In this Phase, however complex the situation, the cause factors are stripped down to just four key ones, called the Basic Needs. This facilitates enormously the quest for transformative solutions, and the activation of constructive energy among the parties. It is just astounding to watch how, from this phase on, people begin to cooperate in the creation of solutions! Let’s follow on with the example: the two company functions make their objectives and needs explicit, which shows that they are NOT one against the other, legitimizing themselves reciprocally. In the actual case, while Sales was concentrated on achieving the yearly sales budget, Production was set on quality of product and respect of working times: both legitimate objectives and in the common interest. However, if you don’t untangle the conflict, the fight will go on forever and consume precious resources of the Company.

Too often, inadequate tools are used to solve problems and thus they, even if good in themselves, don’t work. The first step in this Phase is to find out at what level the conflict is active, so as to use appropriate actions, set consistent timing and achievable objectives. Once assessed the level, the creative process kick-starts to generate solutions that can satisfy the parties’ Needs as ascertained before, while generating the best outcome for the organization as a whole In our example, the Analytic Phase gave elements to situate the conflict at the inter-function organizational level. The solution needed decisions and actions at the higher management level. Specifically, the procedure for setting the budgets of the various departments had to be changed, and guidelines for acceptance of orders with modifications or personalization had to be also drafted.

This is time for action, according to the strategy adopted before, keeping clarity of objectives and monitoring progress and efficacy. The level of action is also continuously monitored, assuring that the one acted upon is always the most relevant one. In our example, the first executive step was to draw new guidelines for Sales, its monitoring and improvement in joint meetings between Sales, Production and the General Management. Another step was the analysis of the relationship and interactions between the budgets of the two departments and of the resources available to achieve them. This brought to a different allocation of resources, more functional to the wellbeing of the whole system. A coaching program also helped the management to make internal relationships and communication more constructive.