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:
- Think Before You PowerPoint
- Microsoft PowerPoint is a useful tool. Many of us use it daily to create presentations that guide meetings
or focus discussions. Like all tools, it can be abused — it can be a substitute for constructive
dialog, and even for thought. What can we do about PowerPoint abuse?
- When the Chair Is a Bully: III
- When the chair of the meeting is so dominant that attendees withhold comments or slant contributions
to please the chair, meeting output is at risk of corruption. Because chairs usually can retaliate against
attendees who aren't "cooperative," this problem is difficult to address. Here's Part III
of our exploration of the problem of bully chairs.
- How to Waste Time in Meetings
- Nearly everyone hates meetings. The main complaint: they're mostly a waste of time. The main cause:
us. Here's a field manual for people who want to waste even more time.
- Workplace Memes
- Some patterns of workplace society reduce organizational effectiveness in ways that often escape our
notice. Here are four examples.
- Contribution Misattribution
- In teams, acknowledging people for their contributions is essential for encouraging high performance.
Failing to do so can be expensive. Three patterns of contribution misattribution are especially costly:
theft, rejection/transmigration, and eliding.
See also Effective Meetings and Effective Communication at Work for more related articles.
Forthcoming issues of Point Lookout
- Coming June 7: Toxic Disrupters: Tactics
- Some people tend to disrupt meetings. Their motives vary, but they use techniques drawn from a limited collection. Examples: they violate norms, demand attention, mess with the agenda, and sow distrust. Response begins with recognizing their tactics. Available here and by RSS on June 7.
- And on June 14: Pseudo-Collaborations
- Most workplace collaborations produce results of value. But some collaborations — pseudo-collaborations — are inherently incapable of producing value, due to performance management systems, or lack of authority, or lack of access to information. Available here and by RSS on June 14.
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