Influence and Problem Solving
C.U.B.E. for Conflict
To learn more about CUBE and how to use, please view the CUBE Overview
Best Practices for Influence and Problem Solving
Establish an open and collaborative mood. Center yourself in this mood.
Clarify the goal of the conversation—focus on the shared, desired outcome.
Be soft on the person and hard on the problem. Care about them personally, but also name the elephant in the room and challenge directly.
Create the agenda and timing together.
Ensure the right people are included from the start.
C
U
REATE CONTEXT & OBJECTIVES
Be curious: Dig for underlying interests, priorities, and feelings.
Stay curious. See dissent as an opportunity to learn.
Paraphrase to ensure you heard correctly and demonstrate understanding.
Share your interests and priorities.
Synthesize: List shared priorities and differences.
B
NDERSTAND EACH OTHER’S WORLDS… THEIR WORLD FIRST
RAINSTORM OPTIONS
Set a mood of creativity: Clarify you are brainstorming, not decision-making.
Co-create many possible solutions.
Expand ideas: Do not narrow into one solution.
Redirect critiques back to brainstorming.
Decide and commit to clear next steps (who is doing what by when).
Be obstinate about your vision & interests, flexible about tactics.
Move the ball down the field with small steps.
Ensure everyone fully commits even if they disagree.
Setup a check-in, milestone or next conversation.
Write an email to summarize the decisions and commitments that were made.
E
ND WITH COMMITMENTS
Common Mistakes for Influence and Problem Solving
Trying to get to agreement too quickly (1 step forward, 2 steps back).
Being too nice and not naming the real intent of the conversation.
Unilateral moves including setting up an agenda without a discussion.
Having the conversation in the wrong circumstances.
Underestimating the importance of mood, e.g. moving forward before cleaning up trust issues.
C
U
REATE CONTEXT & OBJECTIVES
Expecting to be heard before hearing the other person.
Solving problems based on solidified positions rather than underlying interests.
Believing you understand what’s important to them without confirming your assumptions.
Not empathizing with their perspective, especially when you disagree.
Not explicitly sharing your interests and priorities.
B
NDERSTAND EACH OTHER’S WORLDS… THEIR WORLD FIRST
RAINSTORM OPTIONS
Focusing on the first solution that seems the best rather than fully exploring possibilities.
Judging, critiquing or ignoring ideas while brainstorming. Not gently correcting when others critique or judge.
Throwing out ideas without caveating that you are just exploring.
E
ND WITH COMMITMENTS
Walking away with two different ideas of next steps.
Accepting unrealistic commitments or withholding concerns.
Thinking too big rather than just focusing on the next step.
Not personally thanking people for what worked in the conversation.
View the Cube Prep Sheet in Google Doc.
How did you do with having this conversation?
View the Post-Conversation Self Assessment.