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Meetings
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Suddenly, Nothing Happened
We often discuss the issues. At the time it seems useful and there are promising signs but in the end, very little changes.
Improvisational practices for self-management, people-management and leadership are the norm. They cause difficulties which, although limiting and frustrating, eventually become accepted as unavoidable. Simple, systematic approaches can be introduced incrementally to produce very significant efficiencies.
- Cultural appropriateness may be functional inappropriateness
- The main reason things don't go according to plan
- Singing from the same hymnbook
- Start small!
- Tips of the week - for meetings
Read more.
Paying Attention at Meetings
Assignment:
Help a client group reduce wasted effort and staff complaints about The System.
Project Phase #1:
Act as Silent-Observer-of-Process at their management meeting (14 people, approximately 95.27 minutes) to raise awareness of their unconscious group behaviours and unintended consequences.
Observations, as follows:
- A ratio of nine closed questions (and many unhelpful answers) is asked for every open-ended question. The questioners express frustration about not getting enough of the information they want, fast enough. Those questioned (sometimes with double-barreled or triple-barreled closed questions), appear confused or under interrogation and riled.
- Negligible paraphrasing of long-windedness or differences. Few progress-monitoring summaries of often-meandering dialogue. In the rush to get through the agenda, no opportunities are provided to talk information into place within smaller groups. At times people appear over-loaded or confused by TMUI: Too Much Unsorted Information.
- Problem-solving efforts begin by defining problems as the absence of (very specific) solutions. Then, heated arguments about those and other solutions. Stages of problem definition and the clarification of likely causes are completely by-passed.
Conclusions:
Nothing new, here. This group behaves as other organisations routinely do (in this case at meetings), wasting a great deal of potential energy, blaming one another for the consequences without understanding the causes. They get through the agenda, but at significant cost.
What should change? Where to start? Read more, download free
Select and talk with a Mentor to discuss the possibility of a survey to serve as the basis for improving meetings and your facilitation skills.
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