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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