1. Creating organisational potential out of individual differences…. Can we: Get over the frustration caused by ineffective and inefficient meetings Get over the ‘power wins’ approach to deciding Get over the smothering effect of focusing on the negative? And move to: Managing change successfully Engendering creative thinking Rational approach to decision making

2. Style and Type of Meeting Style of meeting Meeting StyleChair’s styleMembers expected to: CommandTellDo as told PersuasiveSellGive fair hearing, have doubts resolved AdvisoryConsultContribute information, ideas, opinions ParticipativeInvolveHelp explore and resolve problems or issues Type of meeting TypePurpose ExploratoryGeneration and sharing of information DiagnosticIdentify problems requiring resolution AmplifierGeneration of possible solutions to problems – no evaluation of them FilterEvaluation of alternative ideas leading to resolution of problems

3. How do our meetings look if style and type are plotted? CommandPersuasiveAdvisoryParticipative Style Amplifier Filter Diagnostic Exploratory Type X Everyone feels involved and committed to agreed solution X Some feel uninvolved and no practical outcome agreed X Everyone feels involved but no practical outcome is agreed People feel the agreed solution is a fait accompli X

4. Causes of ineffectiveness in meetings The purpose of the meeting is not clear or is not accepted by the group The “style” and/or “type” of the meeting may not be suitable for the group, its chair, or the purpose of the meeting Inadequate preparation for the meeting Inadequate chairing during the meeting

5. Problem Oriented Meetings  Focus on the Problem 80% Finding a solution 20%

6. Solution Oriented Meetings  Clarify the Problem 20% Finding a solution 80%

7. How? One Step at a Time Step 1 Real World Possibility Land Big issues leave people not knowing where to start, or seeking one solution to fix everything…..

8. How? One Step at a Time Step 2-4 Real World Possibility Land It is possible to break down the issue into identifiable chunks by re-phrasing the problem as “How to....”

9. How? One Step at a Time Step 5-6 Real World Possibility Land When an identifiable chunk is prioritised, it is possible to see a way forward in small, achievable steps

10. How? One Step at a Time Step 7 Confirm Plan – what will be done Do - who will do it Review – when progress will be reported

11. Success Criteria for Solution-Focused Meetings Spend time focused on the issue or problem Pragmatic focus Meet every individual stakeholder’s needs to some degree Focus on SOLUTIONS rather than historical account of PROBLEMS Give equal status to all group members Non fixed membership – the people who can share expertise or experience directly with this problem are there

12. Steps in the Solution-Oriented Approach to Meetings 1.Relaxation and focusing 2.Brief description of the issues by the ‘problem owner’ 3.Question 1 – ‘what are the problems, really, which are impeding (progress with this issue). The problems are “how to….” 4.Prioritise (vote) 5.Question 2 – ‘in how many ways might we solve the problem of how to……’ 6.Prioritise (vote) 7.Assign action plan responsibilities What? Who? By when? Arrangements for review Tasks Exceptions Identifying Problem free & scaling goals talk Implementation Design Diagnosis

13. THE 7 STEP PROCESS TECHNIQUES Visualisation Problem-Free Talk Dreams/Nightmares Identify Goals Through –Miracle Question –Empty Chair –Whispering Mentor Dots Allocation Brainstorming Scaling Exceptions Dots allocation What, where, when, who, how? Relaxation and focusing Problem description Problem identification Problem prioritising Solution generation Solution prioritising Action Plan