Training Techniques Training - Day 4 Meetings

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Bu proje Avrupa Birliği ve Türkiye umhuriyeti tarafından finanse edilmektedir IMPROVED STRATEGIC MANAGEMENT CAPACITY PROJECT November 2013 Training Techniques Training – Session 1 Jocelyne Rasé Managing Meetings

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Training Techniques Training - Day 4 Meetings

Transcript of Training Techniques Training - Day 4 Meetings

Page 1: Training Techniques Training - Day 4 Meetings

Bu proje Avrupa Birliği ve TürkiyeCumhuriyeti tarafından finanse edilmektedir

IMPROVED STRATEGIC MANAGEMENT CAPACITY PROJECT

November 2013

Training Techniques Training – Session 1Jocelyne Rasé

Managing Meetings

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Day FourCoffee table sessionsNon Formal MeetingsManaging Formal Meeting• The process of efficiency• Preparing a meeting • What to do when• Communicate with people who have different needs• Different people need different things

Assignment for working teams

Motivators• The SCRAF model- Motivators• RS animate

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Coffee Table Sessions

Being open to answer

tough questions

Being open to answer tough questions

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Non Formal Meetings

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Formal – Informal – Non-Formal Education

• Differences in :– Purpose– Timing– Content– Delivery System– Control

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Let’s Try

15’

Topic of discussion:

«The gender inequality in Turkey».

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edilmektedir «World Café» Principles

• Set the context • Create hospitable space• Explore questions that matter• Encourage everyone’s

participation• Connect diverse perspectives• Draw , doodle and play• Have fun !!!

Juanita Brown and David Isaacs and the World Cafe Community

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Focus to make the discussion more productive

Focus on what mattersDefine objectives

Contribute with your thinkingSpeak your mind and heart

Listen to understandLink and connect ideas

Listen together for deeper insights and questionsPlay, Doodle, Draw

Enjoy!!!!!

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Let’s Try Again

Same topic:

«the gender inequality in Turkey».

15’

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edilmektedir Environmental Requirements

• Make sure that the space looks like a café• Provide roundtables with 4-5 confortable chairs• Provide paper and colourful pencils for participants• Hang on posters and slogans to encourage

participants to discuss• Provide refreshments• Relax participants with a soft music

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CHATHAM HOUSE RULE

«When a meeting, or part thereof, is held under the Chatham House Rule, participants are free to use the

information received, but neither the identity nor the affiliation of the speaker(s), nor that of any other participant,

may be revealed.»

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Time Out

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edilmektedir Exercise: How much is it exactly?

1. It’s too far to go there just for one day How many km?

2. I’ll be there in a few minutes How many minutes?

3. Kadir is old enough to be an Under secretary How old is he?

4. I want to make enough money to live comfortably How many TL?

5. It’s a lot of money to lose gambling in the casino How much in TL?

6. This box is too heavy to carry by yourself How many kg?

7. You’ll need a little time to get accustomed to the department How much time?

8. We need some time to implement the SM project How much time?

1409/04/2023

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edilmektedir Discussing & Setting S.M.A.R.T. Objectives

Specific

Measurable

Agreed upon - Achievable - Action-Oriented Today

Realistic

Time Bound

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edilmektedir How do you balance Support & Challenge?

Low SUPPORT High

Cosy ClubHarmony - Rapport

ComfortWorking together

CollaborationNegotiationsFacing reality

Identifying blocking & enabling factors

InertiaApathy

Why bother?

StressPanic

ReactivityAction

Low CHALLENGE High

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Who to be when…Objective Role What you say

TELL The EXPERT This is what you must do

SELLThe SALESMANTell what needs to be done to get R.O.I. in the ministry

This will generate R.O.I. for your ministry

BUY IN The MOTIVATORWhat are the benefits for the person Look at what YOU will get out of this

CONSULT The CONSULTANTEffort to truly understand & help What do you want or need now?

COACHThe COACHRespect for the person’s decision. Be neutral about the output

What can I do to support you?

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edilmektedir Managing Formal Meetings• It is your chance to show leadership - You are in charge

• Define the purpose of the meetingFor sharing information?

• What is the added value of meeting instead of communicating electronically? For discussion?

• Do you have the right people in the room?• How can you lead the conversation so it is structured? • Can you base the discussion on facts rather than just opinions & feelings?

For decision making? • Are the participants the actual decision makers?• Do they have all the facts?

• State clearly the expected outcome – call for action• What do you want participants to do as a result of the meeting?

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edilmektedir Before you run a meeting, be ready to …INTRODUCE YOURSELF

I am… I am responsible for…I promise…I stand for … (working together – being aligned)

Don’t assume people know Who you are or

Why they are there!Tell them how long it will last!

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Communication

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edilmektedirFour Preferences

I Relationships E

How people interact with others

ExtravertIntrovert

P Information C

How people handle information

Practical - Detailed Creative -Innovative

A Decisions B

How people take decisions

Analytical - Thinking Beliefs & Feelings

S Organisation F

How people organise themselves and others

Structured

Flexible

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edilmektedir Flexibility Needed…

Introvert REFLECT

Extravert BE OPEN - INTERACT WITH ENVIRONMENT

Practical UNDERSTAND A SITUATION IN DETAILS

FACE THE FACTS (+ & -)

Creative EXPLORE OPTIONS & ALTERNATIVES

FIND NEW POSSIBILITIES

Analytical thinking MAKE LOGICAL DECISIONS

BE RATIONAL

Beliefs & Feelings COMMUNICATE THE DECISIONS

PAY ATTENTION TO THE IMPACT ON PEOPLE

Structured GET ORGANISED

PLAN

Flexible EVALUATE THE RESULTS

ADAPT + BE FLEXIBLE

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Use both sides of the brainFocus on tasksDetailsFactsLogicAnalysisReasonStructureMethodSystem

Focus on relationshipsConceptsTheories

IdeasFeelingsOpinionsHarmony

ConnectionOptimism

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Explore options

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Examine the facts in details

2

3Take rational

decisions

Communicate decisions + Take into consideration the impact on people

Plan - Structure Organise

Adapt Improve

Be flexible

Keep the process of efficiency in mind

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Dysfunction – Task oriented only

EXPLORE OPTIONSBE CREATIVE

USE INTUITION

LOOK AT FACTS IN DETAILS

MAKE RATIONAL DECISIONS

PROPER COMMUNICATIONFOCUS ON EMOTIONS & BELIEFS

STRUCTUREORGANISE

FLEXIBILITY

ADJUST

Dysfunction

1

35

If Extraverts, making decisions too quickly and acting too fast

2

4

6

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Dysfunction – Relationship oriented only

CONSIDERPOSSIBILITIESBE CREATIVE

BE PRACTICALFOCUS ON DETAILS

ANALYTICAL THINKING

PROPER COMMUNICATIONFOCUS ON EMOTIONS - BELIEFS & VALUES

STRUCTUREPLAN

ORGANISE

FLEXIBILITY ADAPT

Dysfunction2

4

61

35

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April 9, 2023 28

Meeting Date: /……/

Time:

Examin

e facts,

pros & con

s

Explore options

Making

rationa

l decisions

Communicate

Consider

impact

Organise - Plan

Structure

Evaluat

e Be flexible

Time Needed

Outcome

Meeting Facilitator(s):

Time Keeper: Location:

Topic Objective

1

2

3

4

5

6

7

8

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edilmektedir Don’t take the monkey

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Don’t stay in the box!!!!

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edilmektedirInaction

PowerlessnessAnger Pessimism Negativity

Isolation It won’t work I shouldEnvy

Jealousy

Boredom

HelplessnessDual Thinking

either/or black or white

Disbelief

Confusion

Fear

ResistanceI can’t.. I really, really

want to…

Judgment

Criticism

Resentment Apprehension Depression Lack of vision

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FIGHT or FLIGHT?Winner or Loser?

DUAL THINKING

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edilmektedir Dual Thinking either/or – good/bad – black/white

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It’s up to you…IN THE BOXI have to «get along with» … or else…• There will be conflict,• I will be reprimanded,• There will be negative consequences,• I will be fired, I will have a bad reputation, etc. = NEGATIVE

OUT OF THE BOXI choose to «get along with… » because…• We will collaborate better to finish the project on time• I might learn something from him• The atmosphere will more positive, etc. = POSITIVE

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A: Some clients think that if a product is extremely expensive it is necessarily of excellent quality

B: Others don’t want to pay for service and always go for the cheapest price, no matter what

C: At this company, we believe that service should be good but also at a good price

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How would you apply the rule of three?

A: Some colleagues think that the Reform has been done and therefore there is not much else to do – the Turkish government is doing well in terms of management of public funds

B: Others feel that the Reform is not working…. It has not changed significantly enough the fiscal responsibility for the public administrations in Turkey

C: I believe, that even though much has been done, progress still needs to be made if we want to be aligned with the best practices of OECD countries

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Make a case for yourself instead of

trying to convert the other person

to your views

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DON’T PLAY PING PONG

VALIDATE

HOWEVER

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edilmektedir Defending YOUR point of view, not diluting your message

• May I play the devil’s advocate?

• I would like to counter your argument

• I believe differently and I would like to explain why

• I have a different view on the topic; may I explain it?

• On one hand this, on the other hand that…

• Some people might disagree with your point and say…

• Some people think A, others think B, I would like to defend C (the rule of 3)

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Communication Styles

EXPRESSIVEDRIVER

ANALYTICAL AMIABLE

Task focused

LOGIC& REASON

People focused

EMOTIONS

EXTRAVERT

INTROVERT

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EXPRESSIVEDRIVER

ANALYTICAL AMIABLE

Task focused

LOGIC& REASON

People focused

EMOTIONS

EXTRAVERTPULL: Let me show you how…

SHOW POSSIBILITIES

COACH

NURSE: Let me help you

GIVE PERSONAL SERVICE

MAINTAIN THE RELATIONSHIP

EXPLAIN: Let me give you some

detailed information

so you can think about it

BE AN EXPERT

PUSH: This is what you need

PROS + CONS

CONVINCE - SELL

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Change your style to meet the person’s needs

INTROVERT

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Human Drivers & Motivators – SCARF model

• Status = relative importance - seniority, being better than someone else

• Certainty = ability to predict the future • Autonomy = perception of exerting control over one’s environment, a sensation of having choices

• Relatedness = deciding whether or not to be in or out of a social groups. Are others friends or foes?

• Fairness = justice in exchanges

• Maximize the increase of • Reduce the threat & avoid the loss of…

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edilmektedir Human Motivator - S

Status = relative importance - senority, being better than someone else

Increase

Positive feedback & rewards in form of recognition are better than money;

Public acknowledgment

Getting people to generate their own feedback and design their own PDP allows them to be less obsessed about promotions

Close attention to incremental improvements, achievement of larger goals

Reduce the Status threat

Ensure that one is not perceived as less than another i.e. giving advice in public, asking for instructions or directions, negative PDP; tough feedbacks

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edilmektedir Human Motivator - C

Certainty = ability to predict the future

Increase

Identify central and long term goals.

Making implicit concepts more explicit (i.e. expectations; consequences) Communicating on change, even if specifics are not clear. Ensure that by a certain date, things will be resolved. Promise inclusion in the decision process.

Reducing the threat

Making plans, SMART Objectives – No set up for failure (i.e. overly stretched goals)

Mapping, organization, breaking down big objectives and challenges in small steps

Predicting dates for resolution or satisfaction.A small amount of uncertainty generates error responses in the orbital frontal cortex. Without prediction, the brain uses drastically more resources. High levels (not knowing if you have a job/ big changes) can become quickly debilitating

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edilmektedir Human Motivator - A

Autonomy = perception of exerting control over one’s environment, a sensation of having choices

Increase

Let people organize their workflow, their work environment.

Define clear scope of decision making without consultation; do their own development plan, etc…

Reduce the threat

Give more control or ability to cope or to influence outcome.

Reduce micromanagement. Flextime.

Offer alternatives: Here are 2 options: which one do you prefer?

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Human Motivator - R

Relatedness = deciding whether or not to be in or out of a social groups. Are others friends or foes?

Increase

Team work – trust, cooperation, cross-functional team work, water cooler conversations, smoking groups i.e. tribes, clans, teams; inclusion, sense of belonging

Relationship with coach, HR and management

Reduce the threat

i.e. Expats, organizational silos; being a stranger, feeling excluded, isolated; ignored

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Human Motivator - F

Fairness = justice in exchanges

Increase

Volunteer work to correct perceived injustices; social consciousness

Increase transparency; communication, feedback about business progress.

Fair process in decision making,, let people decide their own rules, define clear expectations for all

Looking at things from a different prospective (larger picture)

Reduce the threat

No arbitrary rules, various salaries for the same job, favoritism, injustices, obscure talent review