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Transforming decision making meetings

Posted to Gurteen Knowledge-Log by David Gurteen on 26 January 2016



Transforming decision making meetings
WeblogGurteen Knowledge Log
Knowledge LetterAppears in the Gurteen Knowledge Letter issue: 187
Posted DateTuesday 26 January 2016 15:33 GMT
Posted ByDavid Gurteen

How many times have you taken part in a meeting to make a decision about an issue where they have been two factions in the room?

The first faction have already made up their minds what the decision should be and see the meeting as a means of coercing the others in the room to agree with them while the second faction wish to explore the issue further before making the decision.

The two groups do battle and it is usually the ones who have made up their minds ahead of time who win. This group tends to comprise the more senior managers, the more dominant characters and those who are used to getting their way.

In my corporate life, I experienced this many times. They were painful affairs.

But it need not be like this. There is a simple solution. Split the meeting into two parts.

The first part is a dialogue: exploring the issues with no predetermined outcome in mind other than to better understand the issues. This can be run as a whole group discussion but is better run to the Knowledge Café format.

The second part is more of a debate: actually making the decision. This can be as passionate and as heated as any meeting where a tough decision needs be taken but the in-depth exploration has been got out of the way.

You go into the fist part saying “We are going to take some time to explore and discuss the issues – to gain a better understanding of the situation. We are not going to make a decision and it is important that everyone's voice is heard”.

You then go into the second part by saying “Look we have spent time exploring the issues, you have all had your opportunity to contribute to the discussion but at the end of the day we need to make a decision. Time for dialogue is over – we must now make a decision.”

The gap between the two meetings could be a tea break or a morning and afternoon session or better still several days where people have the time to have side conversations and explore some of the issues further. It may even make sense to have two or more dialogue sessions if the decision warrants the time taken.

Try it, like here. It is such a simple thing to do.

If you are interested in Knowledge Management, the Knowledge Café or the role of conversation in organizational life then you my be interested in this online book I am writing on Conversational Leadership
David Gurteen

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