Meeting participants who make procedural suggestions to the chair, or facilitator, or to the meeting as a whole, are taking on a portion of the role of facilitator. When these suggestions are welcome, well timed, and infrequent, they can improve the flow of the meeting.
And sometimes facilitation suggestions create problems. Offering a process suggestion can be a risky move, even when the group is stuck or in chaos. Here are some tips for improving the chances of making suggestions that actually help.
- Accept that the participant view is biased
- Involvement in the discussion can obscure your view of it. This is why dispassionate facilitation by an uninvolved party is so helpful.
- Facilitation suggestions from participants can still be helpful, though, if you present them from an honest personal perspective, and if they are received as information about how the discussion looks from your perspective.
- Accept the facilitator's skill
- If someone is acting as the formal facilitator, he or she might already have thought of any process suggestion you might offer. And there might be good reasons for not adopting it, or not adopting it yet.
- A suggestion might nevertheless be welcome, if you offer it in a way that acknowledges the facilitator's skill and perspective.
- Neutrality helps
- If you've already taken a position on the matter in question, or if people believe they know what your position is, some who hold other views might interpret your facilitation suggestion as a ploy to advance your own position on the matter, even if that isn't your intention. This is especially likely if the discussion is polarized. And it doesn't matter to others whether they can divine how your suggestion advances your position — they can doubt anyway.
- Your Your facilitation suggestions
are more likely to be accepted
if you've been neutral
on the matter in questionfacilitation suggestions are more likely to be accepted if you've been neutral on the matter in question, not only in the current discussion, but in all previous related discussions.
- Alliances can erode credibility
- Even if you've taken no position on the matter in question, facilitation suggestions can be seen as attempts to seize or consolidate power within the group. For instance, if someone who's seen as an ally of yours would benefit from the suggestion, doubters might assume that the two of you have a deal going.
- Restrict your facilitation suggestions to matters that don't advance your own position or the positions of anyone regarded as allies of yours.
Timing is perhaps the most important factor that affects acceptance of facilitation suggestions. Ideas offered to save time by avoiding a process you regard as wasteful are rarely accepted. Ideas offered after significant time has been lost in a futile search for resolution are more likely to be accepted. The long way around is sometimes the shortest path. Top Next Issue
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More articles on Effective Meetings:
- Games for Meetings: II
- We spend a lot of time and emotional energy in meetings, much of it engaged in any of dozens of ritualized
games. Here's Part II of a little catalog of some of our favorites, and what we could do about them.
- Irrational Self-Interest
- When we try to influence others, especially large groups or entire companies, we sometimes create packages
of incentives and disincentives that are intended to affect behavior. These strategies usually assume
that people make choices on rational grounds. Is this assumption valid?
- The Fallacy of Composition
- Rhetorical fallacies are errors of reasoning that introduce flaws in the logic of arguments. Used either
intentionally or by accident, they often lead us to mistaken conclusions. The Fallacy of Composition
is one of the more subtle fallacies, which makes it especially dangerous.
- Untangling Tangled Threads
- In energetic discussions, topics and subtopics get intertwined. The tangles can be frustrating. Here's
a collection of techniques for minimizing tangles in complex discussions.
- A Pain Scale for Meetings
- Most meetings could be shorter, less frequent, and more productive than they are. Part of the problem
is that we don't realize how much we do to get in our own way. If we track the incidents of dysfunctional
activity, we can use the data to spot trends and take corrective action.
Forthcoming issues of Point Lookout
- Coming December 18: The Trap of Beautiful Language
- As we assess the validity of others' statements, we risk making a characteristically human error — we confuse the beauty of their language with the reliability of its meaning. We're easily thrown off by alliteration, anaphora, epistrophe, and chiasmus. Available here and by RSS on December 18.
- And on December 25: Disjoint Awareness
- In collaborations, awareness of how our own work might interfere with the work of others is essential. Unless our awareness of others' work — and their awareness of ours — matches reality, the collaboration's objective is at risk. Available here and by RSS on December 25.
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- The Power Affect: How We Express Our Personal Power
Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.