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Naked Meetings II: Structuring Effective
          Meetings in Contentious Settings

                      Rick Lent
                      July 11, 2012




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Today’s Speaker




                                       Rick Lent
                                        Principal
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Naked Meetings II:
               Structuring Effective Meetings in
                     Contentious Settings
                                                               Rick Lent, Ph.D.




                                                       http://www.MeetingforResults.com

This work by Rick Lent, Ph.D. is licensed under a Creative Commons
Attribution-NoDerivs 3.0 Unported License.
Agenda
        1. Help you see how unseen structures may affect
           (+/-) meetings in contentious situations
        2. Outline ways to structure better meetings in
           contentious settings
        3. Give you selected tools for implementing
           structures to keep discussions respectful and
           productive
        And take your questions …


This work by Rick Lent, Ph.D. is licensed under a Creative Commons
Attribution-NoDerivs 3.0 Unported License.                                    6
Your Challenges…
 1. You face contentious meetings where …
                  a)         One or two voices dominate
                  b)         Group is divided on an issue and some arrive with their
                             minds made up
                  c)         Decisions lack real support or get remade later even
                             though there seems to be consensus
                  d)         One person’s objection stops progress
                  e)         Passive/aggressive “participation” as some show up late or
                             fail to engage in the work of meeting

 2. Were you part of the first Naked Meeting webinar on the
    underlying structure of meetings?
                  a)         Yes
                  b)         No
This work by Rick Lent, Ph.D. is licensed under a Creative Commons
Attribution-NoDerivs 3.0 Unported License.                                                7
Unseen structures …




This work by Rick Lent, Ph.D. is licensed under a Creative Commons
Attribution-NoDerivs 3.0 Unported License.                           8
Unseen Structures of Meetings
                                                                     • Physical, temporal,
                                                                       procedural aspects of
                                                                       meetings.
                                                                     • With an (unrecognized)
                                                                       impact on how we
                                                                       interact with each other
                                                                       and the work of the
                                                                       meeting.


This work by Rick Lent, Ph.D. is licensed under a Creative Commons
Attribution-NoDerivs 3.0 Unported License.                                                        9
Unseen Structures of Meetings




                                                                     Sara Beauvais The FairyCircle.com




This work by Rick Lent, Ph.D. is licensed under a Creative Commons
Attribution-NoDerivs 3.0 Unported License.                                                               10
Structure affects power,
      control and participation
      in many ways and sets
      the context for
      respectful exchanges.
This work by Rick Lent, Ph.D. is licensed under a Creative Commons
Attribution-NoDerivs 3.0 Unported License.                           11
A Difficult Board Proposal
                                                                     • Large church (1000
                                                                       members)
                                                                     • Board intends to
                                                                       propose an
                                                                       organizational change
                                                                       and expects
                                                                       resistance
                                                                     • Risk of some
                                                                       particularly
                                                                       outspoken people.
This work by Rick Lent, Ph.D. is licensed under a Creative Commons
Attribution-NoDerivs 3.0 Unported License.                                                     12
Engaging 150+ Members in 60 Minutes
 • Meeting held
   between services -
   60 minutes
   available.
 • Room set up in
   small clusters of
   chairs.
 • Seating directions
   on door.
This work by Rick Lent, Ph.D. is licensed under a Creative Commons
Attribution-NoDerivs 3.0 Unported License.                           13
Engaging 150+ Members in 60 Minutes
 • Board presents purpose
   of meeting: to gather
   input on proposal.
 • Proposal presentation
   (12 minutes)
 • Small groups answer 3
   questions
 • Groups address all 3
   questions and be ready
   to report back in 20
   minutes.
This work by Rick Lent, Ph.D. is licensed under a Creative Commons
Attribution-NoDerivs 3.0 Unported License.                           14
Whole Group Meeting Resumes
 • President asks for (a sample of) group
   responses to first question.
 • As comments shared, another board member
   writes key phrases on flip chart.
 • Same process for second and third question.
 • After all reports, President thanked everyone
   for their input and explained that the Board
   will review the feedback and present
   conclusions next week.

This work by Rick Lent, Ph.D. is licensed under a Creative Commons
Attribution-NoDerivs 3.0 Unported License.                           15
Over the Next Week …
                                                                     – Board summarizes
                                                                       what they heard in
                                                                       response to all 3
                                                                       questions
                                                                     – Board develops revised
                                                                       proposal
                                                                     – Meanwhile, Frank talks
                                                                       to minister


This work by Rick Lent, Ph.D. is licensed under a Creative Commons
Attribution-NoDerivs 3.0 Unported License.                                                      16
Board Meets with Congregation Again
           – Board summarizes what they heard in
             response to all 3 questions
           – They explain how they have taken the
             feedback into account.
           – The revised proposal is presented.
           – Again people shared their reactions in small
             groups before whole group discussion.



This work by Rick Lent, Ph.D. is licensed under a Creative Commons
Attribution-NoDerivs 3.0 Unported License.                           17
Underlying Structure of My Story
                                                                     1. Clear, multi-step process.
                                                                     2. Short initial presentation.
                                                                     3. Everyone gets to speak in
                                                                        small, mixed groups. No one
                                                                        gets to “take over” meeting.
                                                                     4. Three questions, one at a
                                                                        time, ensure balanced
                                                                        feedback heard by all.
                                                                     5. No back-and-forth verbal
                                                                        “ping-pong”.
                                                                     6. Board works with feedback
                                                                        before having to reply.

This work by Rick Lent, Ph.D. is licensed under a Creative Commons
Attribution-NoDerivs 3.0 Unported License.                                                             18
Contentious                                                         Respectful Meetings
           – To be respected, both you and your ideas are
             heard and honored
           – To do this, use meeting structure to:
                    •    Connect as people first, ideas second
                    •    Enable all to speak and be heard
                    •    Avoid binary voting when possible
                    •    Avoid physical arrangements that create “sides”
                    •    Avoid need to defend positions



This work by Rick Lent, Ph.D. is licensed under a Creative Commons
Attribution-NoDerivs 3.0 Unported License.                                             19
Tools Used in My Story
           – Seating Structures to connect people in small
             mixed groups
           – PALPaR so everyone gets to speak, no sides
             dominate
           – Three Reaction Questions for balanced feedback
           – Visible Note Taking to demonstrate listening and
             focus/record feedback



This work by Rick Lent, Ph.D. is licensed under a Creative Commons
Attribution-NoDerivs 3.0 Unported License.                           20
Seating Structures
                               Changing Interaction by Changing Seating

     Decide if you want individuals to sit as they usually do. The
     best choice may be to mix participants so that the same
     people don’t sit with and talk to the same folks as usual.
      – Direct people to their “assigned” seats as they arrive.
     If nothing else, you can take a different chair yourself. If you
     always sit at the head of the table, move to the side.
     If it’s a large group, create small circles of chairs.




This work by Rick Lent, Ph.D. is licensed under a Creative Commons
Attribution-NoDerivs 3.0 Unported License.                                21
PALPaR
     Creating a Respective Exchange in Response to Some Proposal

     Present: You present the proposal. Try not to take any questions at this time.
     Ask: Ask participants to talk with each other (in small groups) to clarify
            feedback by answering specific questions
     Listen: Take reports from each small group, one question at a time..
     Pause: Take a specified break to incorporate what you have heard before
        continuing, and

     Reply: Come back to the group and summarize what you heard as key points
            in the feedback, and how you have taken feedback into account (or not).



This work by Rick Lent, Ph.D. is licensed under a Creative Commons
Attribution-NoDerivs 3.0 Unported License.                                        22
Three Reaction Questions
                                          Gathering balanced feedback
 • Present proposal. Then ask participants to reflect on their
   own or in small groups to answer these questions:
   1. What do you like about [the proposal]?
   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.



This work by Rick Lent, Ph.D. is licensed under a Creative Commons
Attribution-NoDerivs 3.0 Unported License.                              23
Visible Note Taking
             Recording the progress of the group’s discussion

 • Maintain an ongoing record of comments, using each
   speaker’s words as much as possible.
 • Record the comments where all can see it.
 • Use the speaker’s words. But, this is not a transcript. Some
   abbreviation of comments is fine as long as you capture the
   essence of what the speaker said.




This work by Rick Lent, Ph.D. is licensed under a Creative Commons
Attribution-NoDerivs 3.0 Unported License.                            24
Turning to Your Challenges…
 a) One or two voices dominate
 b) Group is divided on an issue and some arrive with
    their minds made up
 c) Decisions lack real support or get remade later even
    though there seems to be consensus
 d) One person’s objection stops progress
 e) Passive/aggressive “participation” as some show up
    late or fail to engage in the work of meeting

This work by Rick Lent, Ph.D. is licensed under a Creative Commons
Attribution-NoDerivs 3.0 Unported License.                           25
Challenge: 1-2 Dominant Voices
                                Plan to create opportunities for individual reflection
                                and small group sharing before whole group
                                discussion.
                                Tool: “1-2-All”
                                1: Individual Reflection. Give individuals a chance
                                   to gather their own thoughts.
                                2: Small Group Discussion. Ask participants to turn to
                                   their neighbors to share their ideas.
                                All: Whole Group Discussion. Ask each group for a
                                   brief report (typically 1-3 minutes) summarizing
                                   their discussion.
This work by Rick Lent, Ph.D. is licensed under a Creative Commons
Attribution-NoDerivs 3.0 Unported License.                                          26
Challenge: Arriving with Minds Made Up
  Plan to engage everyone in respectful sharing and
  listening to balanced feedback.




This work by Rick Lent, Ph.D. is licensed under a Creative Commons
Attribution-NoDerivs 3.0 Unported License.                           27
Challenge: Decisions Lack Support




This work by Rick Lent, Ph.D. is licensed under a Creative Commons
Attribution-NoDerivs 3.0 Unported License.                           28
Challenge: Decisions Lack Support
    What’s the underlying issue? Do people feel they are
    responsible for this decision at this time?

  The “potholes”…
        Failure to decide how to decide.
         Failure to communicate the choice.
         Failure to act consistently with the choice.


This work by Rick Lent, Ph.D. is licensed under a Creative Commons
Attribution-NoDerivs 3.0 Unported License.                           29
Challenge: Decisions Lack Support
 Five ways to reach a decision with a group: “5Cs”
 • Consensus: All support the decision. If one person has an objection,
   then you don’t have consensus.
 • Consent: Each person says that s/he can support the decision even
   if not “perfect.”
 • Compromise: Everyone gives up something to achieve a unified
   common outcome.
 • Count: This is majority rule or voting. One side wins.
 • Consult: You want the group’s input on some decision you will
   make.


This work by Rick Lent, Ph.D. is licensed under a Creative Commons
Attribution-NoDerivs 3.0 Unported License.                            30
Challenge: One Objection Stops Progress
Key is to respect individual. Avoid isolating and
causing him/her to go defensive.

Ask: “Who else feels this way?”
•      Form sub-group to explore their view (not debate or argue against other
       view)
•      Remainder of group listens
•      Form second (and third) subgroup to discuss other view(s)
•      Then ask whole group: “What are we learning about similarities and
       differences in views?”
       See tool “Practical Subgrouping” (or Weisbord and Janoff: Don’t Just Do Something, Stand There. (2007)

This work by Rick Lent, Ph.D. is licensed under a Creative Commons
Attribution-NoDerivs 3.0 Unported License.                                                                      31
Challenge: Passive/Aggressive “Participation”

          What’s the underlying cause?

           •          Is the work of this meeting clear and relevant
                      to all?

           •          Are the right people present to do the work?

           •          Is there enough time for the discussion and
                      do all understand how a decision will be
                      reached?
This work by Rick Lent, Ph.D. is licensed under a Creative Commons
Attribution-NoDerivs 3.0 Unported License.                             32
Challenge: Passive/Aggressive “Participation”
          Tools:
                  Five Cs of decision making
                  FATT for a clear task
                  ARE IN for getting the right people in the
                      discussion




This work by Rick Lent, Ph.D. is licensed under a Creative Commons
Attribution-NoDerivs 3.0 Unported License.                           33
FATT
            Defining a Clear Task: Focused, Actionable, Timely, Timed

 The more clearly the task description fulfills the FATT criteria, the
 more likely it is that the group will engage each other effectively
 in the work of the meeting.
 • Focused: The subject for discussion is a clear and bounded
    task so everyone understands exactly what is under
    consideration.
 • Actionable: The decision to be reached can be acted on by
    those present. This group has the relevant authority.
 • Timely: This is the right time to address this topic.
 • Timed: The assigned time is adequate to the task.
This work by Rick Lent, Ph.D. is licensed under a Creative Commons
Attribution-NoDerivs 3.0 Unported License.                                  34
ARE IN
                                         Identifying Who Should Be Present

 Be clear about the work of the meeting and what a successful
 result will entail. Then plan how to include those who represent
 one or more of the following:
 • Authority to act on meeting conclusions.
 • Resources to apply in implementing meeting conclusions.
 • Expertise on critical aspects of the discussion or decision.
 • Information on some aspect of the discussion.
 • Need for an effective outcome or conclusion of this meeting.

 The ARE IN acronym, was first proposed by Weisbord and Janoff (2010).
This work by Rick Lent, Ph.D. is licensed under a Creative Commons
Attribution-NoDerivs 3.0 Unported License.                                    35
How Do I Know This Works?
 • The last 30 years have seen major advances in how we
   conduct effective large group meetings of 50, 100, 500 or
   more participants.
 • In such large meetings, it is very difficult to direct the behavior
   or participation of individuals. Instead, a facilitator uses
   structure to enable all to participate effectively and efficiently.
 • My goal is to adapt and communicate the structural
   approaches of these large group meetings so leaders
   everywhere can make own meetings more engaging and
   effective.

This work by Rick Lent, Ph.D. is licensed under a Creative Commons
Attribution-NoDerivs 3.0 Unported License.                           36
For More Information..

Stories of challenging meetings and structural tools to help at
       www.meetingforresults.com/blog

Complimentary consultation on a meeting challenge (by email or
  phone appointment)
          rick@meetingforresults.com
          1-978-580-4262

E-book on 31 structural tools for better meetings: Meeting for
   Results Tool Kit: Make Your Meetings Work. Available late summer.
       Sign up to be notified when available: www.meetingforresults.com

This work by Rick Lent, Ph.D. is licensed under a Creative Commons
Attribution-NoDerivs 3.0 Unported License.                                            37
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Naked Meetings II

  • 1. Naked Meetings II: Structuring Effective Meetings in Contentious Settings Rick Lent July 11, 2012 A Service Of: Sponsored by:
  • 2. INTEGRATED PLANNING Advising nonprofits in: www.synthesispartnership.com • Strategy • Planning (617) 969-1881 • Organizational Development info@synthesispartnership.com A Service Of: Sponsored by:
  • 3. www.mission.do A Service Of: Sponsored by:
  • 4. Today’s Speaker Rick Lent Principal Meeting for Results Hosting: Assisting with chat questions: Jamie Maloney, Nonprofit Webinars Sam Frank, Synthesis Partnership A Service Of: Sponsored by:
  • 5. Naked Meetings II: Structuring Effective Meetings in Contentious Settings Rick Lent, Ph.D. http://www.MeetingforResults.com This work by Rick Lent, Ph.D. is licensed under a Creative Commons Attribution-NoDerivs 3.0 Unported License.
  • 6. Agenda 1. Help you see how unseen structures may affect (+/-) meetings in contentious situations 2. Outline ways to structure better meetings in contentious settings 3. Give you selected tools for implementing structures to keep discussions respectful and productive And take your questions … This work by Rick Lent, Ph.D. is licensed under a Creative Commons Attribution-NoDerivs 3.0 Unported License. 6
  • 7. Your Challenges… 1. You face contentious meetings where … a) One or two voices dominate b) Group is divided on an issue and some arrive with their minds made up c) Decisions lack real support or get remade later even though there seems to be consensus d) One person’s objection stops progress e) Passive/aggressive “participation” as some show up late or fail to engage in the work of meeting 2. Were you part of the first Naked Meeting webinar on the underlying structure of meetings? a) Yes b) No This work by Rick Lent, Ph.D. is licensed under a Creative Commons Attribution-NoDerivs 3.0 Unported License. 7
  • 8. Unseen structures … This work by Rick Lent, Ph.D. is licensed under a Creative Commons Attribution-NoDerivs 3.0 Unported License. 8
  • 9. Unseen Structures of Meetings • Physical, temporal, procedural aspects of meetings. • With an (unrecognized) impact on how we interact with each other and the work of the meeting. This work by Rick Lent, Ph.D. is licensed under a Creative Commons Attribution-NoDerivs 3.0 Unported License. 9
  • 10. Unseen Structures of Meetings Sara Beauvais The FairyCircle.com This work by Rick Lent, Ph.D. is licensed under a Creative Commons Attribution-NoDerivs 3.0 Unported License. 10
  • 11. Structure affects power, control and participation in many ways and sets the context for respectful exchanges. This work by Rick Lent, Ph.D. is licensed under a Creative Commons Attribution-NoDerivs 3.0 Unported License. 11
  • 12. A Difficult Board Proposal • Large church (1000 members) • Board intends to propose an organizational change and expects resistance • Risk of some particularly outspoken people. This work by Rick Lent, Ph.D. is licensed under a Creative Commons Attribution-NoDerivs 3.0 Unported License. 12
  • 13. Engaging 150+ Members in 60 Minutes • Meeting held between services - 60 minutes available. • Room set up in small clusters of chairs. • Seating directions on door. This work by Rick Lent, Ph.D. is licensed under a Creative Commons Attribution-NoDerivs 3.0 Unported License. 13
  • 14. Engaging 150+ Members in 60 Minutes • Board presents purpose of meeting: to gather input on proposal. • Proposal presentation (12 minutes) • Small groups answer 3 questions • Groups address all 3 questions and be ready to report back in 20 minutes. This work by Rick Lent, Ph.D. is licensed under a Creative Commons Attribution-NoDerivs 3.0 Unported License. 14
  • 15. Whole Group Meeting Resumes • President asks for (a sample of) group responses to first question. • As comments shared, another board member writes key phrases on flip chart. • Same process for second and third question. • After all reports, President thanked everyone for their input and explained that the Board will review the feedback and present conclusions next week. This work by Rick Lent, Ph.D. is licensed under a Creative Commons Attribution-NoDerivs 3.0 Unported License. 15
  • 16. Over the Next Week … – Board summarizes what they heard in response to all 3 questions – Board develops revised proposal – Meanwhile, Frank talks to minister This work by Rick Lent, Ph.D. is licensed under a Creative Commons Attribution-NoDerivs 3.0 Unported License. 16
  • 17. Board Meets with Congregation Again – Board summarizes what they heard in response to all 3 questions – They explain how they have taken the feedback into account. – The revised proposal is presented. – Again people shared their reactions in small groups before whole group discussion. This work by Rick Lent, Ph.D. is licensed under a Creative Commons Attribution-NoDerivs 3.0 Unported License. 17
  • 18. Underlying Structure of My Story 1. Clear, multi-step process. 2. Short initial presentation. 3. Everyone gets to speak in small, mixed groups. No one gets to “take over” meeting. 4. Three questions, one at a time, ensure balanced feedback heard by all. 5. No back-and-forth verbal “ping-pong”. 6. Board works with feedback before having to reply. This work by Rick Lent, Ph.D. is licensed under a Creative Commons Attribution-NoDerivs 3.0 Unported License. 18
  • 19. Contentious Respectful Meetings – To be respected, both you and your ideas are heard and honored – To do this, use meeting structure to: • Connect as people first, ideas second • Enable all to speak and be heard • Avoid binary voting when possible • Avoid physical arrangements that create “sides” • Avoid need to defend positions This work by Rick Lent, Ph.D. is licensed under a Creative Commons Attribution-NoDerivs 3.0 Unported License. 19
  • 20. Tools Used in My Story – Seating Structures to connect people in small mixed groups – PALPaR so everyone gets to speak, no sides dominate – Three Reaction Questions for balanced feedback – Visible Note Taking to demonstrate listening and focus/record feedback This work by Rick Lent, Ph.D. is licensed under a Creative Commons Attribution-NoDerivs 3.0 Unported License. 20
  • 21. Seating Structures Changing Interaction by Changing Seating Decide if you want individuals to sit as they usually do. The best choice may be to mix participants so that the same people don’t sit with and talk to the same folks as usual. – Direct people to their “assigned” seats as they arrive. If nothing else, you can take a different chair yourself. If you always sit at the head of the table, move to the side. If it’s a large group, create small circles of chairs. This work by Rick Lent, Ph.D. is licensed under a Creative Commons Attribution-NoDerivs 3.0 Unported License. 21
  • 22. PALPaR Creating a Respective Exchange in Response to Some Proposal Present: You present the proposal. Try not to take any questions at this time. Ask: Ask participants to talk with each other (in small groups) to clarify feedback by answering specific questions Listen: Take reports from each small group, one question at a time.. Pause: Take a specified break to incorporate what you have heard before continuing, and Reply: Come back to the group and summarize what you heard as key points in the feedback, and how you have taken feedback into account (or not). This work by Rick Lent, Ph.D. is licensed under a Creative Commons Attribution-NoDerivs 3.0 Unported License. 22
  • 23. Three Reaction Questions Gathering balanced feedback • Present proposal. Then ask participants to reflect on their own or in small groups to answer these questions: 1. What do you like about [the proposal]? 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. This work by Rick Lent, Ph.D. is licensed under a Creative Commons Attribution-NoDerivs 3.0 Unported License. 23
  • 24. Visible Note Taking Recording the progress of the group’s discussion • Maintain an ongoing record of comments, using each speaker’s words as much as possible. • Record the comments where all can see it. • Use the speaker’s words. But, this is not a transcript. Some abbreviation of comments is fine as long as you capture the essence of what the speaker said. This work by Rick Lent, Ph.D. is licensed under a Creative Commons Attribution-NoDerivs 3.0 Unported License. 24
  • 25. Turning to Your Challenges… a) One or two voices dominate b) Group is divided on an issue and some arrive with their minds made up c) Decisions lack real support or get remade later even though there seems to be consensus d) One person’s objection stops progress e) Passive/aggressive “participation” as some show up late or fail to engage in the work of meeting This work by Rick Lent, Ph.D. is licensed under a Creative Commons Attribution-NoDerivs 3.0 Unported License. 25
  • 26. Challenge: 1-2 Dominant Voices Plan to create opportunities for individual reflection and small group sharing before whole group discussion. Tool: “1-2-All” 1: Individual Reflection. Give individuals a chance to gather their own thoughts. 2: Small Group Discussion. Ask participants to turn to their neighbors to share their ideas. All: Whole Group Discussion. Ask each group for a brief report (typically 1-3 minutes) summarizing their discussion. This work by Rick Lent, Ph.D. is licensed under a Creative Commons Attribution-NoDerivs 3.0 Unported License. 26
  • 27. Challenge: Arriving with Minds Made Up Plan to engage everyone in respectful sharing and listening to balanced feedback. This work by Rick Lent, Ph.D. is licensed under a Creative Commons Attribution-NoDerivs 3.0 Unported License. 27
  • 28. Challenge: Decisions Lack Support This work by Rick Lent, Ph.D. is licensed under a Creative Commons Attribution-NoDerivs 3.0 Unported License. 28
  • 29. Challenge: Decisions Lack Support What’s the underlying issue? Do people feel they are responsible for this decision at this time? The “potholes”… Failure to decide how to decide. Failure to communicate the choice. Failure to act consistently with the choice. This work by Rick Lent, Ph.D. is licensed under a Creative Commons Attribution-NoDerivs 3.0 Unported License. 29
  • 30. Challenge: Decisions Lack Support Five ways to reach a decision with a group: “5Cs” • Consensus: All support the decision. If one person has an objection, then you don’t have consensus. • Consent: Each person says that s/he can support the decision even if not “perfect.” • Compromise: Everyone gives up something to achieve a unified common outcome. • Count: This is majority rule or voting. One side wins. • Consult: You want the group’s input on some decision you will make. This work by Rick Lent, Ph.D. is licensed under a Creative Commons Attribution-NoDerivs 3.0 Unported License. 30
  • 31. Challenge: One Objection Stops Progress Key is to respect individual. Avoid isolating and causing him/her to go defensive. Ask: “Who else feels this way?” • Form sub-group to explore their view (not debate or argue against other view) • Remainder of group listens • Form second (and third) subgroup to discuss other view(s) • Then ask whole group: “What are we learning about similarities and differences in views?” See tool “Practical Subgrouping” (or Weisbord and Janoff: Don’t Just Do Something, Stand There. (2007) This work by Rick Lent, Ph.D. is licensed under a Creative Commons Attribution-NoDerivs 3.0 Unported License. 31
  • 32. Challenge: Passive/Aggressive “Participation” What’s the underlying cause? • Is the work of this meeting clear and relevant to all? • Are the right people present to do the work? • Is there enough time for the discussion and do all understand how a decision will be reached? This work by Rick Lent, Ph.D. is licensed under a Creative Commons Attribution-NoDerivs 3.0 Unported License. 32
  • 33. Challenge: Passive/Aggressive “Participation” Tools: Five Cs of decision making FATT for a clear task ARE IN for getting the right people in the discussion This work by Rick Lent, Ph.D. is licensed under a Creative Commons Attribution-NoDerivs 3.0 Unported License. 33
  • 34. FATT Defining a Clear Task: Focused, Actionable, Timely, Timed The more clearly the task description fulfills the FATT criteria, the more likely it is that the group will engage each other effectively in the work of the meeting. • Focused: The subject for discussion is a clear and bounded task so everyone understands exactly what is under consideration. • Actionable: The decision to be reached can be acted on by those present. This group has the relevant authority. • Timely: This is the right time to address this topic. • Timed: The assigned time is adequate to the task. This work by Rick Lent, Ph.D. is licensed under a Creative Commons Attribution-NoDerivs 3.0 Unported License. 34
  • 35. ARE IN Identifying Who Should Be Present Be clear about the work of the meeting and what a successful result will entail. Then plan how to include those who represent one or more of the following: • Authority to act on meeting conclusions. • Resources to apply in implementing meeting conclusions. • Expertise on critical aspects of the discussion or decision. • Information on some aspect of the discussion. • Need for an effective outcome or conclusion of this meeting. The ARE IN acronym, was first proposed by Weisbord and Janoff (2010). This work by Rick Lent, Ph.D. is licensed under a Creative Commons Attribution-NoDerivs 3.0 Unported License. 35
  • 36. How Do I Know This Works? • The last 30 years have seen major advances in how we conduct effective large group meetings of 50, 100, 500 or more participants. • In such large meetings, it is very difficult to direct the behavior or participation of individuals. Instead, a facilitator uses structure to enable all to participate effectively and efficiently. • My goal is to adapt and communicate the structural approaches of these large group meetings so leaders everywhere can make own meetings more engaging and effective. This work by Rick Lent, Ph.D. is licensed under a Creative Commons Attribution-NoDerivs 3.0 Unported License. 36
  • 37. For More Information.. Stories of challenging meetings and structural tools to help at www.meetingforresults.com/blog Complimentary consultation on a meeting challenge (by email or phone appointment) rick@meetingforresults.com 1-978-580-4262 E-book on 31 structural tools for better meetings: Meeting for Results Tool Kit: Make Your Meetings Work. Available late summer. Sign up to be notified when available: www.meetingforresults.com This work by Rick Lent, Ph.D. is licensed under a Creative Commons Attribution-NoDerivs 3.0 Unported License. 37
  • 38. Find listings for our current season of webinars and register at: NonprofitWebinars.com A Service Of: Sponsored by: