NATCHEZ &045; Discussing tough problems and possible solutions while still treating everyone involved

with the respect they themselves expect is the problem local government bodies face each time they meet, whether in closed-door sessions or the public portion of regular meetings, and past elected officials say it’s not a new one.

But a growing body of research states there are things public bodies and those they represent can do to make sure issues are addressed while minimizing divisiveness, political posturing and arguments.

Former Mayor Tony Byrne said it comes down to adults acting like their parents taught them to years ago &045; by treating others with the respect they would like themselves.

&uot;I can put it best like this &045; act like ladies and gentlemen,&uot; Byrne said.

That goes for all government bodies, he said.

The key is open communication, Byrne added. When people get to know each other outside their meetings and take pains to be fully honest and open with each other, trust is formed. That, in turn, makes it easier to address and work to resolve hot issues in the future.

&uot;People tend to have more trust in each other when they don’t feel the other person’s hiding something,&uot; said Vidal Davis, a former Natchez aldermen and newly appointed Economic Development Authority Board member.

That becomes even more crucial the hotter the issue in question is, Davis said.

&uot;Even when it’s things a lot of people are uncomfortable talking about, like race, or when personalities get involved, … there’s got to be constant communication, or things get fractious,&uot; he said. &uot;Sweep an elephant under the rug, and you’ll trip over it later. (Open communication eventually) makes things more pleasant and keeps some things from blowing up at the last minute.&uot;

Another point: politicians often don’t like to compromise, but little gets done if they don’t do so, Byrne said.

&uot;I know that if I don’t get all I want this time and compromise with you, I might get something I want down the road,&uot; he said.

Davis said one-on-one discussions on tough agenda items are best done before a meeting ever takes place. That way, officials can discuss issues more openly and honestly, explaining why they feel &045; and why they’ll vote &045; the way they do.

&uot;You’ve got to pick up the phone and call&uot; the other person, he said.

Sometimes, Byrne added, officials must agree to disagree.

All this doesn’t mean public officials have to love, or even like, each other, he noted &045; just that they agree on the same goal, making the area they serve the best it can be.

The same goes for public bodies’ relationships with each other, Byrne said.

&uot;It takes strong leadership, integrity and backbone, but it can be done,&uot; Davis added.

A study by Drs. Guy Burgess and Heidi Burgess, do-directors of the University of Colorado’s Conflict Research Consortium added these tips:

4Separating people from the problem, noting that thoughtful, intelligent people have differences of opinion.

4Obtaining technical facts about the issue at hand.

4Continue to work to understand the views and reasoning of the other parties involved.

4Use fair processes. Honestly solicit and consider public input and make decisions based on substantive arguments.

4Keep misunderstanding and provocations from escalating as soon as possible.

4Honor legitimate uses of legal, political and other types of power.

4Seek solutions where all parties win something.

4Base your position on principles of fairness, not the use of force.

4Keep trying to persuade, and allow yourself to be persuaded.

4Use more persuasion, more exchange and less force.