Term
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Definition
| Get the whole system in the room (AREIN- Authority, Resources, Expertise, Information, Need) |
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Term
| Principle 01: Get the whole system in the room |
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Definition
| The most important ones to have in the room are: Authority, Resources, and Need. Also have expertise and information. |
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Term
| Principle 01: Get the whole system in the room |
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Definition
1. Define the "whole system" (AREIN)
2. Match the people to the task
3. Match the meeting's length to it's agenda
4. Give people time to express themselves
5. Manage meetings using D/I Principles
6. Use the "3 by 3" principle if you can't get the whole system in the room. |
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Term
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Definition
| Control what you can, let go of what you can't (Yourself, and structure) |
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Term
Principle 02: Control what you can, get rid of what you can't
Exercise maximum control before the meeting |
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Definition
1. Know your role (Process Only, Process and Meeting Management, Process and Content, Process Content and Meeting Management)
2. Clarify the purpose- for yourself
3. Assure that participants are equal to the task
4. Use subgroups to differentiate and integrate views
5. Plan to have each group report to the whole
6. Allow enough time
7. Choose healthy working conditions (Room, sound, snacks, accessibility, sustainability) |
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Term
Principle 02: Control what you can, get rid of what you can't
Exercise minimum control during the meeting |
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Definition
1. Watch for Fight or Flight
2. Head off interatctions that might alienate or isolate someone
3. Arrange seating to fit the purpose
4. Establish Time management Norms early |
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Term
Principle 02: Control what you can, get rid of what you can't
Process and Content Role (PC) |
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Definition
| This is a typical role for experts hired, for example, to help a group plan a building, raise money, fix an environmental problem, or mount a public health campaign. In this case you have experienced with solutions, interact with the group, and deliver your best advice. A person in authority runs the meeting, but you are on stage much of the time; and you will have great influence over goals, time frames, and agenda. |
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Term
Principle 02: Control what you can, get rid of what you can't
Process and Meeting Management Role (PM) |
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Definition
| You may be employed to manage a meeting without responsiblity for its content. Participants provide information, analysis, conclusions, decisions, and action plans. Future search facilitators and internal consultants typically take this role. The responsibility for structure rather than content. If you use a partiular meeding model, you advocate explicit structures within which to frame goals, time required, room setups, and formal subgroups. |
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Term
Principle 02: Control what you can, get rid of what you can't
Process Content and Meeting Management (PCM) |
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Definition
| In this role, usually, but not always, you are a member of the group and may have formal authority, too. In short, you assume a great deal of responsibility for process, content, and therefore, outcomes. |
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Term
Principle 02: Control what you can, get rid of what you can't
Process Only Role (PO) |
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Definition
| You have no management or content tasks. Your role is to observe and comment on how the group is doing. |
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Term
| Principle 02: Control what you can, let go of what you can't |
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Definition
| You can only control yourself and the structure of the meeting |
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Term
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Definition
| Explore the "whole elephant" (mind map- to look at all the differences and relate it to the problem, but first create a timeline- to find similarities) |
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Term
Principle 03: Explore the whole elephant
Techniques for exploring the whole |
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Definition
1. Apply a "go-around"
2. Use time lines
3. Make a mind map
4. Draw a group flowchart |
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Term
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Definition
| Let people be responsible (Let people take roles: leader, recorder, time keeper, reporter) |
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Term
Principle 04: Let people be responsible
Self-Managing Roles |
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Definition
1. Discussion Leader: Assures that each person who wants to speak is able to in the time available.
2. Recorder: writes the groups outcomes on a flipchart using the speakers words.
3. Reporter: delivers the information to the large group in the time available.
4. Time Keeper: Keeps group members aware of time left. Monitors reports out and lets group members know how much time left they have to speak. |
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Term
Principle 04: Let people be responsible
Sharing Responsibility |
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Definition
1. Accept that everyone is doing the best that they can
2. Let people hide their hidden agendas
3. Do less so that others will do more
4. Encourage self-management (self-managing roles)
5. Contain your "hot buttons"
6. Encourage dialogue |
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Term
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Definition
| Find common ground (Subgrouping) * note: differentiation (differences) |
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Term
Principle 05: Find common ground
Getting to Common Ground |
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Definition
1. Hold off problem solving
2. Get conflicts in the open and then leave them there
3. Focus on the future |
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Term
Principle 05: Find common ground
How to get to Conflicting Departments on Common Ground |
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Definition
1. Depersonalize conflict
2. Practice effective conflict management
3. Be an integrator whenever feasible |
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Term
Principle 05: Find common ground
The Common Ground Dialogue |
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Definition
Option 1: Start with individuals or small groups
Option 2: Work with the whole group at once
Option 3: Line up small group easles |
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Term
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Definition
| Master the Art of Subgrouping (Builds on similarities first before exploring differences-- outcome is integration) |
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Term
Principle 06: Master the Art of subgrouping
Four techniques for functional subgrouping |
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Definition
Technique 1: Ask an "anyone else" question
Technique 2: Use subgroup dialogue to interupt polarization
Technique 3: Listen for the integration statement
Technique 4: Get everyone to differentiate their position |
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Term
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Definition
| Making friends with anxiety (stay curious instead of negative predictions and mind reads) |
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Term
Principle 07: Make friends with anxiety
10 ways to deal with anxiety |
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Definition
1. Use the four rooms of change in meetings
2. Just stand there... and breath
3. Check your negative predictions
4. Track your inner dialogue
5. Experiment with Silence
6. Get people moving
7. State the obvious
8. Consult the group
9. Grow yourself by listening to what you'd rather not hear
10. Know why you are there |
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Term
Principle 07: Make friends with anxiety
What do you do? |
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Definition
1. Visit the four rooms of change
2. Let the four rooms work for you
3. Experience the benefits of confusion |
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Term
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Definition
| Get used to projections (as long as we are conscious of them they don’t create a problem for us.) ((We like to project onto others what we don't like to see in ourselves-- axis of evil)) |
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Term
Principle 08: Get used to projections
Experience your projections |
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Definition
Method 1: Visit your internal four rooms of change
Method 2: Find your many parts if you want to lead diverse groups |
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Term
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Definition
| Be a dependable authority (don't abuse your power, do not take dependency or counter dependency personal) E.g. of a dependent group: always looking to the leader for the answer, being totally silent because they'll go along with anything. E.G. of counterdependent behavior: accusing the leader of being biased, find ways to disagree with them. |
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Term
Principle 09: Be a dependable authority
Handling authority dynamics |
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Definition
1. Respond briefly to dependency
2. Get a subgroup for counterdependency
3. Deflect Direct Attacks |
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Term
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Definition
| Learn to say no if you want yes to mean something |
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Term
Principle 10: Learn to say no if you want yes to mean something
When to say no |
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Definition
1. logistical
2. existential
3. pragmatic
4. self-protective
5. Value laden
6. realistic
7. expectancy over all
8. just plain wrong |
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Term
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Definition
| Contentment, Denial, Confusion, Renewal |
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