Focused Discussion
12/12/13 11:24 Filed in: Methods...
Helping diverse groups to get to consensus
I recently met Martin Gilbraith an experienced facilitator and previous Chairman of the International Association of Facilitators.
At the meeting I attended Martin gave his overview of Focused Discussion method developed by the ICA as part of their ‘Technology of Participation’.
The purpose of focused discussion is to help take a diverse group with a different ideas, feelings, insights, observations, interpretations and action logics to an informed consensus about how to act.
This method is informed by business theorist Chris Argyris’s work on advocacy and inquiry by moving participants though steps on the so called ‘ladder of inference’ together.
Progressing though these four steps also help’s people with different learning styles and actions logics engage with the ‘truth’ as they see it, creating a collective sense of understanding.
You can download these four gridcards here.
I recently met Martin Gilbraith an experienced facilitator and previous Chairman of the International Association of Facilitators.
At the meeting I attended Martin gave his overview of Focused Discussion method developed by the ICA as part of their ‘Technology of Participation’.
The purpose of focused discussion is to help take a diverse group with a different ideas, feelings, insights, observations, interpretations and action logics to an informed consensus about how to act.
This method is informed by business theorist Chris Argyris’s work on advocacy and inquiry by moving participants though steps on the so called ‘ladder of inference’ together.
Progressing though these four steps also help’s people with different learning styles and actions logics engage with the ‘truth’ as they see it, creating a collective sense of understanding.
You can download these four gridcards here.
Word-Strategy Cards
Tools to help conversations
Try using these cards in strategy and planning conversations.
Choose the ones that are relevant to your team and ‘constellate’ them on a wall or desk, to prioritise the conversation and direct attention to the important matters.
Ask people to write or draw the insight or priority on each subject from their perspective. Look for synergies, encourage differences, explore the patterns of thought, and use the time to create common understanding.
Download a zip file with all 20 word cards, at 900 pixels wide.
Email Sean@ProMeet.co.uk, for poster sized versions (6100 pixels wide) to use in a workshop setting.
Each card has a narrative to suggest how it may be used.
Try using these cards in strategy and planning conversations.
Choose the ones that are relevant to your team and ‘constellate’ them on a wall or desk, to prioritise the conversation and direct attention to the important matters.
Ask people to write or draw the insight or priority on each subject from their perspective. Look for synergies, encourage differences, explore the patterns of thought, and use the time to create common understanding.
Download a zip file with all 20 word cards, at 900 pixels wide.
Email Sean@ProMeet.co.uk, for poster sized versions (6100 pixels wide) to use in a workshop setting.
Each card has a narrative to suggest how it may be used.
Coca-Cola Saved My Life
Coke: Getting more people more active.
I recently facilitated five important workshops for Coca-Cola at their brilliant Together We Move gathering.
The event bought together active lifestyles experts, academics, coaches and partners from twenty two countries to work-together to address the increasingly critical problem of inactive lifestyles.
Let’s not solve the wrong problem
Physical activity levels are in serious decline and there are costly and negative consequences for people and society.
Coke is a powerful brand and some think their products (and others) are The Problem. But actually low cardio respiratory fitness and inactive lifestyles is a much bigger cause of early death than obesity. Look at the slide above. The big problem is not (primarily) calories in, it’s calories out. And that’s what Together We Move is all about, getting more people to be more active.
Brands change lives
A few years ago, a Nike event, the ‘Nike Grid’ had thousands of Londoners, running between phone boxes to earn points. I entered and was surprised to discover this game had inspired me to run 210km in 2 weeks.
After Nike Grid, flushed with happy success six of team AudioFuel (who compose music for running) signed up to run the Berlin marathon. I ran a 3:43 marathon (in a brand new pair of Nikes) and went from being pretty indifferent about Nike (and a non-marathon runner) to being a fan of Nike.
Then I became a triathlete, and 13 triathlons later I can say Nike changed my life. Maybe Nike saved my life. And now, Coke is coming to save lives. At least that’s my hope.
A cheer for Coke
In times when many corporations don’t act responsibly, all I can report from Together We Move, was a very serious and heartfelt commitment to help more people live active and healthy lifestyles.
It’s brilliant that the good-people at Coke are committed to using their skill and imagination to bring people together, to get more people to be more active.
Game changing ideas
Together We Move was full of insight, ideas and suggestions to re-imagine and re-frame how to solve the right problem. My favourite proposal, made by Fred Turok, Chairman of UK Active, was to give measuring fitness of kids in schools exactly the same importance as measuring numeracy and literacy. Now that would change a generation in a generation, if we could get the right people together to agree to do it.
Together we work?
Mogens Kirkeby, the President of the International Sport and Culture Association rightly said that, ‘what we know together, is more important than what we know alone’.
Mission success will only be achieved by working-together (in things called meetings). If the participants of Together We Move and other stakeholders including other big brands, and politicians, work-together effectively, they may bring twenty first century humans back to life and even save lives, through the simple and beautiful power, of movement.
Sean Blair @ProMeetings @AudioFuel
I recently facilitated five important workshops for Coca-Cola at their brilliant Together We Move gathering.
The event bought together active lifestyles experts, academics, coaches and partners from twenty two countries to work-together to address the increasingly critical problem of inactive lifestyles.
Low cardio respiratory fitness causes more deaths than smoking, fat.. Fred Turok #togetherwemove @_ukactive pic.twitter.com/1fXXY4b9Tw
— Sean Blair (@ProMeetings) October 24, 2013
"22% uk population do absolutely no physical activity" Fred Turok, chairman of UK active. #togetherwemove @AudioFuel
— Sean Blair (@ProMeetings) October 24, 2013
Let’s not solve the wrong problem
Physical activity levels are in serious decline and there are costly and negative consequences for people and society.
Coke is a powerful brand and some think their products (and others) are The Problem. But actually low cardio respiratory fitness and inactive lifestyles is a much bigger cause of early death than obesity. Look at the slide above. The big problem is not (primarily) calories in, it’s calories out. And that’s what Together We Move is all about, getting more people to be more active.
Brands change lives
A few years ago, a Nike event, the ‘Nike Grid’ had thousands of Londoners, running between phone boxes to earn points. I entered and was surprised to discover this game had inspired me to run 210km in 2 weeks.
After Nike Grid, flushed with happy success six of team AudioFuel (who compose music for running) signed up to run the Berlin marathon. I ran a 3:43 marathon (in a brand new pair of Nikes) and went from being pretty indifferent about Nike (and a non-marathon runner) to being a fan of Nike.
Then I became a triathlete, and 13 triathlons later I can say Nike changed my life. Maybe Nike saved my life. And now, Coke is coming to save lives. At least that’s my hope.
A cheer for Coke
In times when many corporations don’t act responsibly, all I can report from Together We Move, was a very serious and heartfelt commitment to help more people live active and healthy lifestyles.
It’s brilliant that the good-people at Coke are committed to using their skill and imagination to bring people together, to get more people to be more active.
Game changing ideas
Together We Move was full of insight, ideas and suggestions to re-imagine and re-frame how to solve the right problem. My favourite proposal, made by Fred Turok, Chairman of UK Active, was to give measuring fitness of kids in schools exactly the same importance as measuring numeracy and literacy. Now that would change a generation in a generation, if we could get the right people together to agree to do it.
Together we work?
Mogens Kirkeby, the President of the International Sport and Culture Association rightly said that, ‘what we know together, is more important than what we know alone’.
Mission success will only be achieved by working-together (in things called meetings). If the participants of Together We Move and other stakeholders including other big brands, and politicians, work-together effectively, they may bring twenty first century humans back to life and even save lives, through the simple and beautiful power, of movement.
Sean Blair @ProMeetings @AudioFuel
What happens when 100 people ProMeet in 5 workshops? 667 ideas and insights. #togetherwemove @ProMeetings pic.twitter.com/FxYRGbZGtv
— Sean Blair (@ProMeetings) October 25, 2013
Convenings 2.0
14/10/13 10:42 Filed in: Methods...
Connecting adult learning, communication strategies and event logistics to build stronger relationships
Thanks to the connective power of Twitter, I came across a lovely website, Conferences that work, by Adrian Segar.
Adrian talks a whole lot of sense on his website, and like ProMeet he has a participatory philosophy underpinning his work, I can imagine the conferences he runs have heart and soul, as well as focussing on the content that matters. Lovely.
Convenings 2.0
I was also happy to find on Adrian’s website a recent report, Convenings 2.0, a timely and enlightened study that asks what might conferences, events and workshops be like next?
In my view, it is an insightful study that has much to offer.
It’s a 50 pager, so if you want my digest of some key bits consider these extracts.
Extracts from Convenings 2.0
“In 21st century convenings and conferences, knowledge is not only dispensed to, but also created by, the participants.
Exponential growth of information and knowledge has generated the need for not only the mastery of new convening design terms and techniques, but also the innovation and invention of new ways to bring people together for effective learning and problem-solving.
Traditionally in America, knowledge has been transferred from the top down, from master to neophyte, either via the printed page or in classroom settings. This has been going on world- wide since Plato sat with his student on the log.
In the 20th century, some of the media, but not much of the method, began to change.
Fast forward to learners, whether at conventions or colleges, spending countless hours rooted in chairs listening to “experts” explain incomprehensibly complicated PowerPoint frames occasionally punctuated by videos and coffee breaks.
Sometimes 20th century learners, as they endured mind-numbing information dumps, were able to absorb and process valuable information. More often, they ended up drowning in volumes of information they couldn’t possibly absorb aznd being swept away in waves of irrelevance.
This would have continued into the 21st century if it weren’t for one simple fact: learners today obtain information from one another, electronically and instantly. As a result, learning never stops, which means that most learners on any given day are adults. This has important consequences for the designers of communications, conventions, convenings, workshops and conferences.
There is no escape from facing up to the reality of adult learning requirements.”
(C) W K Kellogg Foundation
Convenings 21 recommendations and an attendee bill of rights
The report makes 21 very sensible recommendations teams might use as they plan a conference or event, and finished with a set of expectations (or bill of rights) that attendees might have.
These five stood out, as they are also key to the ProMeet view of the world.
Every voice will be heard.
Clear, specific, well-articulated, achievable and relevant meeting objectives.
Flexible, attendee-driven meeting design.
The application of the principles of adult learning to content delivery.
Informative, useful and timely pre- and post-communications.
You can view and download the Convenings 2.0 report here.
Thanks to the connective power of Twitter, I came across a lovely website, Conferences that work, by Adrian Segar.
Adrian talks a whole lot of sense on his website, and like ProMeet he has a participatory philosophy underpinning his work, I can imagine the conferences he runs have heart and soul, as well as focussing on the content that matters. Lovely.
Convenings 2.0
I was also happy to find on Adrian’s website a recent report, Convenings 2.0, a timely and enlightened study that asks what might conferences, events and workshops be like next?
In my view, it is an insightful study that has much to offer.
It’s a 50 pager, so if you want my digest of some key bits consider these extracts.
Extracts from Convenings 2.0
“In 21st century convenings and conferences, knowledge is not only dispensed to, but also created by, the participants.
Exponential growth of information and knowledge has generated the need for not only the mastery of new convening design terms and techniques, but also the innovation and invention of new ways to bring people together for effective learning and problem-solving.
Traditionally in America, knowledge has been transferred from the top down, from master to neophyte, either via the printed page or in classroom settings. This has been going on world- wide since Plato sat with his student on the log.
In the 20th century, some of the media, but not much of the method, began to change.
Fast forward to learners, whether at conventions or colleges, spending countless hours rooted in chairs listening to “experts” explain incomprehensibly complicated PowerPoint frames occasionally punctuated by videos and coffee breaks.
Sometimes 20th century learners, as they endured mind-numbing information dumps, were able to absorb and process valuable information. More often, they ended up drowning in volumes of information they couldn’t possibly absorb aznd being swept away in waves of irrelevance.
This would have continued into the 21st century if it weren’t for one simple fact: learners today obtain information from one another, electronically and instantly. As a result, learning never stops, which means that most learners on any given day are adults. This has important consequences for the designers of communications, conventions, convenings, workshops and conferences.
There is no escape from facing up to the reality of adult learning requirements.”
(C) W K Kellogg Foundation
Convenings 21 recommendations and an attendee bill of rights
The report makes 21 very sensible recommendations teams might use as they plan a conference or event, and finished with a set of expectations (or bill of rights) that attendees might have.
These five stood out, as they are also key to the ProMeet view of the world.
Every voice will be heard.
Clear, specific, well-articulated, achievable and relevant meeting objectives.
Flexible, attendee-driven meeting design.
The application of the principles of adult learning to content delivery.
Informative, useful and timely pre- and post-communications.
You can view and download the Convenings 2.0 report here.
Be Insanely Brilliant
Backdrops for creative workshops
I call these characters members of the ‘Boss’ family.
They are being used in briefing materials, the back of gridcards, and in other ways to help inspire people to think and be creative in my workshops.
Getting visual is exciting and fun, so I think you’ll be seeing more of these characters and other illustrations.
I call these characters members of the ‘Boss’ family.
They are being used in briefing materials, the back of gridcards, and in other ways to help inspire people to think and be creative in my workshops.
Getting visual is exciting and fun, so I think you’ll be seeing more of these characters and other illustrations.
Wallchart and Gridcards - 100% Helpful
01/10/13 15:54 Filed in: Methods... | ProMeet Photos... | Wallchart... | Gridcard... | Evaluation... | Clients...
Tools to help teams be more effective
I had the pleasure of facilitating a planning meeting for a high street retailer yesterday.
The overarching meeting objective was to create a detailed Q4 action plan.
And the ‘agenda’ took the form of seven specific meeting objectives:
1. To prioritise the operations team objectives - from those vital to the year end targets to those ideal to support the year end targets
2. To identify any missing and vital objectives
3. To action plan the vital objectives
4. To action plan the important objectives
5. To identify any organisation wide dependencies and identify requests and suggestions to other parts of the company
6. To learn about continuous improvement
7. To evaluate the effectiveness of the meeting
Having not worked with a chain of shops in the run up to Christmas before I was struck by how busy the ‘golden quarter’ is for retailers, and just how hard the guys at HQ, and in-store need to work to create brand experiences for customers and strive to meet targets.
I’d wager a few weary souls might not make it to the end of their Christmas party. ZZzzzz.
They are going to be busy.
Evaluation of ProMeet tools
The end-of-meeting evaluation asked participants to evaluate the effectiveness of the meeting.
Question 6 asked people to assess the use of a wallchart and gridcards.
Participant comments are a concise validation of the helpfulness of these tools.
“I liked seeing it all mapped out on the wall.”
“Good to be able to look back and think over earlier observations.”
“Sets out a clear process.”
“Great visual aid.”
“Ensure everyone participated and had a say.”
“Can refer back to it at any point.”
“Could see all the points made throughout the meeting.”
“Encourage across the board communications.”
“Short, concise, very visual. Motivational to see all ideas & collaborative input.”
Why so helpful?
The visual nature of these tools could be one of the reasons people find them so helpful. Generally in meetings peoples visual attention could be placed pretty much anywhere. Certainly it’s unlikely that everyone will be focussed on the same thing at the same time.
At several points in this meeting I asked participants to stand in front of the wallchart, evaluate different data sets and make choices about priorities.
The group had every individual view written on gridcards and mapped on the wallchart to refer back too, to help them decide which of many positions was the most important.
Using sticky dots to express individual views quickly helped the group agree, without lengthy debate, which 6 of the 20 team objectives were most important to achieve fully.
This process then allowed the group to spend the majority of the meeting time action planning, which they completed very thoroughly indeed.
I had the pleasure of facilitating a planning meeting for a high street retailer yesterday.
The overarching meeting objective was to create a detailed Q4 action plan.
And the ‘agenda’ took the form of seven specific meeting objectives:
1. To prioritise the operations team objectives - from those vital to the year end targets to those ideal to support the year end targets
2. To identify any missing and vital objectives
3. To action plan the vital objectives
4. To action plan the important objectives
5. To identify any organisation wide dependencies and identify requests and suggestions to other parts of the company
6. To learn about continuous improvement
7. To evaluate the effectiveness of the meeting
Having not worked with a chain of shops in the run up to Christmas before I was struck by how busy the ‘golden quarter’ is for retailers, and just how hard the guys at HQ, and in-store need to work to create brand experiences for customers and strive to meet targets.
I’d wager a few weary souls might not make it to the end of their Christmas party. ZZzzzz.
They are going to be busy.
Evaluation of ProMeet tools
The end-of-meeting evaluation asked participants to evaluate the effectiveness of the meeting.
Question 6 asked people to assess the use of a wallchart and gridcards.
Participant comments are a concise validation of the helpfulness of these tools.
“I liked seeing it all mapped out on the wall.”
“Good to be able to look back and think over earlier observations.”
“Sets out a clear process.”
“Great visual aid.”
“Ensure everyone participated and had a say.”
“Can refer back to it at any point.”
“Could see all the points made throughout the meeting.”
“Encourage across the board communications.”
“Short, concise, very visual. Motivational to see all ideas & collaborative input.”
Why so helpful?
The visual nature of these tools could be one of the reasons people find them so helpful. Generally in meetings peoples visual attention could be placed pretty much anywhere. Certainly it’s unlikely that everyone will be focussed on the same thing at the same time.
At several points in this meeting I asked participants to stand in front of the wallchart, evaluate different data sets and make choices about priorities.
The group had every individual view written on gridcards and mapped on the wallchart to refer back too, to help them decide which of many positions was the most important.
Using sticky dots to express individual views quickly helped the group agree, without lengthy debate, which 6 of the 20 team objectives were most important to achieve fully.
This process then allowed the group to spend the majority of the meeting time action planning, which they completed very thoroughly indeed.
A short (and personal) history of Leading Change
04/09/13 09:29 Filed in: Leadership... | Leading Change...
Change. Now a permanent process, not a one off event.
Back in the somewhat more sedentary times of 1996, US academic John Kotter published Leading Change.
By examining the change efforts of 100 companies he sought to understand the successes and failures leaders made during change and codify an approach leaders could adopt when leading large organisational change programmes.
His approach was summarised in an eight stage process.
© John Kotter
At the time Kotter published I was a director of the Design Council and we looked to Kotter’s ideas to help us think about restructuring the organisation to better fit the vision and strategy that we had inherited after the Sorrell Review.
Having a ‘map’ to think about the steps was helpful, the logic implicit in Kotter’s model was useful and the journey we undertook was better for it.
Times change faster than leading change?
Looking back, Kotter’s 1996 account of leading change seems to fit less well in the very turbulent times we now live in.
Kotters model lacks the agility the current pace of change requires.
It looks a bit like a single use process, to switch on when change is needed, and then it’s back-to-business-as-usual.
To be fair to Kotter, in 2012 he gave his model a spring clean and added a couple of extra ideas to his original thinking, but his 8 step model is still the back bone of his account of leading change.
His recent paper was published in the Harvard Business Review, and is called Accelerate. Read it at HBR, or download a copy free from Kotters website, it’s worth a look.
Living Vision, Emergent Strategy
In 2006 when I was working with the Department for Education and Skills Innovation Unit I came across the Bridge Model of Change Leadership.
© Bridge 2006
What stood out in this account of leading change were the ideas that vision might be living (and therefore evolving, growing) and that strategy might be emergent, (and therefore able to change).
A model of change able to adapt to change. Brilliant.
The other two features of this model that I liked are the idea of leadership partnerships, and that it asks questions at the level of operation (the ‘Transaction levers’).
In a networked world, leadership can no longer simply be leadership of employees, but leadership with partners, suppliers, even competitors or customers.
Leadership Partnerships. Brilliant.
A Resilience Architecture
Of course there’s no one right way of leading change. What might work for a charity, might not work for a large corporation or a family business. But there might be some common principles.
I came across a model created by a John Caswell and Hazel Tiffany from Group Partners.
They call it a resilience architecture.
© Group Partners 2013
I’m not sure what they mean by a ‘resilience architecture’ but to me it looks like an excellent set of ideas to adopt while leading change. I know John, and he’s an inveterate model builder, so while you’re here have a look at his 21st Century credo, then we’ll look for any common ideas.
© Group Partners 2013
Principles
Looking across the ideas about change leadership from a management guru and two businesses that offer very different approaches to change management, what conclusions can be made? (Or if I stole the best bits, with the experiences and prejudices I inevitably hold what principles would I draw out?)
1. Understand the changing context
2. Embrace participation and collaboration
3. Seek purpose and meaning
4. Be agile, fluent and allow emergence
5. Real communication
6. Learn alone. Lean together.
I’ve been lucky enough to work with some brilliant people in ‘ProMeeting change processes’, often using the ideas of participatory leadership.
There seems little doubt change will continue to place demands on us all, and that change leadership will need to be a competency we’ll all need to be brilliant at.
No doubt the ideas that underpin change will change too, but I’d bet some ideas will remain timeless.
What is Strategic Illustration?
01/09/13 14:47 Filed in: Strategic Illustration...
A picture might save a thousand (forgotten) words.
Strategic Illustration by Sean Blair
I think the least memorable (and no doubt least read or understood) strategy document I have seen weighed in at just under 100 pages.
One has to wonder what the purpose of such a document is.
A text heavy word document is not going to help make an organisations vision or strategy memorable, and the 100 pager I referred to was not exactly a page turner. I honestly wondered if anyone had actually read the whole thing?
Keeping plans visible
The wallchart and gridcard system we use is excellent for gathering all ideas, views and perspectives, quickly and succinctly, and it is very very flexible.
It is also useful to keep plans highly visible, and in helping teams regularly be guided by and held accountable to agreed plans, and just as importantly in the fast changing world share learning from plans that seem quickly redundant and update plans easily.
But wallchart full of gridcards does not summarise a vision, plan or strategy visually and some believe that working in pictures, especially on tasks that require creative or innovative approaches helps groups engage the creative visual side of the brain, aiding creative thinking.
What is Strategic Illustration?
I was taught strategic illustration by Chris Chopyak, from Alchemy, and she defines it as such:
“Strategic Illustration is a process of creatively engaging people to work together to develop a “picture” of a vision, plan, product, message, and story.
We all process information differently. Using graphics, colour and metaphor allows us to process complex information visually and completely. Highly illustrated maps simplify content, employ right and left brain modalities to help us understand our situations, opportunities and challenges with clarity and accuracy.
The maps are retained by the client and used to help focus actions and business decisions.”
Maps and templates
You don’t need a facilitator to try using visual thinking. Strategic Illustration pioneers the Grove have a set of maps and templates you can buy to try it for yourself.
A couple of the blank templates that I like are shown here (these are (C) the Grove)
You can see that with this set of four maps a group could, in a couple of hours:
- look at the changing context
- see different perspectives on a vision, and unify those into a single articulation
- plan key objectives and set out key stages / milestones
- identify five bold steps that might make a difference to implementation of a plan
Grove have 20 in total to choose from, see them all here.
Visible living plans
As well as encouraging creative thinking, the ability of strategic illustrations to live on and be a constant reminder of what’s important is a very helpful way of having goals, strategies and visions that live on day to day, something not likely in a chunky word document.
A well thought through and artistically produced set of illustrations can be reproduced to be visible in many sites and I’ve seen them used as screen savers, and even mouse mats.
If you’re dreading the yearly business planning cycle then why not try a fresh approach. If you need help, get in touch.
Scales of agreement - a team decision making tool
21/08/13 15:34 Filed in: Methods... | Method Card...
“So, we’re all in agreement then...” ?
Scales of agreement is a useful tool for quickly testing decisions and understanding responses to ideas or proposals, ensuring all views are heard (which not the case in much decision making).
It’s a participatory process and is helpful for building ownership of ideas as well as interrogating them. Used ‘without an agenda’ for key decisions it can also help seek out views from the vital dissenting minority.
It can also be used more crudely as a ‘voting-with-comments’ tool.
HOW?
1. Clarify the issue at hand, if there are multiple ideas, proposals or decisions, it is best to separate them.
2. Consider taking ‘questions for clarification’ if required.
3. Clarify the 8 possible positions (give a copy of the scales of agreement method card).
4. Write each of the 8 positions on a sheet of paper or gridcard, (or download this copy) and lay them in a line, in order, on the floor, table or wall.
Scales of agreement on a wallchart, after participants had expressed views, here the group gave the proposal enthusiastic support.
5. Give all participants a Gridcard or post-it note.
6. I always think it best to invite the group to work in silence.
Ask participants to decide where they are in relation to the idea, proposal or decision.
Invite each person to write on the gridcard the position they take in relation to the idea, proposal or decision, and write a question or comment that relates to their level of agreement.
7. When everyone has finished writing, invite people to read out their position and comment, or to just place their position next to a card with the levels on.
I find the floor the fastest and easiest, getting people out of seats also brings energy back to the group.
Scales of agreement on a floor, after participants had expressed views, here the group gave the proposal enthusiastic support.
8. The clusters will report where the collective view of the group is in relation to the idea, proposal or decision, and the questions and the comments will shed valuable insight on the decision in hand.
Get a copy of scales of agreement method card (opens new window).
Get a copy of the scales of agreement cards for the floor (A4 - opens new window)
Get a copy of the scales of agreement cards for a wallchart (A6 - opens new window)
Kind Words
20/08/13 17:04 Filed in: Testimonial...
Caroline Killeavy
Head of Community Engagement
“I strongly recommend Sean for his expert skills in facilitating positive and meaningful discussions.
Recently Sean enabled some very deep and meaningful strategic conversations amongst our senior team.
Sean was able to interpret the brief quickly and accurately, and delivered exactly what was specified and more.
Very professional and personable."
Forgive the blowing of trumpet, it’s really great when clients appreciate what I do - thanks Caroline.
Photos - Canal and River Trust Workshop - July 2013
31/07/13 11:36 Filed in: ProMeet Photos... | Clients...
We were asked by the Canal and River Trust to run a workshop that sought to understand and begin planning an enlarged volunteer network. These photos capture well the look and feel of a ProMeet workshop.
Thanks to Caroline Killeavy - Head of Community Engagement at the Canal and River Trust for
permission to publish these photos.
What does the leader believe?
02/07/13 11:37 Filed in: Methods...
Next time you are in a meeting, why not take a moment to play an observation game?
Take a minute out to and try to observe or understand what’s really really motivating the actions of the meeting leader.
How do they fair with our core belief? What’s really going on?