# 1 What is Partnering?

# 2 Getting Acquainted

# 3 Team Building Principles

**4 Issue/Dispute Resolution**

**5 Home-building Process**

# 6 Formalizing the Partnership

**7 The Promise/Public Declaration**

8.  **Presentation of Certificate**

9.  **Notes**

> **Revised May 2006**

**1**

**WHY PARTNERING?**

-   **Establishment of [effective lines]{.underline} of
    [communication]{.underline}.**

-   **[Establishment of trust]{.underline} between the individuals on
    the project.**

-   **[Personal acquaintance]{.underline} of the key individuals on the
    project.**

-   **[Addressing issues up front]{.underline} that may lead to
    disagreements, disputes, claims and litigation if they are left
    unaddressed.**

-   **[Establishment of a process for resolution]{.underline} of
    disagreements.**

-   **[Commitment]{.underline} by all major project participants to a
    charter establishing each individual's intent to work in good faith
    within the content of the partnering approach.**

**2**

**[History of Partnering and it's use in Colorado's Mutual Self Help
Program]{.underline}**

![](media/image1.wmf){width="2.8in" height="2.3270833333333334in"}

> Partnering was a management concept that was developed by the
> construction industry throughout the United States over the last 10 --
> 15 years. Many organizations fed up with the conflict orientation of
> the industry are now turning to this innovative approach to the
> construction process.

Referred to as a return to the "old way" of doing business - of putting
the "handshake" back into the process, partnering promises to
dramatically change the course of how people do business now and into
the next century. It embraces the concept of honor, integrity and
working together in ways which allow more to be accomplished by two or
more individuals working together than each person or group of people
working separately in order to complete difficult and challenging
projects.

In Colorado we were experiencing similar problems with conflict
orientation between Rural Development and the sponsors in the early
1990s. Families were also having trouble with our sponsors, as well as
our field offices. Colorado decided to do an assessment of a
particularly troubled project and decided to pursue the partnering
concept. In 1994, we began the Partnering Process by first using
consultants and then making this management concept integral to our own
staff's expertise.

**3**

Colorado has developed a Partnering Process that emphasizes four
cornerstones: [Communication, Teamwork, Conflict Resolution, and
Commitment]{.underline} between all the parties involved. Those parties
are Rural Development (the State Director, the Housing Director, and
field office staff), the Sponsor, families, and our Technical Assistance
Consultant (RCAC). These Partnering cornerstones have been critical in
making Mutual Self Help a showcase in our State.

We invite you to get actively involved as we explore each one of these
cornerstones today, and throughout the construction process. We believe
you will find that the Partnering Process teaches us how to work
together towards achieving common goals.

**4**

**Meet Your Neighbors**

**Who we are?**

-   **Names**

-   **Occupations**

-   **Interests**

    **Roles**

-   **What do we see as our part or contribution to the home-building
    process?**

    **Goals**

-   **What are the goals we want to accomplish?**

    **Concerns**

-   **What concerns do we have?**

    **5**

**TEAM BUILDING PRINCIPLES**

**6**

**"People live up to the level they are trusted and down to**

**the level they are distrusted."**

**Unknown Author**

**7**

**FRAMEWORK FOR EXTRAORDINARY PARTNERING**

**[FROM:]{.underline} [TO:]{.underline}**

**• Assumptions • Facts**

**• Opposing • Working Together**

**• Self • Team**

**• Talking to make a point • Speaking up to help**

**and being right make things work**

**better**

**8**

**PARTNERSHIPS IN A MUTUAL SELF**

**HELP PROGRAM**

**The times I have experienced full partnership with other people
were:**

**The way I would describe or characterize those interactions are:**

**HIGHLY EFFECTIVE PARTNERSHIP**

**PARTNERSHIPS BREAKDOWN**

**9**

**CONTRIBUTIONS TO**

**THE GAME**

![](media/image2.wmf){width="4.0in" height="2.4166666666666665in"}

**10**

> **A thought which does not result in an**
>
> **action is nothing much, and an action**
>
> **which does not proceed from thought is**
>
> **nothing at all.**

**George Bernanos**

**11**

TEAMS

Answer the following true/false questions.

> **[T]{.underline} [F]{.underline}**

1.  **Team leaders emphasize each member's involvement and expect that**

**person to take responsibility for his/her contributions.
[\_\_\_\_]{.underline} [\_\_\_\_]{.underline}**

2.  **People are more productive when they feel a sense of ownership of
    the**

**task or of the organization. [\_\_\_\_]{.underline}
[\_\_\_\_]{.underline}**

3.  **Construction supervisor's teach skills for homebuilders and coach
    them to**

**apply what has been learned. [\_\_\_\_]{.underline}
[\_\_\_\_]{.underline}**

4.  **Teams are more concerned with getting positive results than they
    are**

**with "turf" considerations. [\_\_\_\_]{.underline}
[\_\_\_\_]{.underline}**

5.  **Trust is a minor factor in most team situations.
    [\_\_\_\_]{.underline} [\_\_\_\_]{.underline}**

6.  **Competition in a team is healthy if it is properly controlled**

**and quickly resolved. [\_\_\_\_]{.underline} [\_\_\_\_]{.underline}**

**7. Open communication in a team will promote understanding, a
recognition**

> **of individual differences and encourage mutual support.
> [\_\_\_\_]{.underline} [\_\_\_\_]{.underline}**

**8. Teams participate in decision making but recognize their
construction**

**supervisor must act on his or her own if a consensus cannot be
reached**

**or there is a crisis. [\_\_\_\_]{.underline} [\_\_\_\_]{.underline}**

**9. Successful teams have little need for recognition, acknowledgment**

**or praise. [\_\_\_\_]{.underline} [\_\_\_\_]{.underline}**

**12**

**ASSUMPTIONS**

**Please read the following stories and decide if the statements made
about the stories are true (T), or false (F) or an assumption (?).
Circle your answer in the margin.**

**[Story 1]{.underline}**

You are late one evening and see that the lights are on in your living
room. There is only one car parked in front of your house and the words
"Harold R. Jones, MD" are spelled in small gold letters across one of
the car's doors.

**1**. The car parked in front of your house has lettering on one of
it's doors. **T F ?**

**2.** Someone in your family is sick. **T F ?**

**3**. No car is parked in front of your house. **T F ?**

**4.** The car parked in front of your house belongs to a man named
Jones. **T F ?**

**[Story 2]{.underline}**

A businessman has just turned off the lights in the store when a man
appeared and demanded money. The owner opened the cash register. The
contents of the cash register were scooped up and the man dashed away. A
member of the police force was promptly notified.

**1.** A man appeared after the owner had turned off the lights in the
store. **T F ?**

**2.** The robber was a man. **T F ?**

**3.** The man did not demand money. **T F ?**

**4.** The man who owned the store opened the cash register. **T F ?**

**5**. Someone opened the cash register. **T F ?**

**6.** While the cash register contained money, the story doesn't say
how much. **T F ?**

**13**

**[SITUATIONS WHICH MAY OCCUR DURING YOUR HOME-BUILDING
PROCESS]{.underline}**

1.  The plumbers were working on the house. The tub has a hole in it.
    **T F ?**

The plumbers broke the tub.

**2**. My house was the first one started. It will be the first one
finished. **T F ?**

**3**. The Construction Supervisor will always be on site when the
families **T F ?**

are present.

**4**. I can contact the sub-contractor to make changes to my home.
(i.e. **T F ?**

additional outlets, speaker wire, additional lighting, outlets moved to

accommodate my TV Shelf).

**5**. The bills for materials and work are reviewed by the Construction
**T F ?**

Supervisor, the bookkeeper and the RD staff, before I sign, therefore, I

don't have to check them to make sure they are right.

**6.** My volunteers must be willing to work on all homes, however,
their hours **T F ?**

will be credited to me.

**7**. I'll be working only on [my]{.underline} house when I'm on the
site. **T F ?**

**8**. If I don't put in my hours, the rest of the families will finish
the house. **T F ?**

**9.** I have to put in at least 50% of the required hours each week. I
can not **T F ?**

use all volunteer hours.

**10**. Two Homeowners put up siding on one house; so they will be
putting up **T F ?**

the siding on all the houses.

**11.** I can't see anyone on site so I will go home. No one must be
working today . **T F ?**

**12**. Our group will always be working on the homes at the same time.
**T F ?**

**13.** I can move my stuff into my garage before my home is finished.
**T F ?**

**14.** The Construction Supervisor inspects all the delivered materials
for damage, **T F ?**

therefore, I don't have to.

**15.** No one can move into the homes until the entire group is
finished on **T F ?**

their homes.

**16.** If I don't get it done, the construction supervisor will finish
it for me. **T F ?**

**17.** I can stay in the program no matter what I do, since I took out
the loan. **T F ?**

14

[ACCOUNTABILITY]{.underline}

Accountability is taking responsibility before the fact, rather than
after the fact.

> **It is taking a stand, and standing by it.**
>
> **When those who are accountable are right, they take the credit. When
> they're wrong, they take the heat.**
>
> **It's a fair exchange.**
>
> **Accountability is a way of working.**
>
> **Those who practice it have an unspoken respect for each other.**
>
> **And a visible disdain for the absentminded apologizers, mumbling
> excuse-makers, and trembling fence-sitters who run from integrity as
> if it were the plague.**
>
> **McCann/Erickson, 1987**

**15**

> **[COMMUNICATION]{.underline}**
>
> **How do we communicate?**
>
> **\_\_\_\_\_% Body Language**
> ![](media/image3.wmf){width="0.4895833333333333in"
> height="0.7180555555555556in"}
>
> **\_\_\_\_\_% Voice Tones**
> ![](media/image4.wmf){width="0.6638888888888889in"
> height="0.8958333333333334in"}
>
> **\_\_\_\_\_% Words**
> ![](media/image5.wmf){width="0.8868055555555555in"
> height="0.7979166666666667in"}
>
> **100%**
>
> Source: Extraordinary Customer Service from Rural Development
> Training.

16

VERBAL LANGUAGE

> **WORDS/VOICE TONES**
>
> How do you emphasize or distinguish meaning?

**WHAT WORKS WHAT DOESN' T WORK**

**17**

NON VERBAL LANGUAGE

> **BODY LANGUAGE**
>
> What signs, symbols, or gestures are you demonstrating?
>
> **WHAT WORKS WHAT DOESN'T WORK**

18

[LISTENING]{.underline}

Listening is a rare happening among human beings. You can not listen to
the word another is speaking if you are preoccupied with your appearance
or with impressing the other, or are trying to decide what you are going
to say when the other stops talking, or are debating about whether what
is being said is true or relevant or agreeable. Such matters have their
place, but only after listening to the word as the word is being
uttered.

Listening is a primitive art of love in which a person gives him or
herself to another's word, making him or herself accessible and
vulnerable to that word.

William Stringfellow

On Listening

**[Ask yourself:]{.underline}**

-   **How do I listen?**

-   **What do I listen for?**

> **19**

**ATTITUDE**

**"The longer I live, the more I realize the impact of attitude on life.
Attitude, to me, is more important than facts. It is more important than
the past, than education, than money, than circumstances, than failures,
than successes, than what other people think or say or do. It is more
important than appearance, giftedness or skill. It will make or break a
company \... a church \... a home. The remarkable thing is we have a
choice every day regarding the attitude we will embrace for that day. We
cannot change our past \... we cannot change the fact that people will
act in a certain way. We cannot change the inevitable. The only thing we
can do is play on the one string we have, and that is our attitude \...
I am convinced that life is 10% what happens to me and 90% how I react
to it. And so it is with you \... we are in charge of our attitudes."**

**by Charles Swindoll**

**20**

**Broken Squares**

**"SKILLS IN COOPERATION"**

**Ground Rules:**

-   **NO TALKING**

-   **NO BODY LANGUAGE**

-   **NO POINTING, WINKING**

-   **CAN GIVE, NOT TAKE**

-   **ALL SQUARES MUST BE THE SAME SIZE**

**[\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_]{.underline}**

> **What Did Everyone Learn?**
>
> **When we work together, we can build our home**
>
> **and our community together.**

**21**

**ISSUE/DISPUTE**

**RESOLUTION PROCESS**

"The issue dispute process is a useful tool for everyone involved to
help address differences that can arise during construction while
maintaining the sense of partnership within the group."

> **Jamie Spakow**
>
> **Housing Programs Director**
>
> **USDA Rural Development**

**22**

**ISSUE\\DISPUTE RESOLUTION PROCESS**

**23**

**HOW TO HAVE DIFFICULT CONVERSATIONS**

**& CREATE WIN-WIN SOLUTIONS!**

> **Stay focused on the problem. NOT the person.**
>
> **Own your part of the conflict. [Do not blame]{.underline} the other
> person.**
>
> **Clearly state what you want/need from the other person.**
>
> **Ask what the other person wants/needs from you.**
>
> **Seek options. Put away your first choice if necessary and look for
> new ideas. Brainstorm, writing down all ideas.**
>
> **Ask clarifying questions. Try to really hear the other's point of
> view, not "sell" yours.**
>
> **Evaluate all options with a plus or minus. Discuss only those
> options you both agree would be acceptable.**
>
> **Choose an option and put a new agreement in place. ACT as though you
> trust the other person.**
>
> Set a date to check with the other person to see if the agreed upon
> solution is working.

Used with permission of: The Conflict Center, 4140 Tejon Street, Denver,
CO 80211, (303) 43304983, (303) 433-6166 FAX, email:
<conflictct@aol.com>

24

> **Using "I" Messages**
>
> This is a good technique for defusing anger. By expressing your
> concerns in terms of how they affect you
>
> I feel . . .
>
> *Explain* [how]{.underline} it makes you feel.
>
> **When . . .**
>
> *Describe* [what]{.underline} offending behavior makes you feel this
> way. [when]{.underline} offending behavior makes you feel this way
>
> [where]{.underline} offending behavior makes you feel this way
>
> **Because . . .**
>
> *Explain* [why]{.underline} the offending behavior makes you feel this
> way.
>
> **By using the following steps, you invite the other party to help you
> problem solve:**
>
> 1\. Ask the person for their time.
>
> **Ex. "Do you have a few minutes so that we can talk? Thanks, I
> appreciate that."**
>
> 2\. Describe the offending behavior to them.
>
> **Ex. "You seem to be arriving often at the job site late."**
>
> 3\. Tell them how it makes you feel.
>
> **Ex. "When you are late to the job site it makes me feel that you
> aren't concerned about the rest of us and it makes me angry."**
>
> 4\. Ask for a change and brainstorm ideas. (SOLUTION)
>
> **Ex. "I think it would be better for all of us if you were to arrive
> at the agreed upon time. Is there anything I can do to help you make
> it here on time? What changes could you make in your schedule to make
> that happen?"**
>
> **25**
>
> **[THE HOME-BUILDING PROCESS]{.underline}**

-   **Address homeowner concerns**

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-   **Safety**

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-   Be careful on site and be aware of others

-   Keep the site clean

-   Proper use of tools

-   Wear proper clothing

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-   **Work hours, scheduling, and tracking hours worked**

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-   Volunteers

-   Family members, ages

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-   **Protect and return unused materials for credit**

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-   **Bill paying process**

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-   Inspect all materials for damage

-   Review bills for accuracy

-   Schedule time with Sponsor to sign checks

-   Don't sign checks without agreement for purchase

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```
-   **No changes to plans and specs**

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```
-   Not custom homes

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-   **Choices we have to individualize**

> **-** Floor plan - Paint colors - Plumbing fixtures
>
> \- Floor covering - Cabinets - Countertops
>
> \- Light fixtures - Siding - Landscaping
>
> **26**

-   **Role of the Construction Supervisor**

> \- Teacher - Mentor
>
> \- Counselor - Scheduler
>
> \- Problem solver - Advisor to contain costs

-   **Subcontractors/Suppliers**

```{=html}
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```
-   Construction supervisor deals with subcontractors, not the
    homeowners

-   Family labor must be accomplished timely so subcontractors are not
    delayed, this costs you money

```{=html}
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```
-   **Contingency Fund**

```{=html}
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```
-   When and how many dollars can be used to pay towards loan extras,
    such as decks, storage sheds, etc.

-   What if we are over budget?

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```
-   **Non-Performance of Mutual Self Help Contract**

```{=html}
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-   Loss of contingency money, flexibility

-   Asked to leave the program

-   Sell to someone else

-   Liquidation

```{=html}
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-   **Moving In**

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-   All families move in together, NO exceptions.

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-   **Rural Development's role in the homebuilding process**

> \- Review budgets - Dispute resolution
>
> \- Co-sign checks - Loan issues, other than construction

-   Inspections

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```
-   **Testimonies of previous Mutual Self- Help Homeowners**

> **27**
>
> **[\*27 PHASES OF CONSTRUCTION]{.underline}**
>
> 1\. EXCAVATION
>
> 2\. FOOTER AND STEMWALL
>
> 3\. FLOOR SLAB OR FRAMING
>
> 4\. SUBFLOORING
>
> 5\. WALL FRAMING SHEATHING
>
> 6\. ROOF AND CEILING FRAMING, SHEATHING
>
> 7\. ROOFING
>
> 8\. SIDING, EXTERIOR TRIM, PORCHES
>
> 9\. WINDOWS AND EXTERIOR DOORS
>
> 10\. PLUMBING ROUGH-IN
>
> 11\. SEWAGE DISPOSAL
>
> 12\. HEATING ROUGH-IN
>
> 13\. ELECTRICAL ROUGH-IN
>
> 14\. INSULATION, WALLS, CRAWL SPACE, ATTIC
>
> 15\. DRY WALL
>
> 16\. BASEMENT OR PORCH FLOOR, STEPS
>
> 17\. HEATING - FINISHED
>
> 18\. FLOOR COVERING
>
> 19\. INTERIOR CARPENTRY, TRIM, DOORS
>
> 20\. CABINETS AND COUNTERTOPS
>
> 21\. INTERIOR PAINTING
>
> 22\. EXTERIOR PAINTING
>
> 23\. PLUMBING COMPLETE FIXTURES ETC.
>
> 24\. ELECTRICAL COMPLETE FIXTURES
>
> 25\. FINISH HARDWARE

26\. GUTTERS AND DOWNSPOUTS

27\. GRADING, PAVING, LANDSCAPING

*\* See sponsor handout for specific family labor participation.*

**28**

> **FORMALIZING**
>
> **THE**
>
> **PARTNERSHIP**

**29**

**PARTNERING CHARTER**

> The creation of a charter is one of the cornerstones of partnering.
> The charter is nothing more than a mission statement, a common future,
> a collaborative formation of mutual goals and objectives created by
> all stakeholders in a project.
>
> The charter includes a commitment statement for the team to cooperate
> in all matters affecting the project. This statement is supported by a
> series of measurable milestones for success that address
> communication, conflict resolution, performance and results. In
> essence, the partnering charter outlines the process the team will
> follow to accomplish building their homes.
>
> The charter's power stems from the fact that all the stakeholders have
> signed it as a demonstration of their commitment to the common goals
> of the partnering team and that they have GIVEN THEIR WORD that they
> are committed to those goals.

**30**

**PARTNERING CHARTER**

We the partners of the \_\_\_\_\_\_\_\_\_\_ Mutual Self

Help Housing Program commit to:

\*

\*

\*

\*

\*

\*

\*

\*\
\*

\*

\*

\*\
\*

\*

\*

\*\
\*

\*

**31**

**COMMITMENTS AND DECLARATIONS ARE PROMISES THAT**

**1. You intend to keep**

**2. Are publicly presented**

**3. Can be stated in specifics (who, what, where, when, how)**

**[What I Learned Today]{.underline}**

**[What I Appreciate About My New Neighbors]{.underline}**

**[I Commit To]{.underline}**

**32**

> **COMMITMENT**
>
> **"Commitment is what transforms a promise into reality. It is the
> words that speak boldly of your intention and the actions which speak
> louder than the words. It is making time when there is none.
> Commitment is the stuff character is made of. The power to change the
> face of things. It is the daily triumph of integrity over skepticism.
> Coming through time after time. Year after year after year. Home after
> home."**

**34**![](media/image6.emf)