Why is common ground important? (self thought/self opinion)
Answers
Answer:
Common ground provides a pathway of communication, which leads to trust. ... Through trust, friendship can be established, and then more difficult subjects can come up because we experience a sense of freedom that allows us to be true and authentic.
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Answer:
common ground
Explanation:
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#17 — FINDING COMMON GROUND: NEGOTIATING AND RESOLVING CONFLICTS (PART I)
Finding common ground with other people does not mean finding absolute agreement. Common ground is shareable ground whose boundaries are marked by a range of actions that all can live with. You and your neighbor may not vote for the same political candidate, for example, but your shared belief in elections, free speech, and the democratic process is common ground.
Negotiating is a rational process for resolving differences and for finding common ground. It’s not just what diplomats and labor and management leaders do---all of us do it all the time.
Active citizens negotiate within their own groups over strategies and priorities; with government officials over policies and funding; and with other citizens, who may not understand or agree with what they want to do.
When negotiations are done well, they can bring people together instead of pushing them apart. They can lead to solutions that are smarter and fairer than either side may have originally proposed. They can even be fun.
But not always. When negotiations go badly (or are never attempted), the result is conflict; people become defensive, emotional, and, in the extreme case, violent in words and/or actions.
The next few Coach’s Corners include both general principles and tactical advice for negotiating good solutions, for keeping negotiations from becoming conflicts, and for resolving conflicts when they dooccur.
The suggestions here apply not just to negotiations and conflicts you may encounter as an active citizen, but also to those in any area of your life---at work or in your home, for example. People are people, and the interpersonal dynamics of dealing with differences are pretty much the same, regardless of the scale and complexity of the situation.
The tips here are addressed to you as an individual, but if you’re part of a team, it’s important that your whole team agree to try them, too. It’s hard to create trust with an opponent if others on your team think the only way to deal with differences is to fight until they “win.” Use what’s in this chapter to bring members of your team along. Let them see the power of this approach through your own example.
I’ve used and refined this strategy over 30 years of negotiating and resolving conflicts, including face-offs at the United Nations and environmental battles in the Pacific Northwest. I’ve taught these principles for the last 5 years in hundreds of workshops and consultations.
Finally, negotiating is but one tool in a much larger tool kit for creating change. That kit, depending on the circumstances, might also include public testimony, bureaucratic maneuvering, mass-media initiatives, community forums, lobbying, electoral politics, litigation, and public
I’ve broken what I know into two major sections. The first discusses general principles for negotiating and resolving conflicts; the second offers a 10-step strategy for actually doing it.
General Principles for Negotiating and Resolving Conflicts
Some of these elements you already know; others may be new and challenging. All of them represent years of experience, on my part and others’, of what works and what does not.
1. Winning at the Expense of Others Is a Poor Solution
Seeking unilateral victories often sacrifices long-term benefit for short-term “gain.” People put on the defensive will usually fight back, which closes their minds to anything but “winning” (or surviving).
2. Look below the Waterline
Many negotiations and nearly all conflicts are like icebergs. Remember the discussion from Coach’s Corner #3 about hidden agendas: the most dangerous part of an iceberg is not the part you can see, it’s the part you can’t. The top of the iceberg is the part of a negotiation or conflict that people talk about openly. But there’s plenty below the waterline, too.
It could be a hidden agenda. A largely white community may try to block a low-income housing project by saying it will lower property values, but the real issue might be racism; they think all the new residents will be people of color, and they don’t want those people in their neighborhood. Racism is one of the below-the-waterline issues that few people are surface. Even deeper in the iceberg may be prejudices, fears, insecurities, or (especially) anger from past injuries and insults.
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