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…

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FUD Factor: Men and Women DO Change

The FUD Factor: Fear, Uncertainty, and Doubt Amplify Fear, but People Change Anyway

Paradigms Paradigms are established accepted norms, patterns of behavior, or a shared set of assumptions. Shaking them causes fear, uncertainty, and doubt; also known as the FUD Factor. Paradigms provide models that establish boundaries or rules for success. Paradigms may present structural barriers to creativity based on psychological, cultural, and environmental factors. Examples include: Flow charts,…

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People Learn Differently

The Way People Think Affects How You Intervene to Build Consensus

Differences — People think differently. As session leader, you empower participants and their ability to understand and communicate with each other. You also enable them to think creatively about their business. The following two subjects deal with the way people think—horizontal/ vertical thinking and paradigms. Horizontal/ Vertical Participants in a workshop argue over a seemingly simple…

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Interactive Listening

10 Tips for Better Interactive Listening: It’s Not How You Act but How You React

For meeting participants to own the solution, they must also own the problem. Therefore, to be more effective as a facilitator, drop the first person singular terms “I” and “me”.  Additionally, stop offering solutions to ‘their’ problem, and quit judging and evaluating their contributions. Instead, challenge them to make their thinking clearer. 1. Hence, with…

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Decision-Making Leadership

Decision-Making: Focus on Strategic, Operational, OR Tactical Issues

Scope creep wreaks havoc on projects and decision-making. Meetings also spin out of control because the leader allows the co-mingling of strategic, operational, AND tactical issues. Each deserves a different approach, preparation, and decision-making. Do NOT allow your meetings to jump back and forth between different issue types. Many people spend a large portion of…

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Consensus Building Decision-Matrix

A Blueprint When Consensus Building Around All Types of Decision-Making

After reviewing some material about the optimal methodology (ie, approach) for strategic distribution planning, related to an ERP (Enterprise Resource Planning) project, it became quickly evident that the expert’s recommendation followed the basic principles for consensual decision-making. The three indisputable components when consensus building include: Purpose (or, intent) Options Criteria Since not all criteria is of equal value,…

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