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…

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Difficult Meeting Participants

How to Facilitate Difficult Meeting Participants Without Embarrassing Them

The following is a table listing the characteristics of difficult meeting participants.  Each comes with thoughtful and proven suggestions on how to deal with them. How to Facilitate Difficult Meeting Participants Without Embarrassing Them NAME CHARACTERISTICS WHAT TO DO The Latecomer Always comes late to meetings, makes a show of arrival, and insists on catching…

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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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One of Four Workshop Documents: Participants' Package, (Pre-read)

Do NOT Lead Another Workshop Without These Four Workshop Documents

There are four workshop documents each facilitator must provide or ensure: Pre-Read Annotated Agenda Slide Deck Output Notes Workshop Documents — Pre-Read Your participants need to show up at your workshop prepared and ready to contribute. Do not assume they will. Lead them. Provide them a compelling pre-read. First of all, the pre-read should include at…

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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. To be more effective as a facilitator, drop the first person singular terms “I” and “me”, stop offering solutions to ‘their’ problem, and quit judging and evaluating their contributions personally. Rather, challenge them to make their thinking clearer, such as: 1. With interactive…

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Avoid a Gun to the Head as Motivation

Individual Motivation to Embrace Organizational Goals (aka, Persuasion)

Meeting and workshop participants by definition ought be participatory. To get and stay involved, subject matter experts (ie, SMEs or participants) need motivation to both show up (or attend) and to actively contribute over the course of a meeting. The role of facilitator or session leader mandates the need to link value from their participation…

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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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Dealing with a Meeting Problem

Suggestions on How To Deal with a Meeting Problem Offered Up by Other Facilitators

Dealing with a Meeting Problem #1: “They’re all Priority One!” Dealing with a Meeting Problem #1:  A group would not prioritize a list of activities because they felt that all were very important and that prioritizing them would allow some to drop off and not get done. The support organization had only a limited number…

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Teams Push in the Same Direction

Facilitating Cultural Shift from Group Orientation to Shared Team Values

We have argued for years that unclear speaking (or writing) is indicative of unclear thinking. Most people do not distinguish between the meaning of a “group” or a “team.” We find the difference so important, that it could represent the difference between “life” and “death.” Note the impact on shared team values. Groups of people…

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