Meeting Introduction, Why Individual Decisions are Made

Neuroeconomics and Neurofacilitation: Rational Decisions Maximize Utility

World scientists are striving to map activity in the human brain. Presumably, a map of neural activity will shed light on how the brain works and how choices are made. Concurrently, there has been an upsurge in related fields seeking to understand human nature and behavior change: neuroaccounting, neuroeconomics, neurotics, neurofinance, neuroleadership, neurolinguisics, neuromanagement, neuromarketing,…

Scoville Units

Consensus does NOT Mean that Participants are Going to be “Happy”

A facilitator should typically avoid the term “happy”. Our effort guides a group to common or shared understanding that they can support and not lose any sleep over—something they can “live with.” Consensus does NOT mean that they are going to end up “happy.” Look closely at the difference in meaning between the terms ‘objective’…

Common Purpose

Establishing Common Purpose Provides the Secret to Building Consensus

Always remember, ask WHY before WHAT before HOW when you want to lead a group of people to shared understanding. Success begins developing common ground as to WHY a group has come together to plan, analyze, or design. Use of our Purpose Tool quickly builds an integrated viewpoint that coalesces the intent and purpose behind anything—from…

Keeping Groups Mentally Sharp

Challenge the Status Quo, such as “We don’t do things that way around here.”

Those of you familiar with the MG RUSH curriculum remember the challenge of the “bookworm” exercise that only one or two students get correct per year. Here is another similar, quickly run challenge to test groups resistant to change or inclined to simply “vote on things.” Remember, Challenge the Status Quo. Framing Answer Add an “A”…

Increase Friendliness by Avoiding Podiums

Nonverbal Expressions: How to (Not) Gesture while Facilitating

Nonverbal expressions, like words (see Facilitate Meaning, Not Words), connote multiple messages. After you finish this article, you will be strongly tempted to embrace the MG RUSH recommendation—ie; keep your elbows tucked in, your hands below your heart, and keep them open, facing up. Some would call this approach, keeping your hands to yourself. For…

Seven Deadly Sins of Facilitating

What to Do About the Seven Deadly Sins of Facilitating (in alphabetical order):

You’ve heard plenty about what to do, but the Seven Deadly Sins of Facilitating also suggest what NOT to do. The following are real, powerful, and sequenced alphabetically. Assuming: Simply because the facilitator hears what was said does not imply everyone heard what was said. The key to active listening is through reflection. Whether it’s audio…

Illustrative SIPOC: Planning Agenda Yielding Who Does What by When

A Simple Planning Agenda for Agreeing on Who Does What by When

Any type of descriptive or prescriptive plan, process, or series of activities can then be illustrated with a simple process flow diagram. A process flow diagram describes who does what by when, in support of some agreed upon purpose. Therefore, here is a simple method you can use as your planning agenda. Rationale for Agreeing on a Simple Planning Agenda Groups have…

Race Against Time: Speed of Decision-making

Speed of Decision-making | When Quality Not Enough

According to the Chairman of the Joint Chiefs of Staff, Army General Martin Dempsey, “Power is no longer simply the sum of capability and capacity but now, disproportionately, it includes speed—speed of action but especially speed of decision-making.” (source: WSJ, Voices on the Future) For any consensual and well-informed decision, however, consider at least seven…

Charter for Compassion

Sign the Charter for Compassion and Consider Becoming a Supporting Member

Ultimately, consensus-building requires intuition and a higher self to overcome the selfishness of physical and emotional demands. We became signatories with over 100,000 other people who have “Liked” the Charter for Compassion. We encourage you to do the same. For a quick and light reading, take a look at what they are aspiring towards Charter…

Facilitating Different Priorities

Facilitating ‘Genetic’ Differences: Similar Values with Different Priorities

Most meeting participants embrace a set of similar values with different priorities.The difference lies in their relative strength, or ranking of the values. Participants’ rankings however are not static. Their ranking modulates based on their perspective at the moment. Hiring Characteristics as an Example When selecting, interviewing, and hiring associates, most human relations experts would…