I want it that way (I enjoy the peace and quiet).
Debating over positions can result in flawed agreements. When you bargain over positions, you tend to entrench yourself in that position as you clarify and defend. Your ego can become intertwined with your position and you gain a new interest in "saving face." Bargaining can become a contest of wills. With position bargaining, you start from extreme positions with a hidden bottom line which encourages slow going. Position negotiations can be friendly or adversarial. Amicable negotiations like those between friends and family emphasize the importance of the relationship (you're my brother, I know you will pay back the loan). There usually is some sort of agreement but it may not be a wise one. A position is likely to be concrete and explicit, such as a 50 foot buffer zone as a forestry best management practice (BMP).
Interests define the issue (needs, desires, concerns, fears): loss of water quality, aesthetics, bio-diversity, or income from timber sales. Interests motivate. They are the behind-the-scenes basis for the clutter of positions. Behind opposing positions can be found common interests as well as conflicting ones (the developer and the environmentalist both want clean water).
How Can You Discover Underlying Interests?
A solid foundation can be laid if you trust the motives of others. Think
of yourselves as partners in a tough side-by-side exploration for an
agreement acceptable to both sides.
Problem Solving
We create many negative situations by simply assuming our expectations are self-evident and that they are clearly understood and shared by others. Certain steps assist in reaching your goals. Gather, analyze and organize your facts before you meet. This will help define the issue and nullify false controversy. It is important to generate options and find solutions.
Skill at creating alternatives is a definite asset in negotiations. Obstacles that prevent alternatives include premature judgement and assumption of only a single solution. This sort of thinking narrows the gap between positions instead of broadening alternatives. Often people conclude that solving the problem is the other persons' dilemma. This makes it difficult to envision ways of meeting the interests of both parties.
When you're dealing with negotiators who represent their agencies or organizations, it is easy to treat them like a mouthpiece without emotions. It is vital to remember they have emotions and feelings that can have a major effect on the outcome. In addition such representatives may have limited flexibility and decision-making authority to deviate from an entrenched position of their group. They may be in a frustrating "no win" position as a result.
Have a Plan "B"
What if the other side holds all the cards? Understand what you will do
if you can't reach agreement. (If the developer fails to redesign.)
Other Considerations
Resentment:
Beware of resentment in any situation. Resentment is the killer emotion.
Some people take bitter resentment to the grave, destroying their lives and
lives of those around them. You need not forgive and forget; no-one forgets.
Forgiveness does not mean approval-it means acceptance. Do this for
yourself and learn from it. (The drink was spilled; you can clean it up,
but it has still been spilled. You don't have to offer to fill the glass
again.)
Product or Process:
We invest our energies in making something happen without recognizing that the outcome and feeling of achievement will be modified by the process. We may reach an objective while losing reliable and productive stakeholders out of frustration and disappointment. Whether working with other agencies, volunteers, or citizen groups it is vital to determine if the process or the product is more important to the future of the program or organization.
Sorting Facts:
Be aware of the nature of the information you are gathering and make sure it is sorted accordingly. Check your facts. Make sure they exist and can be confirmed (number of trees in an area, water quality standards met). Once you have substantiated the facts you are ready to develop deductions based on those facts (when the sun is up there is light, therefore the sun must be up). Be careful not to make assumptions based on guesswork, hearsay or opinions. Assumptions should be underpinned with the best information available.
Mediate/Intervention
Our training in conflict resolution began on the playground, a few years back for some of us. One way or another we learned about sharing our toys, being fair and letting others have a say. To attain settlement when controversy looms we need to remember those lessens. We also need to develop a true understanding of the nature of conflict. Start at a very personal level peeling away the layers of our own personalities to see why we react like we do and comprehend our own unique character and that of others.
Produced by: Wisconsin Department of Natural Resources, Bureau of Watershed
More information on this topic:
James Vennie, Web Worker of Fisheries Management and Habitat Protection Bureau, 608-266-2212
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