Training Techniques Training - Day 4 Meetings

Bu proje Avrupa Birliği ve Türkiye
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IMPROVED STRATEGIC MANAGEMENT
CAPACITY PROJECT
Training Techniques Training – Session 1
Jocelyne Rasé
Managing Meetings
November 2013

Cumhuriyeti tarafından finanse
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Day Four

Coffee table sessions
Non Formal Meetings
Managing Formal Meeting
•
•
•
•
•

The process of efficiency
Preparing a meeting
What to do when
Communicate with people who have different needs
Different people need different things

Assignment for working teams

Motivators
•
•

The SCRAF model- Motivators
RS animate

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Coffee Table Sessions
Being open
to answer
tough
questions

Being open
to answer
tough
questions

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Non Formal Meetings

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Formal – Informal – Non-Formal Education
• Differences in :
– Purpose
– Timing
– Content
– Delivery System
– Control

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Let’s Try

Topic of discussion:

«The gender inequality
in Turkey».

15’

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«World Café» Principles

Set the context
Create hospitable space
Explore questions that matter
Encourage everyone’s
participation
• Connect diverse perspectives
• Draw , doodle and play
• Have fun !!!
•
•
•
•

Juanita Brown and David Isaacs and the World Cafe Community

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Focus to make the discussion more productive
Focus on what matters
Define objectives
Contribute with your thinking
Speak your mind and heart
Listen to understand
Link and connect ideas
Listen together for deeper insights and questions
Play, Doodle, Draw
Enjoy!!!!!

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Let’s Try Again

Same topic:
15’

«the gender inequality
in Turkey».

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Environmental Requirements

Make sure that the space looks like a café
Provide roundtables with 4-5 confortable chairs
Provide paper and colourful pencils for participants
Hang on posters and slogans to encourage
participants to discuss
• Provide refreshments
• Relax participants with a soft music
•
•
•
•

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CHATHAM HOUSE
RULE

«When a meeting, or part thereof, is held under the
Chatham House Rule, participants are free to use the
information received, but neither the identity nor the
affiliation of the speaker(s), nor that of any other participant,
may be revealed.»

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Time Out

Exercise: How much is it exactly?

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1. It’s too far to go there just for one day

How many km?

2. I’ll be there in a few minutes

How many minutes?

3. Kadir is old enough to be an Under secretary

How old is he?

4. I want to make enough money to live comfortably

How many TL?

5. It’s a lot of money to lose gambling in the casino

How much in TL?

6. This box is too heavy to carry by yourself

How many kg?

1. You’ll need a little time to get accustomed to the department

How much time?

2. We need some time to implement the SM project

How much time?

26/11/2013

14

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Discussing & Setting S.M.A.R.T. Objectives

Specific

Measurable
Agreed upon - Achievable - Action-Oriented
Realistic

Today

Time Bound
26/11/2013

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How do you balance Support & Challenge?

Inertia
Apathy
Why bother?

Stress
Panic
Reactivity
Action

Low

SUPPORT

High

Cosy Club
Harmony - Rapport
Comfort
Working together

Collaboration
Negotiations
Facing reality
Identifying blocking & enabling
factors

Low

CHALLENGE

High

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Objective

Who to be when…
Role

What you say

TELL

The EXPERT

This is what you must do

SELL

The SALESMAN
Tell what needs to be done to get
R.O.I. in the ministry

This will generate R.O.I. for your
ministry

The MOTIVATOR
What are the benefits for the person

Look at what YOU will get out of this

The CONSULTANT
Effort to truly understand & help

What do you want or need now?

The COACH
Respect for the person’s decision.
Be neutral about the output

What can I do to support you?

BUY IN
CONSULT
COACH

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Managing Formal Meetings

• It is your chance to show leadership - You are in charge
• Define the purpose of the meeting
For sharing information?
• What is the added value of meeting instead of communicating electronically?
For discussion?
• Do you have the right people in the room?
• How can you lead the conversation so it is structured?
• Can you base the discussion on facts rather than just opinions & feelings?
For decision making?
• Are the participants the actual decision makers?
• Do they have all the facts?

• State clearly the expected outcome – call for action
• What do you want participants to do as a result of the meeting?

Before you run a meeting, be ready to …

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INTRODUCE YOURSELF

I am…
I am responsible for…
I promise…I stand for … (working together – being aligned)

Don’t assume people know
Who you are or
Why they are there!
Tell them how long it will last!

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Communication

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Four Preferences
I

Relationships

E

Introvert

Extravert

How people interact with others

P

Information

Practical - Detailed

C
Creative -Innovative

How people handle information

A

Decisions
Analytical - Thinking

B
Beliefs & Feelings

How people take decisions

S
F

Organisation
Flexible

Structured

How people organise themselves and others

Flexibility Needed…

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Introvert

Extravert

REFLECT

BE OPEN - INTERACT
WITH ENVIRONMENT

Practical

Creative

UNDERSTAND A SITUATION IN DETAILS
FACE THE FACTS (+ & -)

EXPLORE OPTIONS & ALTERNATIVES
FIND NEW POSSIBILITIES

Analytical thinking

Beliefs & Feelings

MAKE LOGICAL DECISIONS
BE RATIONAL

COMMUNICATE THE DECISIONS
PAY ATTENTION TO THE IMPACT ON PEOPLE

Structured
GET ORGANISED
PLAN

Flexible
EVALUATE THE RESULTS
ADAPT + BE FLEXIBLE

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Use both sides of the brain
Focus on tasks
Details
Facts
Logic
Analysis
Reason
Structure
Method
System

Focus on relationships
Concepts
Theories
Ideas
Feelings
Opinions
Harmony
Connection
Optimism

Keep the process of efficiency in mind

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Examine the facts in details
Adapt
Improve
Be flexible

6
5

Plan - Structure
Organise

1

2
3

4

Explore
options

Take rational
decisions

Communicate decisions +
Take into consideration the impact on people

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Dysfunction – Task oriented only
LOOK AT FACTS IN
DETAILS

6

FLEXIBILITY
ADJUST

STRUCTURE
ORGANISE

5

1

Dysfunction

4

2
3

EXPLORE OPTIONS
BE CREATIVE
USE INTUITION

MAKE RATIONAL
DECISIONS

PROPER COMMUNICATION
FOCUS ON EMOTIONS & BELIEFS
If Extraverts, making decisions too quickly and acting too fast

Dysfunction – Relationship oriented only

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BE PRACTICAL
FOCUS ON DETAILS
FLEXIBILITY
ADAPT

STRUCTURE
PLAN
ORGANISE

6

1
Dysfunction

5
4

2

3

CONSIDER
POSSIBILITIES
BE CREATIVE

ANALYTICAL
THINKING

PROPER COMMUNICATION
FOCUS ON EMOTIONS - BELIEFS & VALUES

Objective

1

2

3

4

5

6

7

8

26 November 2013

28

Time Needed

Topic

Evaluate Be
flexible

Location:

Organise - Plan
Structure

Time Keeper:

Communicate
Consider impact

Meeting Facilitator(s):

Making rational
decisions

Time:

Explore options

/……/

Examine facts,
pros & cons

Meeting Date:

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Outcome

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Don’t take the monkey

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Don’t stay in the box!!!!

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Inaction
Anger

Pessimism

Negativity

Powerlessness

Isolation

It won’t work

I should

Boredom

Dual Thinking
Helplessness

either/or black or white

Fear

I can’t..
Resistance

Resentment

Apprehension

I really, really
want to…

Depression

Envy
Jealousy

Disbelief
Confusion
Judgment
Criticism

Lack of vision

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DUAL THINKING

FIGHT or FLIGHT?
Winner or Loser?

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Dual Thinking
either/or – good/bad – black/white

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WIN and WIN

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It’s up to you…

IN THE BOX
I have to «get along with» … or else…
•
•
•
•

There will be conflict,
I will be reprimanded,
There will be negative consequences,
I will be fired, I will have a bad reputation, etc. = NEGATIVE

OUT OF THE BOX
I choose to «get along with… » because…
• We will collaborate better to finish the project on time
• I might learn something from him
• The atmosphere will more positive, etc. = POSITIVE

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A: Some clients think that if a product is extremely expensive it is
necessarily of excellent quality
B: Others don’t want to pay for service and always go for the
cheapest price, no matter what
C: At this company, we believe that service should be good but also at
a good price

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How would you apply the rule of three?

A: Some colleagues think that the Reform has been done and
therefore there is not much else to do – the Turkish government is
doing well in terms of management of public funds
B: Others feel that the Reform is not working…. It has not changed
significantly enough the fiscal responsibility for the public
administrations in Turkey
C: I believe, that even though much has been done, progress still
needs to be made if we want to be aligned with the best
practices of OECD countries

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Make a case for yourself
instead of
trying to convert
the other person
to your views

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DON’T PLAY PING PONG

VALIDATE

HOWEVER

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Defending YOUR point of view,
not diluting your message
• May I play the devil’s advocate?
• I would like to counter your argument

• I believe differently and I would like to explain why
• I have a different view on the topic; may I explain it?
• On one hand this, on the other hand that…
• Some people might disagree with your point and say…
• Some people think A, others think B, I would like to defend C
(the rule of 3)
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Communication Styles
EXTRAVERT

DRIVER

EXPRESSIVE
People focused

Task focused

EMOTIONS

LOGIC& REASON

ANALYTICAL

AMIABLE

INTROVERT
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Change your style to meet the person’s needs

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PUSH: This is what you need
PROS + CONS

CONVINCE - SELL

EXTRAVERT

DRIVER

PULL: Let me show you how…
SHOW POSSIBILITIES

EXPRESSIVE

Task focused

People focused

LOGIC& REASON

EMOTIONS

ANALYTICAL
EXPLAIN: Let me give you some

detailed information
so you can think about it
BE AN EXPERT

COACH

AMIABLE

INTROVERT

NURSE: Let me help you

GIVE PERSONAL SERVICE
MAINTAIN THE RELATIONSHIP
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Human Drivers & Motivators – SCARF model

• Status =
• Certainty =
• Autonomy =

relative importance - seniority, being better than someone else
ability to predict the future
perception of exerting control over one’s environment, a
sensation of having choices

• Relatedness = deciding whether or not to be in or out of a social groups.
Are others friends or foes?

• Fairness =

justice in exchanges

• Maximize the increase of
• Reduce the threat & avoid the loss of…

Human Motivator - S

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Status = relative importance - senority, being better than someone
else

Increase
Positive feedback & rewards in form of recognition are better than money;
Public acknowledgment
Getting people to generate their own feedback and design their own PDP allows them to
be less obsessed about promotions
Close attention to incremental improvements, achievement of larger goals

Reduce the Status threat
Ensure that one is not perceived as less than another i.e. giving advice in public, asking
for instructions or directions, negative PDP; tough feedbacks

Human Motivator - C

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Certainty = ability to predict the future
Increase
Identify central and long term goals.
Making implicit concepts more explicit (i.e. expectations; consequences) Communicating on
change, even if specifics are not clear. Ensure that by a certain date, things will be resolved.
Promise inclusion in the decision process.

Reducing the threat
Making plans, SMART Objectives – No set up for failure (i.e. overly stretched goals)

Mapping, organization, breaking down big objectives and challenges in small steps
Predicting dates for resolution or satisfaction.
A small amount of uncertainty generates error responses in the orbital frontal cortex. Without prediction, the brain
uses drastically more resources. High levels (not knowing if you have a job/ big changes) can become quickly
debilitating

Human Motivator - A

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Autonomy = perception of exerting control over one’s
environment, a sensation of having choices
Increase
Let people organize their workflow, their work environment.
Define clear scope of decision making without consultation; do their own development
plan, etc…

Reduce the threat
Give more control or ability to cope or to influence outcome.
Reduce micromanagement. Flextime.
Offer alternatives: Here are 2 options: which one do you prefer?

Human Motivator - R

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Relatedness = deciding whether or not to be in or out of a
social groups. Are others friends or foes?
Increase
Team work – trust, cooperation, cross-functional team work, water cooler
conversations, smoking groups i.e. tribes, clans, teams; inclusion, sense of
belonging
Relationship with coach, HR and management

Reduce the threat
i.e. Expats, organizational silos; being a stranger, feeling excluded, isolated;
ignored

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Human Motivator - F

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Fairness = justice in exchanges
Increase
Volunteer work to correct perceived injustices; social consciousness
Increase transparency; communication, feedback about business progress.
Fair process in decision making,, let people decide their own rules, define clear
expectations for all
Looking at things from a different prospective (larger picture)

Reduce the threat
No arbitrary rules, various salaries for the same job, favoritism, injustices, obscure
talent review

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