Meeting Goals

The overall goal of a project may take several meetings to achieve. Each meeting can be seen in its own terms, a context within which the group can progress towards the overall goal by achieving two or three narrow meeting goals.

Meetings goals are specific, well-defined, and realistic designed to be achieved in the time frame of a single meeting. There are seven types of meeting goals.

Meeting Goal 1 - Share Information

When someone makes an announcement, a report, or a presentation, their meeting goal is to share information. The audience becomes the end-users of that information.

• Meeting planners who understand this can build in opportunities, like quick conversations in pairs, for members to digest what they are hearing, so they can apply it when and how they need to.  
• A typical string of activities:
• Activity 1 - Presentation.
• Activity 2 - Pairs
• Activity 3 - Questions/Structure Go-around/Individual writing.
• Outcome: The information is digested.

Meeting Goal 2 - Provide Input

When someone brings a topic to the group for feedback or suggestions and they want comments and not decisions from the group.

• When participants realize they are asked for just input then they can focus on influencing the presenter and not the other meeting participants.
• When participants mistakenly think they are invited to decision-making, they put the effort into critiquing and debating with the hope of creating support for their ideas, and often become frustrated and demoralized.

Meeting Goal 3- Advanced Thinking

Most projects involve several stages, and normally many steps of thinking are embedded in each step. Yet progress usually entails taking one step at a time.

• Meeting planners can become more precise in setting realistic and useful meeting objectives.
• The group members must understand the objective clearly to think and not mistake the goal.
• Example: Define the Problem, Analyze the Problem, Identify Root Causes, Identify...

Meeting Goal 4 - Make Decisions

When a meeting planner wants a group to address an issue and make a decision. There are easy and difficult decisions. 

• What is the decision rule we will use to take the decision?
• People who have to decide on tough issues are more likely to feel compelled to build a shared understanding of the complexity involved.

Meeting Goal 5 - Improve Team Communication

When the meeting planner wants to strengthen the working relationships among members of the group by sharing feelings and dealing with interpersonal tension.

• Take the group members from their task-related issues, to talk instead about their feelings and their relationships with one another.
• It takes a skillful, well-planned approach - first to create a safe, supportive foundation, and then gently nurture self-disclosure and interpersonal feedback. 

Meeting Goal 6 - Build Team Capacity

When the planner wants to help the team to learn or improve something as a team. 

• Some examples are problem-solving, decision-making, increase knowledge of major trends in the team's industry, and acquisition of methods, or best practices. 

Meeting Goal 7 - Build Community

When the meeting planner wants to improve camaraderie, strengthen the bonds among people who work together, or boost morale.

• Time achievements and life events (like birthdays) can take place within 5-10 minutes.
• Volunteer as a group, share reactions to momentous current events, and do simple creative energizers.

References

• Facilitator's Guide to Participatory Decision-Making

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Facilitating Open Discussion

Open Discussion is the most common of all the formats for thinking in groups. Every person talks from their own personal frames or reference. But without strong facilitation, an open discussion can become tedious. frustrating and ultimately non-productive.

The Thefacilator challenge is to produce harmony among individual different perspectives.

Introducing the Open Discussion

Here is an example of an effective introduction.

We are here to spend half an hour in open discussion.

My intention is to support a free-flowing interchange while looking for ways to give everyone opportunities to speak when they want to.

If more than one person wants to talk at the same time, I'll ask you to rise your hand and I will number you off. 

That way, you will know when your turn is coming and you do not have to keep weaving your hand to get my attention.

If someone makes a statement that produces immediate reactions, I might take a few comments from people who weren't in line, to speak. 

But I'll do that only when it's an obvious choice and if I do let anyone take a cut, I will definitely return to those who were in line

Stacking

It helps hierarchical groups to make room for all members. It works fine with 3 - 4 participants.

1. Tell the group: "Raise your hand if you would like to speak."
• I will temporarily interrupt the stack if there is a sudden burst of energy.
2. Before anyone is speaking, assign a number to each person: "You are first", "You are second",...
3. Invite the first person to begin.
4. When that person finished, call on the other person next in line, "How was second?"
5. After the stack is complete, begin the next stack by asking "Does anyone else want to speak? if so please raise your hand now."

Allowing spontaneous reactions: "I am going to take a few responses to this last comment. For those of you who are already in line to speak, don't worry. I won't forget you. I will definitely to the designated speaking order soon."

Sequencing

The facilitator sequences two conversations that are underway simultaneously, keeping the discussion focused without taking sides.

1. Validate both perspectives.
• "We appear to have two conversations going, simultaneously, some of you want to respond to Y, and at the same time, others of you would prefer to return to X."
2. Focus on one line of thought for a few minutes.
• "Here is what I'm going to do, I will take 2 or 3 more comments on the Y, and then I will ask to reintroduce the X topic."
3. Shift to a different line of thought for the next few minutes.
4. If necessary ask the group what to focus on next.
• "Then if necessary, we can take stock to decide what's most important to focus on at that point."

Sequencing is not effective for managing more than two topic areas.

Calling for Responses

It is a method for preserving the focus of the discussion while encouraging participation from new speakers.

• "Does anyone have a reaction to what N just said?"
• "Does anyone have a question for the people who just spoke?"

Calling for responses is often perceived as neutral by the participants as long the facilitator is not in favor of one particular opinion.

Deliberate Refocusing

This is a directive method perceived as such by the participants. The best way to use it is to frame it as if it is a question.

• "For the past N minutes, you have been talking about topic X. But some of you indicated you wanted the group to discuss topic Y too, is it now a good time to switch?"
• "A while ago Jimmy raised the issue and no one responded. Before we lose that thought altogether, I just want to check, does anyone have a comment for Jimmy?"

Tracking

Valuable method to use when a discussion is at its most competitive and its most unruly, when people are least likely to listen to each other, or when everyone is intended to push individual agendas.

1. Say to the group "I think we are discussing several issues at the same time, here they are..."
2. Name each line of thought you are able to identify.
3. Complete the list by asking the group "Have I captured all the themes?"
4. Summarize: "Okay, you have N threads, each important to someone"
5. Decide how to continue "Before another round, would you like to organize a sequence for focusing on the issues?"

Asking for Themes

The issues are identified by the group members rather than by the facilitator.

1. Say to the group"You are discussing several issues all at the same time"
2. Ask: "Can we pause a moment and list all the themes being discussed?"
3. Record the themes as they are listed.
4. When the list is complete say: "It's easier now to see the range of ways you are thinking about the subject, If necessary we can step back and prioritize topics. For the moment let's resume the discussion, who wants to talk?"

Framing

Gently step back from the content and remind the group of the purpose of the conversation.

1. Begin by pointing out that several sub-conversations are underway.
2. Say, "Let's remember how the discussion began"
3. Restate the discussion's original purpose: "Originally we discussed X. The conversation has gone in different directions. Some might need to be persuaded it right now and maybe others can be deferred, which do you think are relevant?"
4. Continue as if you had Asked for Themes (see above).

Switching from Open Discussion to Different Format

When a discussion becomes tedious and people appear to be restless or bored, the wisest choice might be to end the Open Discussion and switch to another format.

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OpenSpace Technology with a Twist

OpenSpace Technology

Invented by Harrison Owen in 1985, OpenSpace Technology (OST) is an event format used in meetings of 5 to 2,000 people where the participants create the agenda for themselves and facilitators lead and record the resulting discussions.

• To tackle a large number of the most important/difficult issues facing a large group of people.
• Complexity (hard problems to solve)
• Diversity (lots of different types of people needed)
• Conflict (people really care about the issue)
• Urgency (it has to be fixed as soon as possible)
• To achieve shared ownership of not only the outcomes but also the process and the event itself.

Outcomes

• All the most important issues to those attending are included in the agenda.
• All the issues raised and worked on are addressed by the participants best capable of getting something done about them. 
• All the most important ideas, recommendations, discussions, and next steps are documented in a resulting report.
• When the purpose requires, and time allows for it, the group can prioritize the issues addressed in the report. 
• When the purpose requires, and time allows for it, the group can draft action plans for the highest priority issues.

When not to use OST

• When the problems aren’t complex enough. Easy-to-solve problems rarely invoke enough passion in participants and when you have large numbers of people not caring enough your event can fall flat.
• When management has decided (or is close to deciding) the way forward. Almost anything can come out of an OpenSpace session and leadership must be willing to embrace whatever happens otherwise participants will feel their time has been wasted.
• When the organization has a top-down autocratic culture. OpenSpace is extremely democratic by nature but for it to work well the participants need to feel their views are being taken seriously.

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Governance Meetings in Holacracy

The focus of this meeting is to modify the structure of the circle. In a Governance meeting, you can:

• Create, remove, or modify the roles of the circle.
• Create, remove, or modify the policies of the circle.
• Elect people to the elected core roles of the circle (Facilitator, Secretary, and Circle Rep).

1. Check-In Round

The Facilitator invites participants, one at a time, to share a check-in to call out distractions and get present. No discussion.

2. Build Agenda

Participants build the agenda of tensions to process, using one or two words per item as a reminder for the agenda item owner.

3. Process Agenda Items

Use the Integrative Decision-Making (IDM) process for each agenda item.

• Presents the proposal.
• The proposer states their proposal, optionally sharing their tension.
• Others can help if the proposer asks, but only to craft an initial proposal, not improve it or reach a consensus.
• Clarifying Questions.
• Anyone may ask the proposer questions to better understand the proposal, but not to try to influence it. 
• No discussion. No reactions. 
• The proposer can respond “Not specified” to any question.
• Reaction Round.
• The Facilitator asks each participant (except for the proposer) for a reaction, one at a time. 
• No discussion. Reactions are directed to the space, not to individuals.
• Option to Clarify.
• The proposer may clarify the intent or amend the proposal, but they have no obligation to do so. 
• No one else may speak, not even to help.
• Objection Round.
• The Facilitator asks each participant (including the proposer):
• "Do you see any reason why adopting this proposal causes harm, objection, or no objection?" 
• Each objection is stated without discussion. 
• The Facilitator may test objections.

• Integration
• Integrate one objection at a time. 
• The goal is an amended proposal that removes the objection and addresses the proposer’s tension. 
• Anyone can participate, but the focus should be on the proposer and the objector.
• Start with the objector, but allow contributions from anyone. 
• Ask the objector: "What can be added or changed to remove that issue?"
• Don’t wait for consensus. With each idea:
• Ask the objector, "Would this resolve your objection?" If the answer is "Yes," then ask the proposer, "Would this still address your tension?"
• After all the objections are integrated, repeat the Objection Round.

4. Closing Round

The Facilitator invites each participant, one at a time, to share a closing reflection. No discussion.

Reference

• Holacracy Governance Meetings
• Holacracy Governance Meetings Reference Card Facilitator (pdf)
• Holacracy: The New Management System for a Rapidly Changing World

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Tactical Meeting in Holacracy

Tactical meetings are focused on a team’s operational work. They are fast-paced forums to synchronize team members for the week and their purpose is to triage issues that have come up recently and remove obstacles so that the work can move forward. 

Anything that can be done in a tactical meeting can also be done outside of it. Tactical meetings are a convenient opportunity for all circle members to come together to sync up on operational work. But waiting for a tactical meeting should never become a barrier to moving operational work forward.

The formal outputs of tactical meetings are accepted projects and actions. The Secretary works with the Facilitator to capture this information (and nothing else!) as requests are made and circle members agree to take on projects and actions.

• Projects: Specific outcomes that require multiple and/or sequential actions to complete. Projects are phrased in the past tense as in, “Budget report completed.”
• Actions: A concrete step that could be taken immediately toward the completion of a project.

1. Check-in Round

Notice what's got your attention, call it out, and let it go.

• Sacred space: no cross-talk.
• Get present: here and now.

2. Checklist Review

Bring transparency to recurring actions.

• The facilitator reads a checklist of recurring actions by role. 
• Participants respond: "check" or "not check".

3. Metrics Review

Build a picture of the current reality.

• Each role-assigned metric reports on it briefly, highlighting the latest data.

4. Progress Updates

Report updates to key projects of the circle.

• The facilitator reads each project on the circle's project board and asks:
•  "Any update?"
• The project owner either responds with "no updates" or shares what has changed since the last meeting.
• Questions are allowed but not discussion.

5. Agenda Building

Build an agenda with placeholder headlines.

• Build agenda of tensions to process
• One or two words per item, no discussion.

6. Triage Issues

Get through all agenda items in the allotted time. To resolve each agenda item:

• The facilitator asks: "What do you need?", typically:
• Request for Someone to Get Something Done.
• Ask "What role would you like to request that from?". If unknown, ask others for help and/or ask the Secretary to pull up governance to investigate. 
• Ask the recipient of the request, "Would it serve your role's purpose or  accountabilities to take that action or work towards that outcome?"
• Watch for implicit expectations. If the request doesn't fit any role's purpose or accountabilities, ask "Is this something you'd like to expect on an ongoing basis?"
• Request Data or Opinions from Others.
• Encourage the agenda item owner to engage others directly.
• Watch for a shift from surfacing information to seeking approval. Ask, "What role has authority to make a decision here?" or, "Is this a pattern to address in  governance?"
• Request Others' Attention (i.e., Make an Announcement).
• Check, "Did you get what you needed?" or clarify, "Do you want to make space for questions or reactions?" before allowing responses.
• Watch for anything other than sharing information (e.g., an implicit request).
• Request an Ongoing Expectation. 
• Option A: Governance Tension.
• If the new expectation is directly about the roles and policies of the circle, then explain that those expectations can only be defined in governance. Then ask, "Would you like a reminder to bring this into the governance process?" Also  ask, “Until then, is there anything operationally that needs to be done?”
• Option B: Relational Tension.
• If the new expectation is about one’s general function as a partner (i.e., would apply regardless of role), then ask, "Would you like to request a new relational agreement?"
• The secretary captures any next action or projects requested and accepted.
• The facilitator asks: "Did you get what you need?"

7. Closing Round

Harvest learning from the meeting.

• Each person can share closing reflections about the meeting. No discussion.

Visual Management System

Another key effective operation in Holocracy is the creation of a shared space where projects, checklists, and relevant metrics can be displayed and easily reviewed.

Tips For Facilitation

• If analysis or discussion feels overdone, ask:
• "What next-actions are needed here?"
• "So, what do you need? (to the agenda item-owner)" 
• If people are seeking consensus or buy-in, ask:
• "What role has the authority to make a decision here?"
• "Do we need to clarify authorities in governance?"
• If leaders are referenced by name:
• "What role are you engaging here?"
• If a border or recurring pattern needs to change, ask:
• "Is this a pattern to address in governance?"
• If someone is trying to see a new expectation, ask:
• "Is that something you'd like to expect on an ongoing basis?, if so, Whould you like an action to bring that to governance?"

References

• Holacracy Tactical Meetings
• Holacracy Tactical Meetings Reference Card Facilitator (pdf)
• Holacracy: The New Management System for a Rapidly Changing World

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Generative Decision Making Process

A consent-based decision-making process built on the integrated decision-making method of Holocracy.

1. Ripeness

Is the time ripe for the decision? Is the context clear? Is there information needed to be gathered?

• "I am going to put the timer on for 10 minutes while you explore the topic in question"
• Listen deeply and when you sense that there is a possible proposal the time is ripe.

2. Proposal Version 1

Invite the group to volunteer to create a proposal.

• "Would someone like to make an initial proposal?"
• Help the proposer name the proposal.
• The proposal is written for all to see not just the proposer.
• Avoid letting the proposal spread into multiple proposals.

3. Clarifications

Opportunity to ask the proposer questions. 

• The proposer has two options:
• They provide the answer or
• They say "Not specified" if the answer is unknown.
• If someone is speaking without having a question:
• Remind them it is a question period.
• Avoid letting the proposer speak about anything other than giving a direct answer (keep it right).

4. Reactions

Give each person (except the proposer) the opportunity to express to the group their reaction to the proposal.

• Everyone's voice and perspective need to be heard.
• The proposer listens deeply and makes notes.
• Afterward, the proposer will craft a new version of the proposal.
• Make sure that the reaction is not about the proposer but about the proposal itself - step in if necessary.

5. Proposal Version 2

The proposer formulates a new version of the proposal in light of all that has been said.

• Have the proposer write the new version and make sure it is visible to all:
• Read it out loud.
• If the proposer wants to stay with the original proposal:
• Remind them they can.
• If you sense the proposer needs support in formulating the second version: 
• Remind them they can ask for help.

6. Objections

Ask for objections. An objection needs to express a risk or a backward movement for the organization or initiative.

• Listen to the objection and decide if it is valid or not.
• Sometimes people might express personal concerns that are not in fact organizational risks. You need to differentiate between the two.
• If you are not sure, you may ask the group to help.
• If it is valid:
• Ask the proposer to integrate it into a new version of the proposal. 
• Repeat the objection round.

7. Visual Confirmations

Have everyone visually confirm that they can live with this decision by raising their thumbs. This is a way of allowing all to see that everyone is fully on board with the decision.

• If there is a concern that has not been raised, it will show up because a person will be unable to raise their thumb. This can happen when:
• The person is struggling to find the words to express an idea that is important to them or
• The person is disengaging from the process.
• The concern needs to be addressed.
• The group needs to return to the part of the process that was not fully addressed.

Fast-tracking

It is good to have a cultural cue as visual confirmation that a proposal may be fast-tracked.

• Someone makes a proposal, and you can just do a quick check-in right away to see if everyone can live with it.

References

• Going Horizontal: Creating a Non-Hierarchical Organization, One Practice at a Time

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How to Say No

Saying no is hard. We don’t want to disappoint or let people down. And yet, you can’t say yes to everything. You can say no and still sound like a responsible, easy-to-work-with, accommodating professional.

Step by Step

1. Acknowledge the request by getting back to the requestor within 24 hours.
• "Thank you for asking to..."
2. Give yourself time to think about and respond to requests.
3. Negotiate requests to your and the requestor’s satisfaction.
• Option One: Simply say no.
• Option Two: Agree and negotiate the time frame.
• Option Three: Say no to the request but say what you can do.
4. Agree on what you can and are willing to do.
5. Keep your commitments.

Covered Scenarios

• How to say no.

References

• How to Say No

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How to Respond to Negative Feedback

No matter what a person’s role in your life – your boss, a peer, an external customer, or even a spouse – it takes courage to give you feedback. When a conversation requires courage, the speaker's emotions are heightened. If the feedback recipient’s emotions rise in response to the feedback, conversations escalate. This is how arguments start. If you want to put the other person at ease and get more feedback in the future, do the opposite of what people are expecting. 

Rather than getting even the slightest bit defensive, do the opposite. Say, "Thank you for the feedback. I'm sorry you had that experience. I'm going to think about what you've said and may come back to you to talk more" Then walk away.

Step by Step

1. Ask for feedback.
2. Be specific about the type of feedback you want.
3. Tell the person from whom you're asking for feedback when and where she can observe you in action. 
• "I really want your feedback on the pace of the new-hire-orientation program. Will you call into the first hour next Wednesday at 9:00 a.m. and tell me what you think of the pace and why?" This request tells the person specifically what you want and demonstrates you’re serious about wanting feedback.
4. When you receive feedback, say, "Thank you for telling me. I'm going to think about what you've said and may come back to you in a few days to talk more"
5. Don’t respond to negative feedback immediately. 
• Walk away instead of responding.
6. If you'd like more information or want to tell the person you disagree with what they said, wait until you’re calm to have that conversation. 
• That can be minutes or a few days later.
7. You can express a counterpoint of view, just don’t do it immediately after receiving feedback. Anything you say at the moment will likely sound defensive.
   

Covered Scenarios

• How to respond to criticism.
• How to receive unsolicited feedback.
• How to ask for feedback.

References

• How to Respond to a Negative Feedback
• Book How to Say Anything to Anyone: A Guide to Building Business Relationships That Really Work

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How to Manage to Unsolicited Feedback

1. Receiving Unsolicited Feedback

Unsolicited feedback at best feels like someone is trying to help, at worst it feels like criticism. If you find yourself receiving unsolicited advice, you don’t have to smile politely and take it. It’s ok to put an end to feedback and advice.

How to Respond

• Simply smile, and tell the person:
• "I appreciate you caring enough to give me that advice, and I'm not looking for advice on that topic at this time"
• And then smile again. 
• Smiling softens most messages. Say nothing more. Most people will stop talking.
• If the person continues giving you advice, simply say the same thing again.
• "Thank you for caring enough about me to share that with me. I really appreciate your concern. And I'm not looking for advice on that at this time"
•  If the person keeps talking, just say:
• "I'm going to get a drink", Then get up and go get a drink.

How to Prevent It

Most difficult conversations are preventable. And preventing a difficult conversation is always easier than having one. If stopping unsolicited feedback feels uncomfortable, prevent it. 

• Tell people before you see them, "I don't want to talk about _____________ (fill in the blank) Please don't bring it up over Thanksgiving"
• You can soften that request any way you like.

2. Giving Unsolicited Feedback

If you really want to give unsolicited advice, ask for permission and make sure you get a true "yes" before speaking up. If you extend the invitation to talk, the other person has to be able to say no. An invitation is only an invitation if "no" is an acceptable answer. You can't ask if the person wants your input and then keep talking if he verbally or physically said no.

How to Give Advice

• Here are some ideas on how to introduce the advice and ask for permission before giving it:
• "I noticed we're getting behind on the XYZ project. I have a couple of ideas about what we can do. Would you be interested in talking about them?" 
• "That Monday meeting is rough. I feel for you. I used to run meetings like that. Would you be interested in talking about some meeting management strategies? I’d be happy to share what I’ve learned"
• After you offer to talk (aka, give your opinion), listen and watch the response you get. 
• Do the person's words and body language portray a true "yes, I’d like your opinion" or what seems like an "I know I'm supposed to say yes, but I’m really not interested" reply?
• If you’re likely just giving unwanted advice that won't be heard. Then let it go.
• If the person appears generally interested and open, proceed.

Covered Scenarios

• How to receive feedback.
• How to receive unsolicited feedback.
• How to respond to criticism.
• How to give proactively feedback. 

References

• Managing Unsolicited Advice – It's OK to say "No, Thank You"
• Giving Feedback – Don't Give Unsolicited Advice

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The Gamestorming Toolbox

What is Gamestorming?

Gamestorming is a set of co-creation tools used by innovators around the world. This book includes more than 80 games to help you break down barriers, communicate better, and generate new ideas, insights, and strategies. 

• Overcome conflict and increase engagement with team-oriented games
• Improve collaboration and communication in cross-disciplinary teams with visual-thinking techniques
• Improve understanding by the role-playing customer and user experiences
• Generate better ideas and more of them, faster than ever before
• Shorten meetings and make them more productive
• Simulate and explore complex systems, interactions, and dynamics
• Identify a problem's root cause, and find the paths that point toward a solution

General

• Core Games
• Facilitator resources
• Uncategorized
• Various

Opening

• Games for opening
• Icebreakers

Exploring

• Games for any meeting
• Games for decision-making
• Games for design
• Games for fresh thinking and ideas
• Games for innovating
• Games for planning
• Games for presenting
• Games for problem-solving
• Games for team-building and alignment
• Games for update or review meetings

Closing

• Games for closing

Resources

• SessionLab.com - Gamestorming

References

• Home - Gamestorming
• Amazon.com: Gamestorming: A Playbook for Innovators, Rulebreakers, and Changemakers

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The Liberating Structures

Here is a summary of the 33 Liberating Structures, you are encouraged to open the link to fully understand how to set it up right and get the real benefit. 

List of Structures

1. 1-2-4-All. Engage Everyone Simultaneously in Generating Questions, Ideas, and Suggestions (12 min.)
• What is made possible?
• Generate better ideas and more of them faster than ever before. 
• Tap the know-how and imagination that is distributed widely in places not known in advance. Open, the generative conversation unfolds. Ideas and solutions are sifted in a rapid fashion. 
• Structuring Invitation. 
• Ask a question in response to the presentation of an issue, or about a problem to resolve or a proposal put forward (e.g., What opportunities do YOU see for making progress on this challenge? How would you handle this situation? What ideas or actions do you recommend?)
2. Impromptu Networking. Rapidly Share Challenges and Expectations, Build New Connections (20 min.)
• What is made possible?
• Tap a deep well of curiosity and talent by helping a group focus attention on problems they want to solve. 
• A productive pattern of engagement is established if used at the beginning of a working session. 
• Structuring Invitation. 
• Ask, “What big challenge do you bring to this gathering? What do you hope to get from and give this group or community?”
3. Nine Whys. Make the Purpose of Your Work Together Clear (20 min.)
• What is made possible?
• Clarify for individuals and a group what is essentially in their work. 
• Reveal when a compelling purpose is missing.
• Avoid moving forward without clarity. 
• Discover an unambiguous shared purpose. 
• Structuring Invitation. 
• Ask, “What do you do when working on ______ (the subject matter or challenge at hand)? Please make a short list of activities.” Then ask, “Why is that important to you?” Keep asking, “Why? Why? Why?” up to nine times or until participants can go no deeper because they have reached the fundamental purpose of this work.
4. Wicked Questions. Articulate the Paradoxical Challenges That a Group Must Confront to Succeed (25 min.)
• What is made possible?
• Diminishing "yes, but…" and "either-or" thinking. 
• Revealing entangled challenges and possibilities that are not intuitively obvious. 
• Expose safely the tension.
• Structuring Invitation. 
• Ask, “What opposing-yet-complementary strategies do we need to pursue simultaneously in order to be successful?”
5. Appreciative Interviews (AI). Discovering and Building on the Root Causes of Success (1 hr.)
• What is made possible?
• Generate the list of conditions that are essential for its success. 
• Search for what works now and by uncovering the root causes that make success possible. 
• Stories from the field offer social proof of local solutions, promising prototypes, and spread innovations while providing data for recognizing success patterns. 
• Structuring Invitation. 
• Ask, “Please tell a story about a time when you worked on a challenge with others and you are proud of what you accomplished. What is the story and what made the success possible? Pair up preferably with someone you don’t know well.”
6. Making Space with TRIZ. Stop Counterproductive Activities and Behaviors to Make Space for Innovation  (35 min.)
• What is made possible?
• Helping a group let go of what it knows (but rarely admits) limits its success by inviting creative destruction. 
• TRIZ makes it possible to challenge sacred cows safely and encourages heretical thinking. The question “What must we stop doing to make progress on our deepest purpose?” induces seriously fun yet very courageous conversations. 
• Since laughter often erupts, issues that are otherwise taboo get a chance to be aired and confronted. With creative destruction come opportunities for renewal as local action and innovation rush in to fill the vacuum. Whoosh!
• Structuring Invitation. In this three-step process, ask:
1. “Make a list of all you can do to make sure that you achieve the worst result imaginable with respect to your top strategy or objective.”
2. “Go down this list item by item and ask yourselves, ‘Is there anything that we are currently doing that in any way, shape, or form resembles this item?’ Be brutally honest to make a second list of all your counterproductive activities/programs/procedures.”
3. “Go through the items on your second list and decide what first steps will help you stop what you know creates undesirable results?”
7. 15% Solution. Discover and Focus on What Each Person Has the Freedom and Resources to Do Now (20 min.)
• What is made possible? 
• They get individuals and the group to focus on what is within their discretion instead of what they cannot change. 
• With a very simple question, you can flip the conversation to what can be done and find solutions to big problems that are often distributed widely in places not known in advance. 
• Shifting a few grains of sand may trigger a landslide and change the whole landscape.
• Structuring Invitation. 
• In connection with their personal challenge or their group’s challenge, ask, “What is your 15 percent? Where do you have discretion and freedom to act? What can you do without more resources or authority?”
8. Troika Consulting. Get Practical and Imaginative Help from Colleagues Immediately (30 min.)
• What is made possible? 
• Peer-to-peer coaching helps with discovering everyday solutions, revealing patterns, and refining prototypes.
• Structuring Invitation. 
• Invite the group to explore the questions “What is your challenge?” and “What kind of help do you need?”
9. What, So What, Now What? W³. Together, Look Back on Progress to Date and Decide What Adjustments Are Needed (45 min.)
• What is made possible? 
• Help groups reflect on a shared experience in a way that builds understanding and spurs coordinated action while avoiding unproductive conflict. 
• It is possible for every voice to be heard while simultaneously sifting for insights and shaping new directions. 
• Progressing in stages makes this practical — from collecting facts about What Happened to make sense of these facts with So What and finally to what actions logically follow with Now What. The shared progression eliminates most of the misunderstandings that otherwise fuel disagreements about what to do.
• Structuring Invitation. 
• After a shared experience, ask, “WHAT? What happened? What did you notice, what facts or observations stood out?” Then, after all the salient observations have been collected, ask, “SO WHAT? Why is that important? What patterns or conclusions are emerging? What hypotheses can you make?” Then, after the sense-making is over, ask, “NOW WHAT? What actions make sense?”
10. Discovery & Action Dialogue (DAD). Discover, Invent, and Unleash Local Solutions to Chronic Problems (25-70 min.)
• What is possible?. 
• Discover practices and behaviors that enable some individuals (without access to special resources and facing the same constraints) to find better solutions than their peers to common problems. These are called positive deviant (PD) behaviors and practices. 
• Discover by themselves these PD practices. 
• Create favorable conditions for stimulating participants’ creativity in spaces where they can feel safe to invent new and more effective practices. 
• Structuring Invitation. Invite people to uncover tacit or latent solutions to a shared challenge that are hidden among people in their working group, unit, or community. Ask anybody interested in solving the problem to join a small group and participate in a DAD. In the group, ask seven progressive questions:
1. How do you know when problem X is present?
2. How do you contribute effectively to solving problem X?
3. What prevents you from doing this or taking these actions all the time?
4. Do you know anybody who is able to frequently solve problem X and overcome barriers? What behaviors or practices made their success possible?
5. Do you have any ideas?
6. What needs to be done to make it happen? Any volunteers?
7. Who else needs to be involved?
11. Shift & Share. Spread Good Ideas and Make Informal Connections with Innovators (90 min.)
• What is possible?. 
• Share several innovations or useful programs that may lie hidden within a group, organization, or community. 
• Gets rid of long large-group presentations and replaces them with several concise descriptions made simultaneously to multiple small groups. 
• A few individuals set up “stations” where they share in ten minutes the essence of their innovations that may be of value to others. 
• Innovators learn from repetition, and groups can easily spot opportunities for creative mash-ups of ideas.
• Structuring Invitation. 
• Invite participants to visit several innovators who will share something new or innovative they are doing that may be of value to them.
12. 25/10 Crowd Sourcing. Generate and Sift a Group’s Most Powerful Actionable Ideas (30 min.)
1. What is possible?. 
• Help a large crowd generate and sort their bold ideas for action. 
• Spread innovations “out and up” as everyone notices the patterns in what emerges. 
• A valid way to generate an uncensored set of bold ideas and then tap the wisdom of the whole group to identify the top ten.
2. Structuring Invitation. 
• Invite participants to think big and bold and discover the most attractive of their ideas together by asking, “If you were ten times bolder, what big idea would you recommend? What first step would you take to get started?”
13. Wise Crowds. Tap the Wisdom of the Whole Group in Rapid Cycles (15 min. per person)
1. What is possible?. 
• Engage a small or large group of people in helping one another. 
• You can set up a Wise Crowds consultation with one small group of four or five people or with many small groups simultaneously or, during a larger gathering, with a group as big as one hundred or more people. 
• Individuals, referred to as “clients,” can ask for help and get it in a short time from all the other group members. 
• Each individual consultation taps the expertise and inventiveness of everyone in the group simultaneously. 
• Individuals gain more clarity and increase their capacity for self-correction and self-understanding. 
• It develops people’s ability to ask for help.
2. Structuring Invitation. 
• Ask each participant when his or her turn comes to be the “client” to briefly describe his or her challenge and ask others for help.
• Ask the other participants to act as a group of “consultants” whose task is to help the “client” clarify his or her challenge and to offer advice or recommendations.
14. Min Specs. Specify Only the Absolute “Must dos” and “Must not dos” for Achieving a Purpose (35-50 min.)
1. What is possible?. 
• By specifying only the minimum number of simple rules, the Min Specs that must ABSOLUTELY be respected, you can unleash a group to innovate freely. Enabling constraints: they detail only must dos and must not dos. 
• You will eliminate the clutter of nonessential rules, the Max Specs that get in the way of innovation. 
• Often two to five Min Specs are sufficient to boost performance by adding more freedom AND more responsibility to the group’s understanding of what it must do to make progress. 
2. Structuring Invitation. 
• In the context of a challenging activity, a new initiative, or a strategic bottleneck, invite the participants to first generate the entire list of all the do’s and don’ts that they should pay attention to in order to achieve a successful outcome. This is the list of maximum specifications (Max Specs).
• After the list of Max Specs has been developed, ask the participants to reduce it to the absolute minimum needed to achieve their purpose. Invite them to sift through the list one item at a time and eliminate every rule that gets a positive answer to the question, “If we broke or ignored this rule, could we still achieve our purpose?”
15. Improv Prototyping. Develop Effective Solutions to Chronic Challenges (20 min. per round)
• What is possible?. 
• Tapping three levels of knowledge simultaneously: (1) explicit knowledge shared by participants; (2) tacit knowledge discovered through observing each other’s performance; and (3) latent knowledge, i.e., new ideas that emerge and are jointly developed. 
• A diverse mix of people is invited to dramatize simple elements that work to solve a problem. 
• Innovations represented in the Improv sketches are assembled incrementally from pieces or chunks that can be used separately or together. It is a playful way to get very serious work done!
• Structuring Invitation. 
• Invite participants to identify a frustrating chronic challenge in their work, then playfully experiment, invent, and discover better ways to address the challenge by acting out the situation and possible solutions.
16. Helping Heuristics. Practice Progressive Methods for Helping Others, Receiving Help and Asking for Help (15 min.)
1. What is possible?. 
• Gain insight into their own pattern of interaction and habits. 
• Experience how they can choose to change how they work with others by using a progression of practical methods. 
• Help people identify what is important when entering a new situation.
• Develop deeper insight into their own interaction patterns and make smarter decisions quickly. 
2. Structuring Invitation. 
• Invite participants to view all human interactions as offers that are either accepted or blocked (e.g., Improv artists are trained to accept all offers)
• Ask them to act, react, or observe four patterns of interaction
• Invite them to reflect on their patterns as well as to consider shifting how they ask, offer, and receive help
17. Conversation Café. Engage Everyone in Making Sense of Profound Challenges (35-60 min.)
1. What is possible?. 
• TBD
2. Structuring Invitation. 
• TBD
18. User Experience Fishbowl.  Share Know-How Gained from Experience with a Larger Community (35-70 min.)
1. What is possible?. 
• TBD
2. Structuring Invitation. 
• TBD
19. Heard, Seen, Respected (HSR) Practice Deeper Listening and Empathy with Colleagues (35 min.)
1. What is possible?. 
• TBD
2. Structuring Invitation. 
• TBD
20. Drawing Together. Reveal Insights and Paths Forward Through Nonverbal Expression (40 min.)
1. What is possible?. 
• TBD
2. Structuring Invitation. 
• TBD
21. Design StoryBoards – Basic. Define Step-by-Step Elements for Bringing Meetings to Productive Endpoints (25-70 min.)
1. What is possible?. 
• TBD
2. Structuring Invitation. 
• TBD
22. Celebrity Interview. Reconnect the Experience of Leaders and Experts with People Closest to the Challenge at Hand (35-60 min.)
1. What is possible?. 
• TBD
2. Structuring Invitation. 
• TBD
23. Social Network Webbing. Map Informal Connections and Decide How to Strengthen the Network to Achieve a Purpose (60 min.)
1. What is possible?. 
• TBD
2. Structuring Invitation. 
• TBD
24. “What I Need From You” (WINFY). Surface Essential Needs Across Functions and Accept or Reject Requests for Support (55-70 min.)
1. What is possible?. 
• TBD
2. Structuring Invitation. 
• TBD
25. Open Space Technology. Liberate Inherent Action and Leadership in Groups of Any Size (90 min. and up to 3 days)
1. What is possible?. 
• TBD
2. Structuring Invitation. 
• TBD
26. Generative Relationships STAR. Reveal Relationship Patterns That Create Surprising Value or Dysfunctions (25 min.)
1. What is possible?. 
• TBD
2. Structuring Invitation. 
• TBD
27. Agreement-&-Certainty Matrix. Sort Challenges into Simple, Complicated, Complex, and Chaotic Domains (45 min.)
1. What is possible?. 
• TBD
2. Structuring Invitation. 
• TBD
28. Simple Ethnography. Observe and Record Actual Behaviors of Users in the Field (75 min. to 7 hrs.)
• What is possible?. 
• TBD
• Structuring Invitation. 
• TBD
29. Integrated~Autonomy. Move from Either-or to Robust Both-and Solutions (80 min.)
• What is possible?. 
• TBD
• Structuring Invitation. 
• TBD
30. Critical Uncertainties. Develop Strategies for Operating in a Range of Plausible Yet Unpredictable Futures (100 min.)
• What is possible?. 
• TBD
• Structuring Invitation. 
• TBD
31. Ecocycle Planning. Analyze the Full Portfolio of Activities and Relationships to Identify Obstacles and Opportunities for Progress (95 min.)
• What is possible?. 
• TBD
• Structuring Invitation. 
• TBD
32. Panarchy. Understand How Embedded Systems Interact, Evolve, Spread Innovation and Transform (2 hrs.)
• What is possible?. 
• TBD
• Structuring Invitation. 
• TBD
33. Purpose-To-Practice (P2P). Design the Five Essential Elements for a Resilient and Enduring Initiative (2 hrs.)
• What is possible?. 
• TBD
• Structuring Invitation. 
• TBD

How to Start

• If you are new to LS, we recommend that you start practicing with the simplest (e.g., 1-2-4-All, Impromptu Networking), starting from the top left and moving to the most intricate at the bottom right (Panarchy, Purpose-To-Practice). 
• The more intricate methods use many of the simpler LS as building blocks.

Principles

• Include and Unleash Everyone.
• Practice Deep Respect for People and Local Solutions.
• Build Trust As You Go.
• Learn by Failing Forward.
• Practice Self-Discovery Within a Group.
• Amplify Freedom AND Responsibility.
• Emphasize Possibilities: Believe Before You See.
• Invite Creative Destruction To Enable Innovation.
• Engage In Seriously-Playful Curiosity.
• Never Start Without a Clear Purpose.

Resources

• SessionLab.com - Liberating Structures

References

• Liberating Structures - Liberating Structures Menu
• LS menu V 2.2 4-19-13.doc (sqspcdn.com)

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How to Ask for Help

"Mark Goulston in his breakthrough new book Talking to Crazy, brings his communication magic to the most difficult group of all - the downright irrational" - Amazon.com

Step by Step

• Strategy 1. When you know you are wrong.
• Admit you are wrong.
• Then ask, "What do you want me to do?"
• Strategy 2. When you don't know what move to make:
• "If I say or do something, it will make things worst. If I don't say or do anything, it will make things worse. Given that I have very little confidence in what to do now, I need you to tell me what you need me to say or do to make the situation better for you. What would it take to make this right?"
• Strategy 3. When you know you will need to say "no" to an unrealistic request.
• "I have to say "no" to what you want, and I'm preparing myself for your reaction. I don't have any idea what your reaction might be. So I'm in your hand. Would you help me?"

Scenarios Covered

• What to do when you are wrong.
• How to ask for help.
• How to ask for difficult help.
• What to do when you have no options.

Related Posts

• How to Apologize

References

• Talking to "Crazy". How to deal with Irrational and Impulsive People ... (Amazon.com)

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How to Respond an Attack

 "Mark Goulston in his breakthrough new book Talking to Crazy, brings his communication magic to the most difficult group of all - the downright irrational" - Amazon.com

Step by Step

1. Calmly Pause

• Pause before responding.
• Drink a glass of water or go to the bathroom.
• Be mindful by using one or more of the following strategies
• Strategy 1. Reframing an attack as an opportunity.
• Repeat in silence the phrase: "Opportunity to poise".
• Pause, do nothing, and repeat to yourself: "Opportunity for poise".
• Breathe and repeat: "Opportunity for poise."
• Strategy 2. Picturing your mentors.
• Think of two or more people who have loved and supported you.
• Think about the reasons why you are grateful to those people.
• Mentally thank your mentors.
• Strategy 3. Eight steps pause (in your mind).
• Physical Awareness. 
• "Right now, I am physically feeling ___."
• Emotional Awareness. 
• "And now I'm feeling ___." 
• Impulse awareness. 
• "My feelings make me want to ___."
• Consequences awareness.
• "If I respond this way, what's is likely to happen is ___"
• Insight awareness.
• "Now that I'm a little calmer, I can see that I might be overreacting or taking the situation too personally in this way ___"
• Solution awareness.
• "A better thing to do would be ___"
• Benefit awareness.
• "If I try that better strategy, the benefits will be ___"
• Let's go awareness.
• "Now that I did the first seven steps, what I'm going to do is ___"

2. Start the Conversation

• Look at the eyes of the other person and say in a puzzle but not angry mode:
• "Whoa, What was that about?".
• If they may continue the attack. Let them go, then say:
• "Yeah, and that too. What was that about?"
• Let the other person go off again, then say:
• "I can't say I like your tone or style but just so I don't miss the point you are making - what is exactly what you'd like me to get from this" or say:
• "Not the best delivery on your part - but going forward in your mind's eye, what exactly do you want me to start doing, and what do you want me to stop doing, so we do not have this conversation again?"

Covered Scenarios

• How to receive feedback.
• How to receive difficult feedback.
• How to respond to an attack.
• How to respond to unsolicited feedback.
• How to calm down.
• How to gain control.

References

• Talking to "Crazy". How to deal with Irrational and Impulsive People

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The DISA System

"The Surrounded by Idiots Book (Thomas Erikson) offers a simple, yet ground-breaking method for assessing the personalities of people we communicate with within and out of the office – based on four personality types (Red, Blue, Green, and Yellow), and provides insights into how we can adjust the way we speak and share information" - Amazon.com

In the real world, only 5% of people have only one color that dominates their behavior, and over 80% have a combination of two colors along whose spectrum their behaviors can be described. The rest—15%—are dominated by three colors.

The most common behavior among people is Green in combination with another color (or even entirely Green behavior). The least common is entirely Red behavior or Red behavior in combination with one other color.

• Blue/Green and Red/Yellow, are the best combination. Because in the real world, most people are dominated by two colors.
• Blues/Reds, as well as Greens/Yellows, are complementary types: grouping people like that makes invincible teams (as well as long-lasting friendships and marriages)
• Reds/Greens fail to work as a team, and, due to mutual disliking, are better off grouped otherwise.
• Yellow/Blue is the worst combination: you don’t want them in the same room, whether as workers, friends, or lovers.

The Reds

Reds are quick and more than happy to take command if needed. They make things happen. However, when they get going, they become control freaks and can be hopeless to deal with. And they repeatedly trample on people’s toes.

• In a few traits: 
• quick reaction, maximum effort to control, minimal interest for caution in relationships, direct action, and tendency to avoid involvement.
• Adjectives that describe them: 
• aggressive, ambitious, strong-willed, goal-oriented, pushing, problem-solver, pioneer, decisive, innovator, impatient, controlling, convincing, performance-oriented, powerful, results-oriented, initiator, speed, timekeeper, intense opinionated, straightforward, independent.
• How they perceive themselves: 
• driven, decisive, prompt, persuasive, resolute, competitive, determined, strong-willed, ambitious, independent, time-conscious, and results-oriented.
• Body language: 
• They keep their distance from others, have powerful handshakes, lean forward aggressively, use direct eye contact and controlling gestures
• How to talk to them: 
• With Reds you have to be sincere, direct, and argumentative; they hate beating around the bush and are less receptive if you use euphemisms; however, they will use any weakness in your argument against you, so stay strong and firm with them.
• What annoys them: 
• Reds hate unchallenging and mundane tasks more than they hate Death itself, so if you want them on your team, give them something difficult to do (and, also, a team to command)

The Yellows

Yellows can be amusing, and creative, and elevate the mood regardless of who they’re with. However, when they are given unlimited space, they will consume all the oxygen in the room, they won’t allow anyone into a conversation, and their stories will reflect reality less and less.

• In a few traits: 
• rapid reaction, maximum effort to involve, minimal interest in routine, future time frame, impulsive action, and tendency to reject isolation.
• Adjectives that describe them: 
• talkative, enthusiastic, persuasive, creative, optimistic, social, spontaneous, expressive, charming, full of vitality, self-centered, sensitive, adaptable, inspiring, needs attention, encouraging, communicative, flexible, open, sociable, imaginative, easygoing.
• How they perceive themselves: 
• enthusiastic, inspiring, open, convincing, charming, optimistic, creative, easygoing, outgoing, flexible, spontaneous, and communicative.
• Body language: 
• they are tactile, relaxed, and jocular, show friendly eye contact, use expressive gestures, and often come close to the one they talk to.
• How to talk to them: 
• Yellows are most receptive when you are open and amiable to them, which means, try to laugh at their jokes and insert one or two yourselves; also, since Yellows are disorganized, it’s better to provide them with a detailed list of their responsibilities after the oral part of your discussion is over.
• What annoys them: 
• Yellows don’t want to be isolated, so don’t put them in solitary offices; they also don’t want to be surrounded by negative energy, so don’t put them around Blues; finally, when they ask you to organize the next teambuilding event—don’t hesitate to say “yes”.

The Greens

The friendly Greens are easy to hang out with because they are so pleasant and genuinely care for others. Unfortunately, they can be too wishy-washy and unclear. Anyone who never takes a stand eventually becomes difficult to handle. You don’t know where they really stand, and indecision kills the energy in other people.

• In a few traits: 
• calm reaction, maximum effort for connection, minimal interest in change, current time frame, supportive action, and tendency to reject conflict.
• Adjectives that describe them: 
• patient, relaxed, self-controlled, reliable, composed, loyal, modest, understanding, lengthy, stable, prudent, discreet, supportive, good listener, helpful, producer, persistent, reluctant, thoughtful, conceal feelings, considerate, kind.
• How they perceive themselves: 
• friendly, considerate, predictable, discreet, calm, pleasant, stable, thoughtful, reliable, patient, team player, good listener.
• Body language: 
• they are relaxed and come close, act methodically, tend to lean backward, use very friendly eye contact, and prefer small-scale gestures.
• How to talk to them: 
• Greens don’t want to be in the spotlight, so only one-on-one meetings with them should work—even when you want to praise their work; on the other hand, when you criticize them, try to make sure they know that nothing is personal because they have fragile egos.
• What annoys them: 
• Unlike Yellows, Greens like privacy and don’t want a sudden change in plans. So, don’t make them redo the work they’ve already done, and don’t ever reassign them to new projects in the middle of an ongoing one.

The Blues

The analytical Blues are calm, levelheaded, and think before they speak. Their ability to keep a cool head is undoubtedly an enviable quality for all who aren’t capable of doing that. However, Blues’ critical thinking can easily turn to suspicion and questioning those around them. Everything can become suspect and sinister.

• In a few traits: 
• slow reaction, maximum effort to organize, minimal interest in relationships, historical time frame, cautious action, and tendency to avoid involvement.
• Adjectives that describe them: 
• conscientious, systematic, distant, correct, conventional, seems insecure, objective, structured, analytical, perfectionist, needs time, reflecting, methodical, seek facts, quality-oriented, scrutinizing, rule-following, logical, questioning, meticulous, reflecting, reserved.
• How they perceive themselves: 
• accurate, detail-oriented, orderly, systematic, cautious, logical, quality-oriented, thorough, correct, methodical, reflective, and unassuming.
• Body language: 
• they have closed body language and prefer to keep others at a distance, they either stand or sit, use direct eye contact and speak without gestures.
• How to talk to them: 
• when you talk with a Blue, have your facts and arguments prepared beforehand, because, unless you know the answers to all of their questions, they will not take your idea seriously; so, work out everything in advance—minutiae included.
• What annoys them: 
• Blues, unlike everybody else, crave bureaucratic organization and want well-thought-out plans; however, they also want enough time and space to execute them properly, so tight deadlines would never work in their case.

BEHAVIOR = f (P × Sf)

• Behavior is a function of Personality and Surrounding factors, where our Behavior is that which we can observe, Personality is what we try to figure out, and Surrounding factors are things that we have an influence on.
• According to Erikson’s explanations in Surrounded by Idiots, people are either dominantly Red (dominant, direct, active), Yellow (inspiring, impulsive, influential), Green (stable, calm, supportive), or Blue (analytical, slow, cautious).
• Only 5%, however, are exclusively dominated by one color, and just 15% can be described in a three-color range. The rest—80%—are dominated by two colors.

References

• Surrounded by Idiots PDF Summary - Thomas Erikson (12min.com)
• Amazon.com: Surrounded by Idiots, Erikson, Thomas: Book

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The Evidence Based Management

What is Evidence Base Management?

Evidence-based management is about making decisions through the conscientious, explicit, and judicious use of the best available evidence from multiple sources:

• Asking: Translating a practical issue or problem into an answerable question.
• Acquiring: Systematically searching and retrieving the evidence.
• Appraising: Critically judging the trustworthiness and relevance of the evidence.
• Aggregating: Weighing and pulling together the evidence.
• Applying: Incorporating the evidence in the decision-making process.
• Assessing: Evaluating the outcome of the decision taken.

... to increase the likelihood of a favorable outcome.

TBD

References

• Evidence-Based Management

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The Reinventing Organizations Map

Map to the NEXT level

What would it mean for you to have the map that shows the path to the NEXT level where your current challenges are effortlessly resolved or become irrelevant?

Effortless Growth

Can you imagine how would it feel to experience effortless growth in your organization based on focusing on the right things at the right time?

Transcend your challenges

Would you like to know the most important areas that are holding back the growth of your organization and how to transcend them?

Build on your strengths

Would you like to know about your hidden treasures, your strengths that can accelerate growth and push you into the future?

Resources

• Reinventing Organizations Wiki - Home
• Reinventing Organizations Wiki - Key organizational structures and practices
• Reinventing Organizations Wiki - Teal Concepts
• Download “Reinventing Organisations” text version (peterfisk.com)
• Download “Reinventing Organisations” graphic version (peterfisk.com)

References

• Reinventing Organizations Map | (reinvorgmap.com)
• Amazon.com: Reinventing Organizations: A Guide to Creating Organizations

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The Q/E/C Method

What is the Q/E/C Method?

Q/E/C is one of the notetaking methods discussed by Cal Newport in his book How to Become a Straight-A Student. The name Q/E/C stands for Question/Evidence/Conclusion.

Notes Column

• Step 1. Write the notes in your own words.
• Things to consider:
• Main points, lesson objectives.
• Bullet points / numbered processes.
• Concise sentences.
• Shorthand symbols.
• Confirm (seen) or contradict (X) your thought.
• Raise a question (?) or Confuse you (??).
• Seems important (!) or answer a question (star)
• Unknown words.
• Abbreviations.
• Paraphrase.
• Outline.
• Leave space between the lines to allow comments when reviewing.

Cue Column

• Step 2. Reduce.
• After class use this column to reduce your notes to:
• Keywords.
• Phrases.
• Concise bullets.
• Summary statements.
• Questions which can:
• Clarify meaning.
• Revel relationships.
• Establish continuity.
• Strengthen recall/memory.
• Reduce your notes within 24-28 hours to improve retention.

Summary Column

• Step 3. Recite.
• Cover your notes and attempt to recall keywords and phrases, and answer questions from the Cue Column.
• Step 4. Reflect.
• Through reflection, you will become a more active and critical thinker by targeting areas that are weak and need further exploration.
• Use your notes to:
• Clarify key points. 
• Define terms.
• Connect important concepts.

References

• Learning Strategies Instruction: Note-Taking Strategies
• The Cornell Method 4 notetaking

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