Establishing Trust and Building Relationships: Negotiating With Information Technology Copyright CAUSE 1994. This paper was presented at the 1993 CAUSE Annual Conference held in San Diego, California, December 7-10, and is part of the conference proceedings published by CAUSE. Permission to copy or disseminate all or part of this material is granted provided that the copies are not made or distributed for commercial advantage, that the CAUSE copyright notice and the title and authors of the publication and its date appear, and that notice is given that copying is by permission of CAUSE, the association for managing and using information technology in higher education. To copy or disseminate otherwise, or to republish in any form, requires written permission from CAUSE. For further information: CAUSE, 4840 Pearl East Circle, Suite 302E, Boulder, CO 80301; 303449-4430; e-mail info@cause.colorado.edu Establishing Trust and Building Relationships Negotiating with Information Technology by Scott C. Ratzan MD, MPA, MA Assistant Professor Division of communication Studies Emerson College 100 Beacon Street Boston, MA 02116 617/578-8745 Establishing Trust and Building Relationships: Negotiating with Information Technology The growth of information technology has advanced McLuhan's "global village" into a global community capable of communicating efficiently and rapidly across a large and heterogeneous landscape. Computers have played a tremendous role in transforming the life of citizens all over the world, as millions of people in more than 100 countries have been affected by the way in which they communicate, learn, govern, manage and make decisions (Stefanik, 1993). Once universally available and operational, computer networks and other types of information technology: 800 numbers, videotapes, cellular phones, fax machines, electronic databases, cable and satellite television, talk radio/television, have minimized language and geographic barriers while providing the world's residents with the tools to learn from and communicate with each other (Stefanik, 1993). Yet even without universal accessibility and utilization, information technology has a great capacity to serve as a catalyst for problem- solving and facilitating effective group communication (Stefanik, 1993). In fact, as leaders consider the use of total quality management techniques, the use of computers and other forms of information for, qualitative and quantitative analysis require ethical and practical considerations on their respective utilization. The challenges of management and decision making in today's political, business, health and education sectors demand dynamic negotiation perspectives. As such, effective negotiation and shared decision-making is built upon a communication foundation: as it is basically the sine qua non of negotiation. The entire process originates with the initial communication act. As the negotiation develops, options are presented and discussed, along with appropriate alternatives, all within a context of mutually agreed upon objective standards which imbue the process with trust, in the joint effort to reach a satisfactory and successful outcome while developing an effective ongoing relationship. Such an approach [shared decision-making has been described in a New York Times(1992) editorial regarding its implication in health care as "something big -- big enough to change the way U.S. medicine is practiced " The intent of this article is to apply a shared decision-making model to satisfy common goals and objectives, employing information technology to build relationships and establish trust between individuals in management and decision-making capacities. The COAST Model COAST -- Communication, Options, Alternative Standards, Trust-- is an approach to negotiation rooted in the essential elements of Aristotle's classical views on rhetoric. Accordingly, negotiation is a communication process based on shared similarities derived from ethical and caring relationships between people in pursuit of common goals. Its goal of identifying differences and facilitating optimal solutions among the alternatives is designed to forge an overall trusting relationship among participants necessary for long-term success in future encounters. COAST suggests a dialectical approach, characterized by a replacement of the unidirectional flow and power relationship with a co-active encounter based on trust and a free flow of information employing various means of information exchange (e.g. interactive video, printed matter, computerized interactive databases, etc.). To build upon agreed alternatives and enhanced trust, while advocating and implementing specific actions to improve the public good, is the abiding ethical goal of communication in the COAST model. The COAST Model of Negotiation for management is rooted in an ethical and effective co-active communication process. The initial communication encounter involves parties who communicate particular management/decision-making interests. .Subsequently, the brainstorming of all available options - regardless of the viability and effectiveness of those options. Following this important phase and through intensive communication acts, the focus of the encounter is to identify alternatives, agreed upon by involved parties, that could/should be employed in reaching a common goal. Such alternatives are selected based on application and analysis of the options to specific standards, objective criteria often times defined by a third party, group or organization which has credibility among those involved in the encounter. The essential element of the COAST model, and an clement that should be pervasive throughout its various phases is trust, the transactional product of open and honest sharing of information and credible, expected feedback among the involved parties. The degree to which trust exists within the encounter is a positive prediction of the degree of compliance with action plans and overall satisfaction of the parties involved Model Not Available in Text Only Version Communication Effective and ethical communication are key ingredients of any communication encounter. These include: exploring/discussing the interests of each party; exercising effective listening skills; understanding personalities, cultures, backgrounds, attitudes, values, and beliefs; establishing an agreed upon agenda; setting ground rules; and asking/answering pertinent questions. Communication is information technology's main application with traditional and alternative means such as telephones, fax machines, computer networks among others which are designed to assist people in communicating and learning. Model economic systems cannot compete in the global-village without far- reaching telecommunications and global knowledge banks (Stefanik, 1993). The opportunities that information technology holds for management and decision-making within the public or private sectors are great. One of information technology's greatest assets is its high reach: that it provides educators with the invaluable potential for reaching an enormous population, otherwise difficult to contact.(Arkin, 1990) This view is echoed in another researches report: 'Worldwide, everyone is potentially connectable to everyone else through a newly evolved global web of interlinked telephone-computer networks. In theory at least, more abundant information communications technologies . should create new opportunities for previously disconnected people .to talk to each other, (and) exchange information."(Annis,1992, pp. 587-8) Effective communication is based on the traditional communication act. Beginning with the foundation of oral and written communication, appropriate mediated communication can redefine the encounter especially if the ultimate joint decision opportunity is terminated due to issues of power and authority. Clearly, a communication-based negotiation model centers on a multi-agent decision -making approach determining the respective parties' best interests rather than employing a unilateral "substituted judgment" decision. Although the agenda and ground rules often are impacted by constraints, the imprecision of language, the inability of parties to communicate clearly, prior attitudes, beliefs, role expectations and religious perspectives, those involved in a negotiation must make the effort to establish an open relationship, thereby ushering in a two-way process of decision-making (Quill, 1983). Without an active agenda objective within the communication component of COAST, participants in effective management decision making will reduce the potential for the most effective outcome. Options Options, the second component of the COAST negotiation model, invites the participants to engage in generating and brainstorming potential solutions that could satisfy each parties' interests. At the onset, however, there must be an understanding that while working together, the first effort should be to create as many options as possible, without criticism or analysis of said options (Fisher & Ury, 1981). The advantage of the brainstorming process is that it provides a wider variety of options to be considered by the decision-makers that may not be considered in normal discussion. Furthermore, it results in a strong bond and identification with the decision, a product of a joint decision-making effort (Ballard-Reisch, 1990). It also increases satisfaction in the decision making process and hence increases compliance (Beisecker, 1990). The ability to generate ideas through dialogue, with inductive and deductive thinking o possibilities further enhances outcome potential. Inductive empiricist Francis Bacon (1625) stated, "a wise man makes more opportunity than he finds." Options should be determined with the final goals of management and decision making in mind, regardless of the viability of those options. Options tend to be more intangible, based for example, on values and beliefs. The options stage can be problematic if the step is not merely viewed as continuing the dialogue of parties' possible actions to address common interests. The risk is that parties often cannot withhold judgment that often leads to participant withdrawal in the decision- making process. The impersonal nature of information technology, demands an emphasis for the creation of options by all parties to be discussed and considered in the alternatives phase of the COAST model. For example, in the field of medicine information technology assists in numerous ways; alternatives to oral communication between patient and physician such as artificial neural network systems, can be used to increase the number of options from which a physician and patient may choose. These systems analyze patterns in large data sets where computational answers are not useful but where decision making and problems solving can be enhanced by recognizing recurring patterns (Rootenberg, 1992). Alternatives During the decision-making process, one should protect against hasty selection of an inappropriate course of action. Alternative, unlike options, tend to be more tangible, leading to actual action that could realistically address the interests. Each party should consider viable and workable alternative in the effort to strengthen the satisfaction level of those involved in the communication encounter. Frequently this includes conferral with family members, friends and colleagues. The major focus in this part of the negotiation is to continue the dynamic flow of communication among the dyadic participants. Employing traditional formal informal decision analysis (probabilities, reasoning, heuristics, etc.) with frank discussion of advantages and disadvantages regarding each alternative can aid involved parties in elimination weak alternative and strengthening the ultimate appropriate decision. During the negotiation procedure/act, it should be reaffirmed that there is nothing permanent nor obligatory in the communication encounter. If either party views the encounter from an unsatisfactory perspective, barring a resolution of the differences, potential termination of the relationship remains, however unpleasant, and alternative which could increase ultimate compliance with realistic/rational decisions. Standards Another pertinent component of the COAST model is standards, criteria by which alternatives are measured and assessed. The agreement on and use of standards--objective criteria-- in the decision making process is a crucial component in enhancing the efficacy of the communication encounter. Over two thousand years ago, the Greeks identified a speaker's character to be of crucial importance in effective leadership. Today, amidst an array of technological capabilities that can instantaneously transmit an image throughout the globe, the bottom line for the effective leadership still remains unchanged--credibility of the source and his or her ability to establish standards and to embody personally such principles in management. Of course, there is room for compromise and acceptance; the key step is for both perspectives to be communicated and agreed upon. For example, a patient might be motivated by moral standards and a physician by professional standards. According to Fisher and Ury (1981), each must realize that "one standard of legitimacy does not preclude the existence of others." The consideration of appropriate standards from which to refer in the mediated encounters of great importance. The realization of the importance of information technology in the immediate future in the United States and the world has led to partnerships in business and education. In 1989, the University of North Carolina at Chapel Hill and IBM entered into a partnership to further develop information technology development in higher education. The Institute for Academic Technology was designed to create more technological classroom experiences and streamlined the ability to disseminate information within the university system. The program was estimated to have reached 40,000 academics this year through a system of shared seminars, workshops an planning sessions. Similar partnerships are appearing in the medical school community as well. Eighteen schools in the United States and Canada participate in the Health Care Interactive Videodisc consortium formed in 1987 in conjunction with IBM, which allows members to collectively produce course-ware for the field (Rootenberg, 1992) The Northeast Medical School Consortium's 11 participating schools shares resources via Apple Computer technology, and the shared Decision-Making Foundation program at Dartmouth Medical School in hanover, N.H. in conjunction with the Sony Corporation of America helps patients make more informed decisions about their own health through a totally mediated communication process with alternatives and standards (Rootenberg, 1992). In the medical field, the growing number of collaborations between academic institutions and information technology vendors demands guidelines due to the fact that these partnerships often affect patient care (Rootenberg, 1992). The Integrated Academic Information Management Systems at the National Library of Medicine assists institutions that wish to participate in studying several different aspects of information technology management systems in the hope of meeting such standards (Rootenberg 1992). Trust Trust, one of the most important elements in the COAST Model is a reciprocally enhanced product of each of the aforementioned areas. As open communication is encouraged, all possible options and alternatives discussed, and objective standards agreed upon, both parties already have begun the process of establishing an abiding trust - building an effective relationship in the dyadic encounter. Communication with disclosure of information further enhances trust and the relationship- (that part between the communication and trust in the model illustrated by a double arrow line). The COAST paradigmatic dialectical design presents an added by product of disclosure by interested parties further deepening trust. If present, trust imbues the encounter with honest and open dialogue. (Bromberg, 1981; Deutsch, l958; Jabusch Littlejohn, 1990, Kremenyuk, 1991; Lindzey & Aronson, 1969). With ethical communication leading to trust of both the source and the message,computer networks can enable the world's resident to communicate with and learn from each other(Stefanik, 1993). Information technology provides management and decision-makers with the tools to streamline the process and facilitate better decisions leading to more effective government, more productive business, and better-quality service. Because of its growing ubiquity, those involved in the use of information technology must ensure the accuracy and integrity of their data by properly learning how to use and manage technology (Rootenberg, 1992) Ultimately, the COAST model is merely a theory which builds trust, a necessary objective for its practical and efficient application transcending the initial encounter. Relationships are formed over time with trust built from disclosure and effective communication between parties (Silvestri, 1987). The relationship-the double arrow- is perhaps the unquantifiable resource employing the COAST negotiation model. With a strong relationship (communication and trust), future outcome efficacy of the management encounter is enhanced, adding positive human factors which often are the most important indicator to a plan's success (Fisher & Brown; 1988; Norfolk, 1990) Applying COAST Ironically, the importance of communication with information technology was as eloquently described some 65 years ago by John Dewey (1927): "The highestand most difficult kind of inquiry and subtle, delicate vivid and responsive art of communication must take possession of the physical machinery of transmission and circulation and breath life into it. When the machine age has thus perfected its machinery it will be a means of life and not its despotic master. Democracy will come into its own, for democracy is a name for life of free and enriching communion." The idea of using all the available means of communicating-- appropriate media--elicits unique options to expand the effectiveness of the encounter. However, the open communication of alternatives offers individuals the opportunity to apply different standards, whether scientific, religious beliefs or other areas deemed important to participants in the encounter. In place of the traditional communication patterns, the negotiation model clearly emphasizes the joint importance of mutual decision-making of target audiences through ethical and effective management and decision-making. Overall, the application of COAST - Communication, Options, Alternatives, Standards and Trust - to messages with information technology can result in a win-win situation for all parties involved. The ethical application of the COAST model of negotiation by business leaders, health care educators, politicians, and such could potentiate the plight for appropriate social responses including individual behavior and attitude change as well as institutional and policy making to reach appropriate audiences adequately. Within any communication and negotiation encounter, information must flow both ways. Rather than solely expounding information technology into a community and expecting the recipients to listen, understand and adopt the message, educators should take a more transactional, holistic approach. as the use of information technology grows and new generations learn to improve upon it; as its accessibility changes the face of politics and the mass media by giving individuals more access to information; as it encourages people to organize and become active within their respective communities and presents the option to learn about and communicate with other countries, we learn that other cultures have much to teach about managing, conflict resolution, negotiation and compromise (Stefanik, 1993). The application of COAST-- Communication, Options, Alternatives, Standards and Trust-- to messages with information technology synergistically enhance the information technology/interpersonal encounter with and advantageous by-product of a relationship with the message/messenger. 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