Beyond the Bikeshed
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The bigger the company, the more likely you are to get dragged into meetings that waste your time, waste your talent, and waste your company's money. Sure, it's great to be included in the process, ...

The bigger the company, the more likely you are to get dragged into meetings that waste your time, waste your talent, and waste your company's money. Sure, it's great to be included in the process, but wouldn't it be even nicer if the process didn't waste your time? In this session Emma Jane Hogbin show you five simple tips to make your time in meetings more efficient. Want to dig deeper? She'll explain why these five tips work and show you how to make more of your interactions with (difficult) people more efficient and enjoyable.

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Beyond the Bikeshed Document Transcript

  • 1. BEYONDTHE BIKESHED@emmajanehwhttp://drupalize.meWednesday, 15 May, 13The bigger the company, the more likely you are to get dragged into meetings that wasteyour time, waste your talent, and waste your companys money. Sure, its great to be includedin the process, but wouldnt it be even nicer if the process didnt waste your time? In thissession Emma Jane Hogbin show you five simple tips to make your time in meetings moreefficient. Want to dig deeper? Shell explain why these five tips work and show you how tomake more of your interactions with (difficult) people more efficient and enjoyable.
  • 2. SABOTAGE!http://www.mtv.com/photos/legendary-beastie-boy-style-moments/1684557/7126352/photo.jhtml#7126352Wednesday, 15 May, 13SABOTAAAAAAAGE.List 5 ways we sabotage meetings.Read aloud and list on flipchartDiscuss and determine group’s top 7Agree on how to stop sabotage behavioursUse list as Smarter Meetings Rules of OrderPost list at all subsequent meetingsImage source: http://www.mtv.com/photos/legendary-beastie-boy-style-moments/1684557/7126352/photo.jhtml#7126352
  • 3. ROOT CAUSESOF BAD MEETINGS1.Lack of clarity about outcome.2.No agreed-upon system or process to follow to figure thingsout.3.Focus on announcements and pronouncements.4.No common understanding of each member’s operating style.Wednesday, 15 May, 131.Lack of clarity about outcome. People in the meeting aren’t clear on the real purpose,objective or expected outcome for each agenda item.2. No commonly agreed-upon processes. There is no agreed-upon system or processs tofollow in order to figure things out.3. Focus on announcements and pronouncements. There is no serious attempt to engage theintelligence of every person in the meeting. Some meeting leaders do not know how toengage people and may be afraid to “lose control” by giving everyone the opportunity tospeak up.4. Too much time in yellow, sharing information. Too many meetings spend too much time inthe yellow zone - sharing and explaining information in detail - and not enough time ingreen, generating alternatives, or in red, making decisions.5. No common understanding of each member’s operating style. Smarter Meetings run onbrainpower. Different people think and operate differently. There is no understanding orappreciation for tapping into the unique thinking that each member can offer.
  • 4. SMARTER MEETINGShttp://onesmartworld.com/content/smartermeetingsWednesday, 15 May, 13Warning: the systems in this talk are based on the Smarter Meetings system. What’sdescribed here might not fit every meeting in your work environment (and it’s not Agile), butit can explain a lot about why your meetings haven’t been very productive.
  • 5. MEETINGS FAILWITHOUT A COMMON DIRECTIONWednesday, 15 May, 13
  • 6. A Smarter Meeting is when everyone agrees to do thesame type of thinking at the same time and follow adisciplined process to achieve an outcome.Wednesday, 15 May, 13
  • 7. 5 KEYSTO A SMARTER MEETINGWednesday, 15 May, 131. We all think differently which produces better solutions.2. We work better together when we use a common language.3. Using a disciplined problem-solving process allows us to think through complex problemsmore effectively.4. By following rules of smart engagement we can stay on track.5. By committing to speak positively of and with each other, we will be consistentlysuccessful together.
  • 8. PRINCIPLE 1:DIVERSITY OFTHOUGHTWednesday, 15 May, 13
  • 9. http://www.debonothinkingsystems.com/tools/6hats.htmSIXTHINKING HATSWednesday, 15 May, 13Edward De Bono’s Six Thinking Hats allow you to change how you think about a problem.Blue, White, Green, Yellow, Red, BlackChanging your thinking can be as easy as changing your hat.
  • 10. SMART PEOPLETHINK DIFFERENTLYWednesday, 15 May, 13
  • 11. Wednesday, 15 May, 13
  • 12. GreenWednesday, 15 May, 13Green is creativity. We have two mindsets: Creative Thinking and Creative Intuition. Creativethinking involves “muscling through”. It includes: brain storming, challenge, reframe,envision. Creative intuition “just happens”. It includes: flow and flash of insight.
  • 13. YellowWednesday, 15 May, 13Yellow thinking is understanding. The two mindsets are Understanding Situations (analyticalthinking); and Understanding People (compassion). Analytical thinking breaks down into:scan situation, structure information and clarify understanding. Compassion breaks downinto: tune-in, empathize, express feelings.
  • 14. RedWednesday, 15 May, 13Red thinking is decision making thinking. There are three mindsets this time: CriticalThinking, Values-driven thinking (belief-based decisions); and Intuitive thinking (gut-instinctdecisions). Critical thinking includes: getting to the crux, conclude, validate the conclusion,rely on experience. Belief-based thinking and Gut-based thinking are single strategy mind-sets.
  • 15. What’s your preference?These are meWednesday, 15 May, 13This screen shows you my personal operating style and preferred mindset profile. You cansee from the charts that I prefer to gather information. I’m a “yellow” thinker, followed by“red” and then “green” and then “white” (think of the white as my amplifier..I don’t go to‘eleven’ very often). Within the four dimensions, I am more likely to use creative intuitionthan creative thinking. (I don’t enjoy muscling into new ideas; but solutions often JUMP out atme.) Given a choice, I’d rather analyze data than people. And finally, you can see I’m morelikely to rely on gut-instinct when it comes to decision making. In other words: I spentforever analyzing a situation and then I JUMP to a conclusion. Some people might interpretthis as “impulsive”. It’s interesting, isn’t it?
  • 16. PRINCIPLE 2:COMMON LANGUAGEWednesday, 15 May, 13
  • 17. UNIVERSAL, COMMON LANGUAGEStop and decideSlow and understandGo and createWednesday, 15 May, 13
  • 18. GETTING ONTHE SAME PAGEWednesday, 15 May, 13
  • 19. VOTING CARDWednesday, 15 May, 13Voting Card: Red – I do not agree or support it; Yellow – I need more information; Green –Yes, I agree; White – Time outhttp://www.greenparty.ca/party/documents/rules-procedure/bonser-methodThe Green Party of Canada uses the Bonser Method, a colour-coded voting process, toprioritize motions submitted in advance to a National Convention. In this process voterschooses Red, Yellow or Green for each motion. Red means "I understand this motion and amopposed to it", Green means "I understand this motion and am in favour of it", and, Yellowmeans either "I wish to learn more about this motion" or "I do not like this motions presentwording, but I think the concept has merit".
  • 20. PRINCIPLE 3:DISCIPLINED PROCESSWednesday, 15 May, 13With a disciplined process you will always know where you are, and where you’re going toend up at the end of the meeting. There are three (ish) possible outcomes: Red, Green, andYellow. Let’s go through a few of the more common structures for a meeting.
  • 21. RED OUTCOMES• Advice and recommendations• Critical assessments• Conclusions and decisionsWednesday, 15 May, 13
  • 22. IDEASTO ACTIONUse It When:Time is tight and you want a few ideas before deciding.Wednesday, 15 May, 13Brainstorm; Make decisionHow to use this process:- select the type of outcome (advice, recommendations, decision)- share information on the problem for one minute.- brainstorm ideas.- eliminate ideas or recombine to ensure the best option is selected
  • 23. FACTSTO ACTIONUse It WhenYou’ve presented information (e.g. a report) and you want acritique, advice, recommendation, or decision.Wednesday, 15 May, 13Share information; Make decision.Decide ahead of time what type of “red” you need. e.g. advice, recommendation, decision.
  • 24. GREEN OUTCOMES• Idea generation• Reframing problems• Future scenarioshttp://www.flickr.com/photos/afronie/2334879843Wednesday, 15 May, 13
  • 25. Use It When:You need fresh input and a broader number of options,alternatives, or ideas on how to solve a problem before youchoose which one is the right one.INFORMATIONTO OPTIONSWednesday, 15 May, 13Describe the situation; reframe + brainstorm.
  • 26. Use It When:A team member needs fresh ideas on how to deal with achallenge.CRUXTO OPTIONSWednesday, 15 May, 13Determine crux; brainstorm ideas.
  • 27. Use It When:People need time to understand the context and backgroundfirst--then decide on what the real crux of the issue is, beforegenerating ideas and options.INFORMATIONTO INITIATIVESWednesday, 15 May, 13Determine situation; determine crux; envision possibilities; initiatives
  • 28. YELLOW OUTCOMES• Information and clarification• Analysis and a plan• Appreciative understandinghttp://www.flickr.com/photos/desiitaly/1310722870Wednesday, 15 May, 13
  • 29. POSSIBILITIESTO STRUCTUREUse It When:You have a complex problem and want to start by lookingforward with fresh thinking and end with a plan.Wednesday, 15 May, 13Envision possibilities; scan the situation; conclude; plan and organize.
  • 30. Use It When:People need to understand the situation better.FACTSTO UNDERSTANDINGWednesday, 15 May, 13Share information; clarify understanding
  • 31. Use It When:You have a challenging issue to think through and you want toend up with both a decision and a plan of action to implementthe decisionCRUXTO ORGANIZEWednesday, 15 May, 13Determine the crux; generate ideas; organize ideas; make a decision; plan and organize.
  • 32. PRINCIPLE 4:RULES OF ENGAGEMENTWednesday, 15 May, 13
  • 33. ROLES• Facilitator• Time keeper• Recorder• ParticipantsWednesday, 15 May, 13
  • 34. • Scan and learn – don’t judge• Sort and organize data into categories• Tune in to how others are feeling• Listen carefully to everyone• Connect, collaborate and deepen understandingYELLOW RULES OF ENGAGEMENTWednesday, 15 May, 13
  • 35. GREEN RULES OF ENGAGEMENT• Generate as many ideas as you can• Work quickly – don’t judge any of the ideas• See every challenge as an opportunity• Reframe problems to find hidden potential• Envision future solutions and possibilitiesWednesday, 15 May, 13
  • 36. RED RULES OF ENGAGEMENT• Get to the heart of the issue• Argue and debate pros and cons• Ask tough questions• Push for conclusions and closure• Make decisionsWednesday, 15 May, 13
  • 37. PRINCIPLE 5:POSITIVITYWednesday, 15 May, 13
  • 38. • Speak positively consistently• Seek constructive solutions• Be affirmative, collaborative, supportive• Ensure 5:1 positive to negative ratioALOTBSOLWednesday, 15 May, 13Always look on the bright side of life.
  • 39. SHIFT UP!Personal Spirit Check-in:• “On a scale of 1-7, how are you feeling right now?”• “What do you need from your team members today to doyour best work?”Wednesday, 15 May, 13
  • 40. 5 KEYSTO A SMARTER MEETING1.We all think differently which produces better solutions.2. Using a common language allow us to work better together.3. Using a disciplined problem-solving process allows us tothink through complex problems more effectively.4. By following rules of engagement we can stay on track.5. By speaking positively we will be successful together.@emmajanehwhttp://drupalize.meWednesday, 15 May, 13