The Secret to Building Effective Decisions in Meetings

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

http://www.meetingforresults.com

http://www.amazon.com/Leading-Great-Meetings-Structure-Success/dp/0692446001/ref=sr_1_2?s=books&ie=UTF8&qid=1435593170&sr=1-2&keywords=richard+lent&pebp=1435593174393&perid=05EJZPQPRKD0GWAQKX45

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

http://www.lucidmeetings.com/resources

www.meetingforresults.com

Take-Aways

Howthe(unseen)structureofmeetingsaffectsresults.

Howtousestructuretobuildengagementandalignmentaroundcriticaldecisions.

Structuraltechniquesforthefivewaysofreachingeffectivedecisionswithgroups.

4


YourChallenges(Poll)…

Whatchallengesdoyoufaceinbuildingdecisionsthroughyourmeetings?1. Difficultyreachingconsensus.2. Outspokenindividualsoverwhelmdiscussion.3. Decisionsseemnotto“stick”andwerevisitthem.4. Somepeoplejustgoalongwithoutreallysupportingthe

decision.

5


PrinciplesforBuildingEffectiveDecisions

• Create“levelplayingfield”withclear,commontask.• Ensureallviewscanbeheard.• Sharethoughtsinsmallgroupsbeforewholegroup.• Respectdifferentviews,don’t“work”them.• “Build”decisions,don’tjust“make”them.

6

www.meetingforresults.com 7

UnseenStructuresAffectWhatWeDo…

ThisworkbyRickLent,Ph.D.islicensedunderaCreativeCommonsAttribution-NoDerivs3.0UnportedLicense.

http://creativecommons.org/licenses/by-nd/3.0/

www.meetingforresults.com 8

Structureaffectspower,controlandparticipation


StructureAffectsGroupDecision-Making

• “Structure:”Physical,temporal,proceduralaspectsofmeetingsthatimpacthowweinteractwitheachotherandtheworkofthemeeting.

• Differentstructuresnaturallyleadtodifferentbehaviors.

• Structurecansupportorhurtengagementandsupportfordecisions.

9ThisworkbyRickLent,Ph.D.islicensedunderaCreativeCommonsAttribution-NoDerivs3.0UnportedLicense.



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




TipsonAdoptingTools

11

Planaheadtouseone(ormore)ofthetools.Thenjustusethem…avoiddiscussingprocesswithyourgroupfirst.

SeveraltoolsarealsoavailablethroughLucidMeetings.Seeagendasfor:• ReachingDecisionsbyConsentandCompromise• ConsultingonaDecision• MakingDecisionsbyConsensusFacilitator’sGuides:StructuresforMakingDecisionswithaGroup,GatheringProductiveFeedback


StoryTime… Challenge:BuildingDecisionswithaDifficultGroup

•10teammembers•Onepersonalwayshadalottosay•Anotherusuallyraisedquestions,hadadifferentview•Othersparticipatedonanunevenbasis•Uncleardecision-making…andsomedecisionsgetrevisited

Myrecommendationstotheleaderinvolvedhowshecouldfocusandbalancediscussionstobuildalignmentondecisions.

12


TheNextMeeting

• Leadersharesagendaincludingaclearstatementoftheplanthatneedsapproval.• Teammemberresponsiblepresentsproposedplan(10minutes),butdoesn’ttakequestions(yet).• Next,leaderasksalltoreflectforamoment…andthenturntoanotherpersonaroundthetabletoshareviewson3questions...•Whatdoyoulikeabouttheplan?•Wheredoyouneedfurtherinformation?•Wheredoyouhaveconcerns?

13


MeetingContinues:GatheringReactions…

• Shegoesaroundagainandaskseachpairtosharetheirthoughtsonquestionsandconcernswhilealllistenwithoutcomment.

• Afterafewminutesofsmallgroupdiscussion,leaderaskseachpairtosharewhattheydiscussedonfirstquestion…whattheyliked.Shewritesrepliesonflipchart.

14

Photocredit:ReinSkullerud,forWFP


MeetingConcludes:ReplyandDecision

• Next,sheasksteammemberwhopresentedforhisrepliestoallhe’sheard.• Finally,sheaskseachteammembertospeakinturn(nocross-talk)aboutwhethertheplanhashis/herconsenttoproceed…oriffurtherchangesorclarificationsarenecessary.• Allsaytheyatleastconsenttoplanandagreeitshouldgoahead.• Discussionlastedabout40minutes.

15


SomeKeyStructuralChoices

Sheusedthefollowingtoolstoleadaneffectivemeeting:FATT1-2-AllThreeReactionQuestions5CsGo-Around

• Definingthetask.• Creatingastructurefordiscussion.• Havingaclearprocessfordecision.

16


FATT DefiningaClearTask:Focused,Actionable,Timely,Timed

Ratherthan“managingfeedback”…• “Decideonplanforrespondingtocustomercomplaints.”

Includetheactionandtheexpectedresult:• “Create(action)alistofprioritiesforworkonproduct

improvements(result).”• “Decide(action)onbudgetproposalforredesigningofficespace

(result).”

Acleartaskhelpsparticipantscomepreparedandtostayfocused.

17


1-2-All EffectiveEngagementforAnySizeGroup

Afterintroducingasubjectorquestiontobeaddressedbythegroup,completethefollowingsteps.

1:IndividualReflection.Giveindividualsaminuteortwotogathertheirownthoughts.(Thisisthe“1”ofthetool).

2:SmallGroupDiscussion.Askparticipantstoturntotheirneighborstoformsmall,2-3persongroupstosharetheirideas.

All:WholeGroupReport.Askeachgroupforabriefreport(typically1-3minutes)summarizingtheirsmallgroupdiscussion.




ThreeReactionQuestions GatheringBalancedFeedback

• Presentidea/proposal.Thenaskparticipantstoreflectontheirownorinsmallgroupstoanswerthesequestions:1. Whatdoyoulikeabout…?2. Wheredoyouneedfurtherinformation?3. Wheredoyouhaveconcerns?

• Afterafewminutes,takereports,onequestionatatimebeginningwiththefirst.

• Getallrepliestofirstquestionbeforeproceedingtothesecond.




FiveCsofDecision-Making ChoosingHowYouWillReachaDecisionwithaGroup

20

• Respectfuldialoguemeansbeingclearhowyouwillreachdecisions.

• Fivewaystoreachdecisionswithagroup,“5Cs”Consensus:AllgivefullsupportConsent:Explicitpermission,nobignegatives…goodenoughCompromise:WeeachgiveupsomethingtoreachdecisionCounting:Voting—decisionwithmostvotes“wins”Consulting:Providinginputtofinaldecision-maker

ThisworkbyRickLent,Ph.D.islicensedunderaCreativeCommonsAttribution-NoDerivs3.0UnportedLicense.



Go-AroundandVisibleNoteTakingTwotoolsformakingsureallareheardandcommentsrecognized.

Particularlyhelpfulforvirtualmeetings.

21

• Go-Around:Givingeachpersonabriefturntospeaktothetopicwithoutinterruptionwhileotherslisten.

• VisibleNoteTaking:Recordingthegroup’sdiscussiononasurfaceallcansee(e.g.,flipchartorascreen)inafewwordsascommentsaremade.– Showsprogressofdiscussionandthatcommentswererecognized.(Not

thesameastaking“minutes”.)


Questions?

22

Photocredit:ReinSkullerude,forWFP

Photocredit:ReinSkullerud,forWFP


StoryTime: WorkingwithDifferentViews

23

Structureofmeeting…•Representativesofallstakeholderspresent.•Smallgroupandwholegroupconversationstohearfromall.•Focusonfutureactionsnotpastissues.•Recognizeandrespectallviewsandbuildactionplans.•Clarifyingareasofagreementformovingahead.•Respectingareasofdisagreementaspointsforfuturework.

Highwaytonowhere?Projectbehindschedulewithmultiplecontractorsanddifferentstateagenciesfacing$$penalties.


SomeKeyStructuralChoices

Usingthefollowingtools:ForcesReviewMulti-Voting80/20Principal5Cs

• Creatingastructurefordiscussionsoallviewscanbeheard.

• Havingaclearprocesstobuilddecisions.

24


ForcesReview ThinkingConstructivelyfromBoth“Sides”

1)Preparation:Writegoalattopofflipchart.Dividechartinhalfwithverticalline:onesidelabeled“Supporting”other“Restraining.”

2)Brainstorm:Completeabrainstormofsupportingforcesandthenalltherestrainingforces.A“force”isanythingimpacting(+/-)progress.


GoalSupporting Restraining



ForcesReview… 3)Multi-vote:Eachpersonvotesfortop3supportingandtop3restrainingforces.

4)Identifyingactions:Fortopthreesupportingfactors,individualsidentifywaystostrengthenthem.Fortop3restrainingforces,theyidentifywaystoweakenthem. 5)Conclusions:Identifynextsteps.

Note:Thisisnotcomparingprosandcons,butexploringallfactorsaffectinggoalachievementandwhattodoaboutthem.




80/20Principle: FocusingonAreasofAgreement

Groupsdevotetoomuchtimeandenergytoareasofdisagreement.Weoftenagreeon80%ofsomesituationbutputmostoftheenergyandtimeintothe20%wedisagreeon.

•Remindthegroupofthisprincipleearlyinmeeting.•Recordareasofdisagreementaspoints“notyetagreed.”•Keeptheattentiononareasofagreement.

Tip:Introducethisprincipleearlyinyourmeeting,notwhenyougetstuck.Makesureyoufollow-upondisagreeditemsinthefuture.




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



ConsensusGuidelines: PracticalApproachestoConsensusDecisions

Option1:Clarifyingandseparatingareasofagreementfromdisagreement...80/20Principle

Respectareasofdisagreementasareastoberevisited,whilemovingforwardonareasofagreement.

Option2:BuildingconsensusbyGo-AroundFirstroundtohearandclarifysupportsandobjections.Furtherroundtomodifyproposal.Finalroundtocheckthattherearenomoreobjections.CanalsobeusedforConsentdecisions.


Formoreinformation:•DownloadConsensusGuidelinesatwww.meetingforresults.com/resourcesorseeChapters4and12inLeadingGreatMeetings.•RefertoLucidFacilitator’sGuide:StructuresforMakingDecisionswithaGroup


http://www.meetingforresults.com/resources


Questions?

30

Photocredit:ReinSkullerude,forWFP


StoryTime: ADifficultOrganizationalChange

• Leadershipintendstoproposeanorganizationalchangeandexpectsresistance.

• Wantsinputandsupportfromorganization.

31


Engaging75peoplein60Minutes• Roomsetwithgroupsof

chairs,notable.Signondoorasksalltositwiththosetheyknowlesswell.

• Leadershipreviewspurposeofmeeting:togatherinputonproposal.

• Proposalpresentation(10minute).

• Smallgroupsformedbymovingchairsintogroupsof4-5toaddress3questions.

32


ListeningtoFeedback• Presidentasksforsampleofresponsestofirst

question.• Ascommentsshared,anothermemberof

leadershipteamwriteskeyphrasesonflipchart.• Processrepeatsforsecondandthirdquestion.• Afterallreports,Presidentthankseveryonefor

theirinputandexplainsthattheleadershipteamwillreviewfeedbackandpresentconclusionsnextweek.

33


SecondMeetingwithStaff– Presidentsummarizeswhattheyheardinresponsetoall3questions.

– Leadershipexplainshowtheyconsideredfeedback.

– Revisedplanispresented.– Checkforfinalquestions.– Summaryofnextsteps.

34


UnderlyingStructure

– Shortinitialpresentation.– Everyonegetstospeakinsmall,

mixedgroups.Noonegetsto“takeover”meeting.

– Addressing3questions,oneatatime,ensurebalancedfeedbackheardbyall.

– Leadershipworkswithfeedbackbeforehavingtoreply.

– Tools:SeatingArrangements,PIP,PALPaRandThreeReactionQuestions

35


PALPaRCreatinganEffectiveExchangeinResponsetoSomeProposal

Beforeyoubegin,outlinewhatyouintendtodotosetexpectationsandthenproceedasfollows:

Present:Makethepresentation.Ask:Participantstotalkinsmallgroups.

– Providespecificdirections,likeThreeReactionQuestions.Listen:Takereportsfromeachsmallgroup.Getresponsestoone

questionatatime.Recordthefeedbackwhereallcansee.Pause:Takeafewminutes(orlonger)toreflectonthefeedbackand

developathoughtfulresponseand…Reply:Summarizewhatyouheardandthenhowyouarerespondtothe

feedback.




PresentationsinPerspective EnsuringthatPresentationsSupportDiscussion

• Keeppresentationsshort:nomorethan15minutes.• Usepresentationsforoverallframework.Providehandoutswithanydetails.

• Trynottobeginmeetingwithapresentation.Engageeveryonefirst,eveniftheyjustintroducethemselvestoaneighbor.

• Setexpectationsforwhatparticipantsaretodowiththepresentation’sinformation.




Take-Aways…YourQuestions?

Howthe(unseen)structureofmeetingsaffectsresults.

Howtousestructuretobuildengagementandalignmentaroundcriticaldecisions.

Structuraltechniquesforthefivewaysofreachingeffectivedecisionswithgroups.

38


Thankyou!Andformoreinformation..NewbookavailableonAmazon.Designedtohelpleadersusestructuretocreatemoreproductivemeetings.Itexplains12choicesand32toolstoplanandconductawiderangeofmeetings.

Youcanalsofindmoreresourcesatwww.meetingforresults.com

Gotadifficultmeetingcomingup?Contactmeandtogetherwewillcreateaneffectivedesignforyoutolead.rick@meetingforresults.comor1-978-580-4262

39

http://amzn.to/PJEyJY

http://www.meetingforresults.com/blog

mailto:[email protected]

mailto:[email protected]

The Secret to Building Effective Decisions in Meetings

Business

Transcript of The Secret to Building Effective Decisions in Meetings