the secret to building effective decisions in meetings
TRANSCRIPT
WelcometotheWebinar
TheSecrettoBuildingEffectiveDecisionsinMeetings
May5,2016
YourHosts
Tricia Harris Product Evangelist,
Lucid Meetings
Rick Lent, PhD www.meetingforresults.com
Author of Leading Great Meetings: How to Structure Yours for Success
LucidExpertWebinarSeries
TheSecrettoBuildingEffectiveDecisionsinMeetings
Q&A session with author PAUL AXTELL
THURSDAY, MAY 19TH, 2016 at 1 PM ET
TODAY:
UpNext:
More: http://www.lucidmeetings.com/resources
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Take-Aways
Howthe(unseen)structureofmeetingsaffectsresults.
Howtousestructuretobuildengagementandalignmentaroundcriticaldecisions.
Structuraltechniquesforthefivewaysofreachingeffectivedecisionswithgroups.
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YourChallenges(Poll)…
Whatchallengesdoyoufaceinbuildingdecisionsthroughyourmeetings?1. Difficultyreachingconsensus.2. Outspokenindividualsoverwhelmdiscussion.3. Decisionsseemnotto“stick”andwerevisitthem.4. Somepeoplejustgoalongwithoutreallysupportingthe
decision.
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PrinciplesforBuildingEffectiveDecisions
• Create“levelplayingfield”withclear,commontask.• Ensureallviewscanbeheard.• Sharethoughtsinsmallgroupsbeforewholegroup.• Respectdifferentviews,don’t“work”them.• “Build”decisions,don’tjust“make”them.
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UnseenStructuresAffectWhatWeDo…
ThisworkbyRickLent,Ph.D.islicensedunderaCreativeCommonsAttribution-NoDerivs3.0UnportedLicense.
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Structureaffectspower,controlandparticipation
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StructureAffectsGroupDecision-Making
• “Structure:”Physical,temporal,proceduralaspectsofmeetingsthatimpacthowweinteractwitheachotherandtheworkofthemeeting.
• Differentstructuresnaturallyleadtodifferentbehaviors.
• Structurecansupportorhurtengagementandsupportfordecisions.
9ThisworkbyRickLent,Ph.D.islicensedunderaCreativeCommonsAttribution-NoDerivs3.0UnportedLicense.
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PrinciplesandToolsforBuildingEffectiveDecisionswithAGroup
1)Tocreatelevelplayingfieldandcommontask:
FATT,SeatingArrangements,Go-Around,PresentationsinPerspective
2)Discussiondesignedsoallviewscanbeheard:
1-2-All,PALPaR,andThreeReactionQuestions,GoAround
3)Forsmallgroupsharingbeforewholegroupdiscussion:
1-2-All,PALPaR
4)Torespectdifferentviews: ForcesReview,80/20Principle,Multi-Voting
5)Tobuilddecisions: 5Cs,80/20Principle,ConsensusGuidelines,ForcesReview,GoAround,Multi-Voting
10ThisworkbyRickLent,Ph.D.islicensedunderaCreativeCommonsAttribution-NoDerivs3.0UnportedLicense.
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TipsonAdoptingTools
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Planaheadtouseone(ormore)ofthetools.Thenjustusethem…avoiddiscussingprocesswithyourgroupfirst.
SeveraltoolsarealsoavailablethroughLucidMeetings.Seeagendasfor:• ReachingDecisionsbyConsentandCompromise• ConsultingonaDecision• MakingDecisionsbyConsensusFacilitator’sGuides:StructuresforMakingDecisionswithaGroup,GatheringProductiveFeedback
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StoryTime… Challenge:BuildingDecisionswithaDifficultGroup
•10teammembers•Onepersonalwayshadalottosay•Anotherusuallyraisedquestions,hadadifferentview•Othersparticipatedonanunevenbasis•Uncleardecision-making…andsomedecisionsgetrevisited
Myrecommendationstotheleaderinvolvedhowshecouldfocusandbalancediscussionstobuildalignmentondecisions.
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TheNextMeeting
• Leadersharesagendaincludingaclearstatementoftheplanthatneedsapproval.• Teammemberresponsiblepresentsproposedplan(10minutes),butdoesn’ttakequestions(yet).• Next,leaderasksalltoreflectforamoment…andthenturntoanotherpersonaroundthetabletoshareviewson3questions...•Whatdoyoulikeabouttheplan?•Wheredoyouneedfurtherinformation?•Wheredoyouhaveconcerns?
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MeetingContinues:GatheringReactions…
• Shegoesaroundagainandaskseachpairtosharetheirthoughtsonquestionsandconcernswhilealllistenwithoutcomment.
• Afterafewminutesofsmallgroupdiscussion,leaderaskseachpairtosharewhattheydiscussedonfirstquestion…whattheyliked.Shewritesrepliesonflipchart.
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Photocredit:ReinSkullerud,forWFP
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MeetingConcludes:ReplyandDecision
• Next,sheasksteammemberwhopresentedforhisrepliestoallhe’sheard.• Finally,sheaskseachteammembertospeakinturn(nocross-talk)aboutwhethertheplanhashis/herconsenttoproceed…oriffurtherchangesorclarificationsarenecessary.• Allsaytheyatleastconsenttoplanandagreeitshouldgoahead.• Discussionlastedabout40minutes.
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SomeKeyStructuralChoices
Sheusedthefollowingtoolstoleadaneffectivemeeting:FATT1-2-AllThreeReactionQuestions5CsGo-Around
• Definingthetask.• Creatingastructurefordiscussion.• Havingaclearprocessfordecision.
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FATT DefiningaClearTask:Focused,Actionable,Timely,Timed
Ratherthan“managingfeedback”…• “Decideonplanforrespondingtocustomercomplaints.”
Includetheactionandtheexpectedresult:• “Create(action)alistofprioritiesforworkonproduct
improvements(result).”• “Decide(action)onbudgetproposalforredesigningofficespace
(result).”
Acleartaskhelpsparticipantscomepreparedandtostayfocused.
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1-2-All EffectiveEngagementforAnySizeGroup
Afterintroducingasubjectorquestiontobeaddressedbythegroup,completethefollowingsteps.
1:IndividualReflection.Giveindividualsaminuteortwotogathertheirownthoughts.(Thisisthe“1”ofthetool).
2:SmallGroupDiscussion.Askparticipantstoturntotheirneighborstoformsmall,2-3persongroupstosharetheirideas.
All:WholeGroupReport.Askeachgroupforabriefreport(typically1-3minutes)summarizingtheirsmallgroupdiscussion.
18ThisworkbyRickLent,Ph.D.islicensedunderaCreativeCommonsAttribution-NoDerivs3.0UnportedLicense.
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ThreeReactionQuestions GatheringBalancedFeedback
• Presentidea/proposal.Thenaskparticipantstoreflectontheirownorinsmallgroupstoanswerthesequestions:1. Whatdoyoulikeabout…?2. Wheredoyouneedfurtherinformation?3. Wheredoyouhaveconcerns?
• Afterafewminutes,takereports,onequestionatatimebeginningwiththefirst.
• Getallrepliestofirstquestionbeforeproceedingtothesecond.
19ThisworkbyRickLent,Ph.D.islicensedunderaCreativeCommonsAttribution-NoDerivs3.0UnportedLicense.
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FiveCsofDecision-Making ChoosingHowYouWillReachaDecisionwithaGroup
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• Respectfuldialoguemeansbeingclearhowyouwillreachdecisions.
• Fivewaystoreachdecisionswithagroup,“5Cs”Consensus:AllgivefullsupportConsent:Explicitpermission,nobignegatives…goodenoughCompromise:WeeachgiveupsomethingtoreachdecisionCounting:Voting—decisionwithmostvotes“wins”Consulting:Providinginputtofinaldecision-maker
ThisworkbyRickLent,Ph.D.islicensedunderaCreativeCommonsAttribution-NoDerivs3.0UnportedLicense.
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Go-AroundandVisibleNoteTakingTwotoolsformakingsureallareheardandcommentsrecognized.
Particularlyhelpfulforvirtualmeetings.
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• Go-Around:Givingeachpersonabriefturntospeaktothetopicwithoutinterruptionwhileotherslisten.
• VisibleNoteTaking:Recordingthegroup’sdiscussiononasurfaceallcansee(e.g.,flipchartorascreen)inafewwordsascommentsaremade.– Showsprogressofdiscussionandthatcommentswererecognized.(Not
thesameastaking“minutes”.)
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Questions?
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Photocredit:ReinSkullerude,forWFP
Photocredit:ReinSkullerud,forWFP
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StoryTime: WorkingwithDifferentViews
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Structureofmeeting…•Representativesofallstakeholderspresent.•Smallgroupandwholegroupconversationstohearfromall.•Focusonfutureactionsnotpastissues.•Recognizeandrespectallviewsandbuildactionplans.•Clarifyingareasofagreementformovingahead.•Respectingareasofdisagreementaspointsforfuturework.
Highwaytonowhere?Projectbehindschedulewithmultiplecontractorsanddifferentstateagenciesfacing$$penalties.
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SomeKeyStructuralChoices
Usingthefollowingtools:ForcesReviewMulti-Voting80/20Principal5Cs
• Creatingastructurefordiscussionsoallviewscanbeheard.
• Havingaclearprocesstobuilddecisions.
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ForcesReview ThinkingConstructivelyfromBoth“Sides”
1)Preparation:Writegoalattopofflipchart.Dividechartinhalfwithverticalline:onesidelabeled“Supporting”other“Restraining.”
2)Brainstorm:Completeabrainstormofsupportingforcesandthenalltherestrainingforces.A“force”isanythingimpacting(+/-)progress.
25ThisworkbyRickLent,Ph.D.islicensedunderaCreativeCommonsAttribution-NoDerivs3.0UnportedLicense.
GoalSupporting Restraining
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ForcesReview… 3)Multi-vote:Eachpersonvotesfortop3supportingandtop3restrainingforces.
4)Identifyingactions:Fortopthreesupportingfactors,individualsidentifywaystostrengthenthem.Fortop3restrainingforces,theyidentifywaystoweakenthem. 5)Conclusions:Identifynextsteps.
Note:Thisisnotcomparingprosandcons,butexploringallfactorsaffectinggoalachievementandwhattodoaboutthem.
26ThisworkbyRickLent,Ph.D.islicensedunderaCreativeCommonsAttribution-NoDerivs3.0UnportedLicense.
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80/20Principle: FocusingonAreasofAgreement
Groupsdevotetoomuchtimeandenergytoareasofdisagreement.Weoftenagreeon80%ofsomesituationbutputmostoftheenergyandtimeintothe20%wedisagreeon.
•Remindthegroupofthisprincipleearlyinmeeting.•Recordareasofdisagreementaspoints“notyetagreed.”•Keeptheattentiononareasofagreement.
Tip:Introducethisprincipleearlyinyourmeeting,notwhenyougetstuck.Makesureyoufollow-upondisagreeditemsinthefuture.
27ThisworkbyRickLent,Ph.D.islicensedunderaCreativeCommonsAttribution-NoDerivs3.0UnportedLicense.
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HowYouPlantoReachaDecision
Toolstoreachdecisionswithagroup:– Consensus– Consent– Compromise– Counting– Consulting
80/20Principle,Go-Around,ConsensusGuidelines
Go-Around,Multi-Voting,ForcesReview
Smallgroupbringsbackproposal:PALPaRor1-2-All
Reachdecisionbysomeothermeansfirst
PALPaR
ThisworkbyRickLent,Ph.D.islicensedunderaCreativeCommonsAttribution-NoDerivs3.0UnportedLicense. 28
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ConsensusGuidelines: PracticalApproachestoConsensusDecisions
Option1:Clarifyingandseparatingareasofagreementfromdisagreement...80/20Principle
Respectareasofdisagreementasareastoberevisited,whilemovingforwardonareasofagreement.
Option2:BuildingconsensusbyGo-AroundFirstroundtohearandclarifysupportsandobjections.Furtherroundtomodifyproposal.Finalroundtocheckthattherearenomoreobjections.CanalsobeusedforConsentdecisions.
29ThisworkbyRickLent,Ph.D.islicensedunderaCreativeCommonsAttribution-NoDerivs3.0UnportedLicense.
Formoreinformation:•DownloadConsensusGuidelinesatwww.meetingforresults.com/resourcesorseeChapters4and12inLeadingGreatMeetings.•RefertoLucidFacilitator’sGuide:StructuresforMakingDecisionswithaGroup
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Questions?
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Photocredit:ReinSkullerude,forWFP
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StoryTime: ADifficultOrganizationalChange
• Leadershipintendstoproposeanorganizationalchangeandexpectsresistance.
• Wantsinputandsupportfromorganization.
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Engaging75peoplein60Minutes• Roomsetwithgroupsof
chairs,notable.Signondoorasksalltositwiththosetheyknowlesswell.
• Leadershipreviewspurposeofmeeting:togatherinputonproposal.
• Proposalpresentation(10minute).
• Smallgroupsformedbymovingchairsintogroupsof4-5toaddress3questions.
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ListeningtoFeedback• Presidentasksforsampleofresponsestofirst
question.• Ascommentsshared,anothermemberof
leadershipteamwriteskeyphrasesonflipchart.• Processrepeatsforsecondandthirdquestion.• Afterallreports,Presidentthankseveryonefor
theirinputandexplainsthattheleadershipteamwillreviewfeedbackandpresentconclusionsnextweek.
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SecondMeetingwithStaff– Presidentsummarizeswhattheyheardinresponsetoall3questions.
– Leadershipexplainshowtheyconsideredfeedback.
– Revisedplanispresented.– Checkforfinalquestions.– Summaryofnextsteps.
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UnderlyingStructure
– Shortinitialpresentation.– Everyonegetstospeakinsmall,
mixedgroups.Noonegetsto“takeover”meeting.
– Addressing3questions,oneatatime,ensurebalancedfeedbackheardbyall.
– Leadershipworkswithfeedbackbeforehavingtoreply.
– Tools:SeatingArrangements,PIP,PALPaRandThreeReactionQuestions
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PALPaRCreatinganEffectiveExchangeinResponsetoSomeProposal
Beforeyoubegin,outlinewhatyouintendtodotosetexpectationsandthenproceedasfollows:
Present:Makethepresentation.Ask:Participantstotalkinsmallgroups.
– Providespecificdirections,likeThreeReactionQuestions.Listen:Takereportsfromeachsmallgroup.Getresponsestoone
questionatatime.Recordthefeedbackwhereallcansee.Pause:Takeafewminutes(orlonger)toreflectonthefeedbackand
developathoughtfulresponseand…Reply:Summarizewhatyouheardandthenhowyouarerespondtothe
feedback.
36ThisworkbyRickLent,Ph.D.islicensedunderaCreativeCommonsAttribution-NoDerivs3.0UnportedLicense.
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PresentationsinPerspective EnsuringthatPresentationsSupportDiscussion
• Keeppresentationsshort:nomorethan15minutes.• Usepresentationsforoverallframework.Providehandoutswithanydetails.
• Trynottobeginmeetingwithapresentation.Engageeveryonefirst,eveniftheyjustintroducethemselvestoaneighbor.
• Setexpectationsforwhatparticipantsaretodowiththepresentation’sinformation.
37ThisworkbyRickLent,Ph.D.islicensedunderaCreativeCommonsAttribution-NoDerivs3.0UnportedLicense.
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Take-Aways…YourQuestions?
Howthe(unseen)structureofmeetingsaffectsresults.
Howtousestructuretobuildengagementandalignmentaroundcriticaldecisions.
Structuraltechniquesforthefivewaysofreachingeffectivedecisionswithgroups.
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www.meetingforresults.com
Thankyou!Andformoreinformation..NewbookavailableonAmazon.Designedtohelpleadersusestructuretocreatemoreproductivemeetings.Itexplains12choicesand32toolstoplanandconductawiderangeofmeetings.
Youcanalsofindmoreresourcesatwww.meetingforresults.com
Gotadifficultmeetingcomingup?Contactmeandtogetherwewillcreateaneffectivedesignforyoutolead.rick@meetingforresults.comor1-978-580-4262
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