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The dynamism of business wisdom demands the application of knowledge, stuff you find ‘in−formation’ (not static). Compound those dynamics with the challenge of organizing a group of people. Groups of people fail (or operate at sub-optimal levels) either because they don’t care, don’t have the talent, or don’t know how. Structured meetings and facilitation training (aka interactive design) instruct HOW TO get a group of people to focus on the right question (topicality) at the right time (sequencing).

Knowing that there is typically more than one right answer, and with a sincere and dedicated effort toward continuous improvement, the curriculum has advanced beyond its ‘in−formation’ heritage to focus on group decision making, planning, analysis, and prioritization. Not surprisingly, since nearly all of MG RUSH’s business develops through ‘word-of-mouth’, an alumnus contacted us to help justify providing in-house training on our curriculum that integrates leadership, facilitation, and methodology. The justification follows:

Situational Fact One

A percentage of meeting time goes unproductive and entire meetings may be construed as ineffective.

  • Meetings generate real expenses and the frequency and duration of meetings has been steadily increasing in the USA.
  • Studies estimate that meetings are at most 50 percent productive.
  • Poorly run meetings prevail and some people and organizations have developed “meeting dementia.”
  • Meetings develop common understanding and generate higher quality decisions than individuals alone.


With structured meetings, organizations can avoid 25 to 35 percent of costs, or hundreds of millions U$D per year.

  • While organizations lose money due to ineffectiveness, individuals are forced to work longer hours to compensate.
  • The culture of an organization can be negatively impacted, causing the departure of highly valued contributors.
  • A major insurance company discovered a 400 percent increase in an information technology project productivity, compared to using serial interviews and aggregating requirements through unstructured discussions.
  • Frequently it has been observed that ‘requirements’ are not ‘bad’, rather additional expenses are driven by what is inadvertently omitted or missed.


Therefore, on a pilot basis, embrace a structured approach within a limited scope of our operations.

  • Secure management commitment to improving meeting efficacy and supporting workshops where appropriate.
  • Enable the facilities, supplies, and resources to pursue the benefit of structured meetings.
  • Empower select individuals with expert, professional training.

Situational Fact Two

Employees spend hundreds of hours leading meeting without robust training. Unstructured discussions lead to confusion and sometimes opposing or contradictory interpretations and conclusions.


The problems listed above negatively impact the organization, stakeholders, and culture.

  • Organization may regress compared to their competitors and competitive options.
  • Individuals are not stimulated to think about important and costly options, opportunities, and requirements.
  • Incremental and evolutionary growth becomes accepted rather than revolutionary growth and breakthroughs that get missed.
  • The culture trends toward becoming reactive rather than proactive, following rather than leading.
  • Some participants are satisfied with any decision and remain unconscious about the importance of decision quality.


Therefore, promote a new effort toward meeting efficacy and group focus, starting with properly trained leaders.

  • Ratify funds to be allocated both internally for supplies and externally for professional training.
  • Enable resources to provide internal observation, back-up, and feedback to ensure ‘perfect practice’ of new skills learned.
  • Realizing the importance of meeting management and effective facilitation, consider building a Community of Excellence.
  • Appreciate the criticality of ongoing training and anticipate advanced training in the future based on in-house methodologies.


Sorry about the long list, but no apologies for the real and sustaining benefits (alpha sort):

  • Ability to test for the quality of the deliverable before meeting concludes (valuable since the worst deliverable of any meeting is another meeting).
  • Agendas, approaches, tools, deliverables and outputs become more repeatable and consistent.
  • Analysts obtain higher quality, more comprehensive information.
  • Coherent communication among workshop participants, project, steering, and dependent teams.
  • Employees learn HOW TO THINK, and become more effective from “board room to boiler room” as principles radiate from the trained session leaders to their participants.
  • Faster results: facilitated sessions can accelerate the capture of information, especially if the meeting participants (aka subject matter experts) arrive prepared with an understanding of the questions and issues that need to be discussed.
  • Fewer omissions—projects accelerate with increased clarity and reduced uncertainty.
  • Heightened involvement and understanding by all stakeholders.
  • Higher quality results: groups of people generally make higher quality decisions than the smartest person in the group. Facilitated sessions encourage the exchange of different points of view enabling the group to identify new options, and it is a proven fact that people or groups with more options at their disposal make higher quality decisions.
  • Major reduction of total resources compared to serial interviewing and aggregation techniques.
  • People stimulate people: properly facilitated sessions can lead to innovation and the catalyst for innovative opportunities because multiple perspectives generate a richer (360 degree) understanding of a problem or challenge, rather than a narrow, myopic view.
  • Transfer of ownership: facilitated sessions build further action by creating deliverables that support follow-up.
  • Witness a decline of smart people making dumb decisions.


Stakeholders, including both internal and external customers and project team, all affected by the outcome.

Workshops are meetings focused on a single topic and deliverable, NOT simply informational-exchange, rather they build. Like projects, workshops have at least three phases: preparation, the workshop itself, and resolution:

  1. The key to successful preparation is meeting with management and participants to determine objectives, estimate and plan the workshop, prepare the participants, develop agendas, and complete the logistics.
  2. The workshop itself is a concentrated environment with extensive use of visuals striving for win-win situations, defined as consensus.
  3. The resolution phase completes the documentation, resolves open issues, and communicates with stakeholders about next steps.

❖   Interactive design (defined): A structured meeting designed to extract high-quality information from stakeholders in a compressed time-frame using a proven methodology, visual aids, and a workshop process to enhance communications—uses a neutral facilitator to guide participants through a structured, yet flexible approach, towards a common goal (ie, deliverable).


Don’t ruin your career or reputation with bad meetings. Register for a class or forward this to someone who should. Taught by world-class instructors, MG RUSH  professional facilitation curriculum focuses on practice. Each student thoroughly practices and rehearses tools, methods, and approaches throughout the week. While some call this immersion, we call it the road to building impactful facilitation skills.

Our courses also provide an excellent way to earn up to 40 SEUs from the Scrum Alliance, 40 PDUs from PMI, and 40 CDUs from IIBA, as well as 3.2 CEUs for other professions. (See individual class descriptions for details.)

Want a free 10-minute break timer? Signup for our once-monthly newsletter HERE and receive a timer along with four other of our favorite facilitation tools, free.


Facilitation Expert

Terrence Metz, CSM, PSPO, CSPF, is the Managing Director of MG RUSH Facilitation Training and Coaching, the acknowledged leader in structured facilitation training. His FAST Facilitation Best Practices blog features over 300 articles on facilitation skills and tools aimed at helping others lead faster, more productive meetings and workshops that yield higher quality decisions. His clients include Agilists, Scrum teams, program and project managers, senior officers, and the business analyst community among numerous private and public companies and global corporations. As an undergraduate of Northwestern University (Evanston, IL) and MBA graduate from NWU’s Kellogg School of Management, his professional experience has focused on process improvement and product development. He continually aspires to make it easier for others to succeed.

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