Iafna 2013 unleashing results - slideshare
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The document discusses how to hold effective meetings for groups tackling "wicked problems", which are complex issues with incomplete information and contradictory requirements. It explains that these meetings require building shared understanding and commitment among diverse stakeholders. The key is using visual tools like shared displays, sticky notes, and graphic recording to facilitate dialogue, develop a common language, and create shared ownership of the problem and potential solutions. When groups establish shared understanding and commitment in this way, it can lead to breakthrough results in addressing even the most challenging problems.
Iafna 2013 unleashing results - slideshare
- 1. Unleashing Results: Enabling Shared Understanding And Commitment In Groups Tackling Wicked Problems Michael Randel Randel Consulting Associates Kensington, MD, USA @mrandel #IAFNA2013
- 2. Michael Randel, CPF is an organization development consultant, professional facilitator and trainer with more than twenty years experience advising organizations around the world. He was awarded the Facilitation Impact Award by the International Association of Facilitators in recognition of the impact of his work on his clients. Randel Consulting Associates is a management consulting company that leads organizations through change and growth. With more than 20 years international experience, our global outlook enables us to see different ways to do things and to bring diverse people together to move forward. As a result, our clients are stronger, more successful and positioned for future growth. michael@RandelConsultingAssociates.com +1-202-656-3796 Twitter: @mrandel 2
- 3. Overview • Two Kinds of Meetings • Meetings that Unleash Results • Tools to Unleash Results • Summary & Key Resources • Two Kinds of Meetings 3
- 4. Two Kinds of Meetings Technical • Tame Problems • Homogenous Groups • Project Management 4
- 5. Adapted from Robert Horn http://www.stanford.edu/~rhorn/ The Nature of Meetings Today? No unique “correct” view of the problem Different views of the problem and contradictory solutions Most problems are connected to other problems Data are often uncertain or missing Multiple value conflicts Ideological and cultural constraints Political constraints Economic constraints Numerous possible intervention points Consequences difficult to imagine Considerable uncertainty, ambiguity Great resistance to change Financial constraints 5
- 6. Two Kinds of Meetings Complex • Wicked Problems • Diverse Groups • Adaptive Management 6
- 7. Two Kinds of Meetings Technical vs. Complex Tame vs. Wicked 7
- 8. Wicked Problems “A problem that is difficult or impossible to solve because of incomplete, contradictory, and changing requirements that are often difficult to recognize. Moreover, because of complex interdependencies, the effort to solve one aspect of a wicked problem may reveal or create other problems.” Wikipedia 8
- 9. Definition of Wicked Problems 1. Each potential solution illuminates new aspects of the wicked problem. 2. Wicked problems have no stopping rule. 3. Solutions to wicked problems are not right or wrong. 4. Every wicked problem is essentially unique and novel. 5. Every solution to a wicked problem is a "one-shot operation". 6. Wicked problems have no given alternative solutions. 9
- 10. “Because wicked problems are often imperfectly understood it is important that they are widely discussed by all relevant stakeholders in order to ensure a full understanding of their complexity. If a resolution of a wicked issue requires changes in the way people behave, these changes cannot readily be imposed on people. Behaviours are more conducive to change if issues are widely understood, discussed and owned by the people whose behaviour is being targeted for change.” Australia (2007) Tackling Wicked Problems change owned understanding 10
- 12. Overview • Two Kinds of Meetings • Meetings that Unleash Results • Tools to Unleash Results • Summary & Key Resources • Meetings that Unleash Results 12
- 13. How can we mobilize shared understanding and shared commitment in groups tackling wicked problems? 13
- 14. 20 participants 14 organizations Politically contested environment 50 year history of conflict and distrust Unleashing Results from this group? 14
- 15. At first, meet Face to Face… 15 What can possibly go wrong?
- 16. In Common Differences What Group Members are Thinking… 16
- 17. In Common Differences What They Have Yet To Discover… 17
- 20. Common Language Shared Display Shared Understanding Shared Commitment Breakthrough Results 20
- 21. Common Language Shared Display Shared Values Shared Understanding Shared Commitment Breakthrough Results 21
- 22. Common Language Shared Display Shared Values Shared Ownership Shared Understanding Shared Commitment Breakthrough Results 22
- 23. Shared Understanding Shared Commitment Breakthrough Results Common Language Shared Display Shared Values Shared Ownership 23
- 24. Overview • Two Kinds of Meetings • Meetings that Unleash Results • Tools to Unleash Results • Summary & Key Resources • Tools to Unleash Results 24
- 25. ©2007-2010 CogNexus Institute Shared Display is the foundation for Shared Understanding & Commitment 25
- 26. 1. Pens and Sticky Notes 26
- 29. Books by David Sibbett Images – davidsibbett.com 29
- 30. 4. Dialogue Mapping Adapted from Stirling City Center Alliance 30
- 31. Core ‘Grammar’ of Dialogue Mapping 3 A Arguments: Pro (arguments supporting) 3 B Arguments: Con (arguments against) 1. Issues or Questions 2. Positions or Ideas 31
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- 33. Powernoodle is a cloud-based platform that helps organizations make more informed decisions and solve problems faster. ... Powernoodle brings remote groups together to facilitate collaboration & brainstorming, gather feedback, evaluate ideas, allocate resources and determine next steps 33 5. Powernoodle
- 35. Overview • Two Kinds of Meetings • Meetings that Unleash Results • Tools to Unleash Results • Summary & Key Resources• Summary & Key Resources 35
- 36. Summary Shared Understanding Shared Commitment Breakthrough Results Common Language Shared Display Shared Values Shared Ownership 36
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