Dialogue: A “simple” solution always worth a try

In a world of intractable problems that often seem to demand complex or high-tech solutions, what is one simple way to cut through the layers and build a consensus to move forward? Start talking…face to face.

Although not a guaranteed remedy, getting people with different interests in the same room to hash out an issue is a tried and true method of dealing with all sorts of impasses. Bringing different sides to the table to sit down and talk together, or creating forums for discussion is a powerful, time-tested tool, whether the parties are in a dispute, have different interests, are communicating poorly, or are merely not paying attention to each other’s concerns. Discussing issues over a meal is even better. Apparently, sharing food has a positive impact on negotiations, according to The Economist.

It is striking how often poor communication comes up as an issue in the news, and — just as striking — how often good communication is considered part of the solution to problems large and small. From international summits to talks on climate change to committee meetings, to mediation as an alternative to court proceedings, to couples’ therapy, creating the space for conversation is at the heart of many solutions. In Eastern Europe, I once evaluated a USAID project whose purpose was to improve economic governance by promoting public private dialogue (PPD). For the uninitiated, PPD is a thing — with its own website , charter, and handbook. About $20 million in project funds were spent in convening stakeholders from government, business and civil society. These resources also covered organizing meetings and retreats on reforms in different sectors. In addition, the project complemented the dialogue forums with analytical work on individual reforms. Guess what? The public private dialogue approach was, by and large, perceived as effective by all three stakeholder groups. The PPD platform did ensure that in many cases the reforms incorporated the interests of the different actors, and, by doing so, helped move them forward. The initiative was seen as one of the most important influences on reforms.

Just getting parties to talk seems like such a simple thing, compared with all the thorny problems facing society, and the sophisticated solutions being promoted (artificial intelligence, anyone?). And talking really means talking, not texting, videoconferencing, or some other forum of digital communication. I’m not denying that these have their uses, but nothing seems to be as effective as face-to-face meetings for building rapport. How else to explain the estimated 462 million business trips taken in the U.S. (in 2017)? Think of the awkward pauses during conference calls, or the unreliable technology that shuts you off in the middle of a videoconference. But even if these issues were addressed somehow, there is a qualitative difference to talking to someone sitting in front of you.

Pay attention and you’ll see that meeting in order to talk is a solution to many, many problems. In her book Leadership in Turbulent Times , Doris Kearns Goodwin recounts how Teddy Roosevelt brought mine owners and workers together to resolve the months-long 1902 anthracite coal strike by United Mine Workers of America, which was threatening to cause major social disruptions. A recent Financial Times(behind paywall) article by Sylvaine Chassany describes French President Emmanuel Macron’s initiative to connect with citizens by holding conversations around the country — organized by En Marche party moderators. Although the word “engagement” is overused, Macron’s motive was to enable people to share their concerns directly with the government. Of course, resolutions to virtually all violent conflicts, are, at one point or another, sought through multi-party talks: North Korea, Iran, Ukraine and so on. Of course, it doesn’t always work out.

There are alternatives. One example would be the one-sided resolution delivered by crushing defeat if you’re on the losing side. There is a school of thought that this approach is actually preferred, as it is stable and final. Continued non-cooperation, or stalemate, is also very common. Or how about endless conflict? Examples of the latter that come to mind are the Israel-Palestine and Afghanistan conflicts. In fact, Wikipedia lists 55 ongoing conflicts that have lasted at least 20 years apiece. Whether these alternatives are preferred or not, they are depressingly widespread. Winston Churchill reportedly said “to jaw-jaw is always better than to war-war,” or words to that effect.

What talks can do

Talking things over with others is a good idea even when you are not at war. It can serve all kinds of ends. Beyond resolving conflicts, it is a good a way of sharing news or information (e.g. the press conference), obtaining information (e.g. interviews), exploring opportunities (e.g. business meetings); promoting ideas (e.g. during campaigning by politicians and activists), or just building trust by bringing in the personal element, when previously it was all about power or preferences. Talking is, admittedly, not necessarily a solution in and of itself. However, it seems that it has some attributes that are conducive to finding solutions. What might they be? I propose the following:

  • Just showing up for talks demonstrates a willingness to listen to the other side. It signals a cooperative posture, giving both sides confidence that they are not wasting their time.
  • By their nature, talks force the other side to listen to other views, positions, perspectives, and whatever else they need to get off their chest. Otherwise, outside of talking, the information the other side wants to share may primarily be seen via propaganda, or (possibly biased) media like the press or social media. Listening to others express themselves will probably lead to their views being considered, at a minimum.
  • Talks can ease tension. They allow different sides to express their positions.
  • A discussion forum can empower people who felt their voices weren’t being heard. This can help even the playing field
  •  The brainstorming aspect to seek solutions can generate proposals and help chart a way forward.
  •  It is an efficient way of sharing information. Talks focus on the essentials, compared to written reports which may contain much useful information, but much that is extraneous to the purpose of the meeting.

So the next time that you find yourself scratching your head, or worse — banging it against a wall — reach for the low-tech, low hanging fruit. Advise people to sit down together and work it out verbally. Way before Microsoft capitalized and appropriated the term, the Bible’s famous opening line was: “In the beginning was the Word.”

Nils Junge March 31, 2019

dialogue / policy /

Mastering independent consulting without driving yourself mad

The appeal of independence

I’m often asked what life as an independent consultant is like, typically by people who have spent their working lives ensconced within an organization…while fantasizing about breaking free.

What to say? If you have ever hankered to play in a one-man band, put on a one-woman show, or strike out on your own as a gun for hire, then yes, independent consulting may be for you. It can satisfy those urges — to a degree. It also demands somewhat less creativity and risk-taking than the aforementioned vocations, while allowing you to earn a pretty decent living.

…and the limits of that appeal

Independent consulting is not, however, just about indulging in appealing work arrangements. You still have plenty of obligations. The less that is imposed upon you by others, e.g. managers, the more you have to impose upon yourself. You need to substitute internal motivation for external motivation. To quote Eleanor Roosevelt, with freedom comes responsibility. A big part of independent consulting is about managing, or coping with, that freedom.

There are conditions attached to being a free-wheeling consultant. This includes the need to be self-motivated. You must also develop the discipline to manage your own schedule, set your own internal deadlines, and find substitutes for the structure and social interactions that a normal workplace provides. And although you will be liberated from the yoke of the worst bosses, you’ll also want to avoid becoming your own worst boss. In other words, there are tradeoffs.

Is there anything in life that doesn’t involve trade-offs? No, there is not. 

One hundred tasks

To return to the one-man band analogy, consulting means doing a lot of tasks that normally would be carried out by others. In fact, you would be delegating those chores right now if you hadn’t turned down that plum managerial position last year.

Out of curiosity, I recently made a list of everything I do, professionally, over the course of a year. I came up with over 100 different tasks. (And yes, writing this blog is one of them.) Those tasks that are normally divided among supervisors, subordinates, and specialists — now fall in your lap as a solo independent contractor.

You may have a fantasy of specializing brilliantly at just one thing, of becoming, say, a world-renowned expert in energy regulatory policy or on malaria. That’s a luxury few consultants can afford. Going narrow means going deep, but going too deep can become a problem if demand for that particular skill dries up, even temporarily. I myself am a generalist. It took me years to figure out a balance that works for me. Like Goldilocks, you want to build up capacities in the “right” number of areas — not too many and not too few.

Many roles, one employee

As a consultant you don’t split your identity, but you play many roles: supervisor, researcher, data analyst, writer, administrative assistant, accountant, business development specialist, PR person and so on. You are, to a greater or lesser extent, going to have to internalize the various positions that constitute, well, a small firm, while staying sane. What I mean by “internalizing” is that, instead of different employees performing specialized tasks, you have to do them all yourself, in effect consolidating the different employee roles within yourself. To keep things moving, you’ll find yourself almost continuously switching back and forth between them.

At a minimum, you need to think of yourself as your own boss and your own employee. A boss needs to manage the budget, make sure deadlines are met, ensure quality control, motivate employees, and deliver results. An employee needs guidance, instruction and direction, and to produce what is asked for. Sometimes I, in employee mode, feel tired or lazy, or just totally bereft of inspiration. So, in manager mode, I have to cajole, or lay down the law, to get my “employee” to complete the darn task. Try out the carrots and sticks that work best for you.

Breaking it down

Here’s a tip: depending on how your brain works: you may want to cut your work up into small slices, and alternate between them. I’ve found that frequently changing tasks throughout the day can be invigorating.  When you get tired of analyzing the data, you can revise your CV, after which you can review that report, go to a meeting, review the background literature for your next project, and answer emails in between. In this way, you give the different parts of your brain a rest while still getting plenty done.

Other people may prefer to set aside large blocks of time and complete a task in one sitting. I really admire that. I know someone, a phlegmatic fellow, who will sit down for eight or more hours at a time, with barely a break, staying up into the wee hours of the morning to ram through a task to meet a deadline.

The outsourcing option

Another option, especially if you are overwhelmed, is to consider outsourcing some of your work. Depending on whether it makes financial sense, you can pay other people to do some of your tasks. You probably have to absorb the costs as part of your pay, since you are contracted as an individual. But it may be worth it, if you find it allows you to take on more work and it improves the quality of your outputs. 

The key is to find good people — who are reliable and deliver the quality you want. Over the years, I have subcontracted work to research assistants, editors, translators, and graphic designers on a short-term basis.

Find out who you are

The relative freedom from the constraints of a nine-to-five life suits some people better than others. You need to figure out whether you have what it takes to live without fetters. It comes down to temperament. Do you do your best work in bed, like Marcel Proust and Mark Twain? Be my guest. Does the ambient noise and languid activity of a coffee shop help your neurons to fire? There are probably a dozen choices within walking distance from where you live. Or do you find that you do your most penetrating analysis in a beach house in Bermuda? Experiment until you figure out an optimal routine.

And if you discover that you are, in fact, your own worst boss, that management position might start looking attractive. After you are back in an office, you can then hire those freewheeling independent consultant colleagues to do the work for you…

Nils Junge March 9, 2019

independent consultant / independent consulting /