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. Acknowledging everyone's input (prove that you are listening). Separate the input process from the decision process, i.e., don't criticize or judge anyone's idea when it is presented. Just wrIte it down and tell them it will be considered. State the "givens" up front. Let everyone know what is negotiable and what isn't. Make sure everyone understands ane, agrees to these at the beginning of the process, Document the process, Write do\\n everyone's comments and keep them visible throughout the process. When decisions are made, return to these conmlents and show how you have responded to each item, Be honest, sincere and realistic. You cannot meet eve'yone' s needs 100%, Be honest about this from the beginning, What you can do is hear evervone equally. and sincerely consider their concerns, Remain objective. This can be difficult if you are the project manager. It often helps to enlist a separate facilitator, whose main stake in the project is to obtain consensus. This person can deflect melyou or us-vs, -them situations. . . . . . . Following Tlte Steps, By defIning clear steps for each part of the process. you can move fommd one srep at a time and avoid being sidetracked, Typical steps might include: . State the problem. This includes the needs, the goals, and the "givens" for the project. Solicit input. Listen objectively and witholt criticism. Carefully record the input, Develop alternatives. This can often include a hands-on work session. where everyone is invited to help generate solutions, This allows people to understand that the problem is more complex than their own smgle issue. and that other people have ,ssues that must be addressed as well. Finalize the plan. This is usually best done by the design team, after considering all of the input. Present the plan. Invite everyone to see the finished plan, Give everyone credit for the,r mput. Make this a fun event. . . . . 2 . . .