Recommended
Recommended
More Related Content
Similar to The Secret to Building Effective Decisions in Meetings
Similar to The Secret to Building Effective Decisions in Meetings (20)
More from T Harris
More from T Harris (7)
Recently uploaded
Recently uploaded (20)
The Secret to Building Effective Decisions in Meetings
- 2. Your Hosts Tricia Harris Product Evangelist, Lucid Meetings Rick Lent, PhD www.meetingforresults.com Author of Leading Great Meetings: How to Structure Yours for Success
- 3. Lucid Expert Webinar Series The Secret to Building Effective Decisions in Meetings Q&A session with author PAUL AXTELL THURSDAY, MAY 19TH, 2016 at 1 PM ET TODAY: Up Next: More: http://www.lucidmeetings.com/resources
- 5. www.meetingforresults.com Your Challenges (Poll)… What challenges do you face in building decisions through your meetings? 1. Difficulty reaching consensus. 2. Outspoken individuals overwhelm discussion. 3. Decisions seem not to “stick” and we revisit them. 4. Some people just go along without really supporting the decision. 5
- 6. www.meetingforresults.com Principles for Building Effective Decisions • Create “level playing field” with clear, common task. • Ensure all views can be heard. • Share thoughts in small groups before whole group. • Respect different views, don’t “work” them. • “Build” decisions, don’t just “make” them. 6
- 9. www.meetingforresults.com Structure Affects Group Decision-Making • “Structure:” Physical, temporal, procedural aspects of meetings that impact how we interact with each other and the work of the meeting. • Different structures naturally lead to different behaviors. • Structure can support or hurt engagement and support for decisions. 9This work by Rick Lent, Ph.D. is licensed under a Creative Commons Attribution-NoDerivs 3.0 Unported License.
- 11. www.meetingforresults.com Tips on Adopting Tools 11 Plan ahead to use one (or more) of the tools. Then just use them…avoid discussing process with your group first. Several tools are also available through Lucid Meetings. See agendas for: • Reaching Decisions by Consent and Compromise • Consulting on a Decision • Making Decisions by Consensus Facilitator’s Guides: Structures for Making Decisions with a Group, Gathering Productive Feedback
- 13. www.meetingforresults.com The Next Meeting • Leader shares agenda including a clear statement of the plan that needs approval. • Team member responsible presents proposed plan (10 minutes), but doesn’t take questions (yet). • Next, leader asks all to reflect for a moment… and then turn to another person around the table to share views on 3 questions... • What do you like about the plan? • Where do you need further information? • Where do you have concerns? 13
- 15. www.meetingforresults.com Meeting Concludes: Reply and Decision • Next, she asks team member who presented for his replies to all he’s heard. • Finally, she asks each team member to speak in turn (no cross- talk) about whether the plan has his/her consent to proceed … or if further changes or clarifications are necessary. • All say they at least consent to plan and agree it should go ahead. • Discussion lasted about 40 minutes. 15
- 16. www.meetingforresults.com Some Key Structural Choices She used the following tools to lead an effective meeting: FATT 1-2-All Three Reaction Questions 5 Cs Go-Around • Defining the task. • Creating a structure for discussion. • Having a clear process for decision. 16
- 17. www.meetingforresults.com FATT Defining a Clear Task: Focused, Actionable, Timely, Timed Rather than “managing feedback”… • “Decide on plan for responding to customer complaints.” Include the action and the expected result: • “Create (action) a list of priorities for work on product improvements (result).” • “Decide (action) on budget proposal for redesigning office space (result).” A clear task helps participants come prepared and to stay focused. 17
- 19. www.meetingforresults.com Three Reaction Questions Gathering Balanced Feedback • Present idea/proposal. Then ask participants to reflect on their own or in small groups to answer these questions: 1. What do you like about …? 2. Where do you need further information? 3. Where do you have concerns? • After a few minutes, take reports, one question at a time beginning with the first. • Get all replies to first question before proceeding to the second. 19 This work by Rick Lent, Ph.D. is licensed under a Creative Commons Attribution-NoDerivs 3.0 Unported License.
- 21. www.meetingforresults.com Go-Around and Visible Note Taking Two tools for making sure all are heard and comments recognized. Particularly helpful for virtual meetings. 21 • Go-Around: Giving each person a brief turn to speak to the topic without interruption while others listen. • Visible Note Taking: Recording the group’s discussion on a surface all can see (e.g., flip chart or a screen) in a few words as comments are made. – Shows progress of discussion and that comments were recognized. (Not the same as taking “minutes”.)
- 28. www.meetingforresults.com How You Plan to Reach a Decision Tools to reach decisions with a group: – Consensus – Consent – Compromise – Counting – Consulting 80/20 Principle, Go-Around, Consensus Guidelines Go-Around, Multi-Voting, Forces Review Small group brings back proposal: PALPaR or 1-2-All Reach decision by some other means first PALPaR This work by Rick Lent, Ph.D. is licensed under a Creative Commons Attribution- NoDerivs 3.0 Unported License. 28
- 32. www.meetingforresults.com Engaging 75 people in 60 Minutes • Room set with groups of chairs, no table. Sign on door asks all to sit with those they know less well. • Leadership reviews purpose of meeting: to gather input on proposal. • Proposal presentation (10 minute). • Small groups formed by moving chairs into groups of 4-5 to address 3 questions. 32
- 33. www.meetingforresults.com Listening to Feedback • President asks for sample of responses to first question. • As comments shared, another member of leadership team writes key phrases on flip chart. • Process repeats for second and third question. • After all reports, President thanks everyone for their input and explains that the leadership team will review feedback and present conclusions next week. 33
- 34. www.meetingforresults.com Second Meeting with Staff – President summarizes what they heard in response to all 3 questions. – Leadership explains how they considered feedback. – Revised plan is presented. – Check for final questions. – Summary of next steps. 34
- 35. www.meetingforresults.com Underlying Structure – Short initial presentation. – Everyone gets to speak in small, mixed groups. No one gets to “take over” meeting. – Addressing 3 questions, one at a time, ensure balanced feedback heard by all. – Leadership works with feedback before having to reply. – Tools: Seating Arrangements, PIP, PALPaR and Three Reaction Questions 35
- 37. www.meetingforresults.com Presentations in Perspective Ensuring that Presentations Support Discussion • Keep presentations short: no more than 15 minutes. • Use presentations for overall framework. Provide handouts with any details. • Try not to begin meeting with a presentation. Engage everyone first, even if they just introduce themselves to a neighbor. • Set expectations for what participants are to do with the presentation’s information. 37 This work by Rick Lent, Ph.D. is licensed under a Creative Commons Attribution-NoDerivs 3.0 Unported License.