by John Brooker | May 19, 2012 | Facilitate meetings, Tools
Yes! And… Creative Gorilla # 129 Need to make a demotivated team more positive…? “I rant, therefore I am.” Dennis Miller, Comedian Do you need to elicit issues safely? When you hold a meeting it can be important to let people discuss their work problems and frustrations. However, if a lot of people state their concerns to the whole group it can consume time and create a negative mood in the meeting. How can you effectively let people vent their frustrations and create a positive mood in the meeting, quickly? Here is a technique I have adapted from one called “Moan, Moan, Moan”. I call it the “Constructive Rant. “ I use it a great deal when I facilitate because it is enjoyable for participants and it works. Typically, I use it at the start of a meeting to create a “platform”, a starting point from which the group can move on. I have used it with group sizes from 5 to 90 and results have ranged from good to excellent. Without tempting fate, there is no down side that I have found, unless it rains. Instructions (This example is based on a team building session) 1. Pair people up (If you have an odd three people left over, it is still possible for them to do Constructive Rant, but you will need to allow extra time) and brief them as follows [I recommend you write a summary of this on a flipchart to make it easier to follow]: You are going to go for a walk Whilst you are walking, one of you will speak for three minutes...
by John Brooker | May 17, 2012 | Facilitate meetings, Tools
Yes! And… Creative Gorilla # 127 Need to influence transformation? Look for what’s working… “If some stupid fans don’t understand and appreciate such a gift they can go to hell.” Mohammed Al Fayed, ex -Fulham FC Owner on erecting the Michael Jackson statue What would you do next in this situation? You are facilitating a meeting with a team that is transforming how it provides its services. You ask the people to describe their preferred future when everything is working well. What will be happening? What will people be doing, saying, thinking, feeling etc? How will the processes and systems be operating? They do it. What happens next? Typically, the next step in organisations is to describe what is stopping the team from achieving the preferred future. They list what is wrong, things they have been discussing for ever that never seem to get resolved. People become dispirited and defensive as they sense people are blaming them or their department for what is wrong. The positive energy drains away and resistance to change develops. Friction occurs, or worse, apathy. Actions aren’t followed up. Is this recognisable to you? It’s noticeable in transformation programmes, especially when the initial euphoria has ebbed away. An alternative approach for creative leaders is to identify what is working. Where can we see clues that the preferred future is happening already, examples of good practice? The purpose is to encourage people to sense that much is going well and they can build on it. In the book, “Solutions Focus”, by Mark McKergow and Paul Z Jackson they refer to these clues / examples as “Counters”....
by John Brooker | May 5, 2012 | Facilitate meetings, Innovate
The Creative Gorilla #115 Continually using the same approach is very efficient, but it can lead to stale thinking … “If you always do what you’ve always done, you’ll always get what you’ve always got …” JB (after Anthony Robbins, motivation guru) Need a new approach to problem solving? Last week, I gave a talk to a company in Bristol. Having had my diary changed at the last minute, I decided to stay the night in a hotel and so immediately followed my usual approach for booking a hotel; go online and book through my regular hotel chain. Alas, all their hotels in Bristol were booked as were all the other chain hotels. So I Googled “Bed and Breakfast Bristol” and instead of staying in a prefabricated block just off the motorway, I stayed at a lovely Edwardian hotel overlooking the Downs. In the morning I went for a long walk across said Downs, found a fabulous view of the Avon Gorge and had time to rehearse my talk in my mind. Having been forced to take a fresh approach to booking my hotel I was delighted it had paid off so well. It also gave me an opening story for my talk, which challenged the use of only one approach to tackling problems. Like many companies, the one I talked to uses a structured approach to problem solving, in this case, “Define, Measure, Analyse, Improve and Control”. Essentially, this type of approach senses a problem, identifies the symptoms, finds the root cause and looks for solutions. Companies have been using these types of problem centred approaches for many...
by John Brooker | Apr 11, 2012 | Facilitate meetings, Innovate
YES! AND… Creative Gorilla # 101 When running creative workshops, balance quality of outcome against time by keeping it simple… “So much to do, if I only had time,” Lyric by P Delanoe, Jack Fishman & Michel Fugai Do you want to achieve more in your meetings? Recently, I spent some time with a client to review an agenda they had designed for a creative idea generation and evaluation workshop. I was not facilitating but they asked for feedback. The design had very clear outputs, with good ideas to ensure participation. However, instinctively I sensed that they would not achieve all they wanted to because the design was too complex for the time available. We therefore spent time looking at ways to simplify the design, so they could achieve the desired outcomes. So In essence you can simplify three factors in a workshop, (although reducing the number of people attending is another option): The Input – The information that people require before they can start the creative thinking session The Activities – What the group does to process the information and achieve the output The Output – What the group produces at the end of the activity, e.g. a set of evaluated ideas Here are some suggestions for ways you can simplify them. Treat these as general principles as there are always exceptions. Input Identify work that could be done beforehand so that you do not waste time in the meeting e.g. (A). Before a process redesign meeting, draft the current process and validate it during the meeting. (B). Before an evaluation session, identify the criteria that you will...
by John Brooker | Mar 21, 2012 | Facilitate meetings, Innovate
YES! AND… Creative Gorilla # 81 A great way you can obtain a shared sense of the future is to verbalise it in an interview … “The best way to predict the future is to invent it.” Alan Kay, Computer Scientist Do you need to explore the future? Have you ever seen a “Samurai warrior” playing “Fly Me to the Moon” on a grand piano, whilst his Japanese colleagues croon along? This was just part of a slightly surreal entertainment I enjoyed at a recent Solutions Focus conference in Cologne. This was a ten out of ten event, a benchmark for other conferences, with great entertainment (my singing apart) and a great deal of learning. What was particularly useful for me was to learn new ways to use old tools and I’d like to share one with you. Traditionally, when seeking to explore the future, I have groups draw pictures or use magazine photographs. This encourages discussion as people explore metaphors they can use to describe their situation. At the conference, Hans Peter Korn, a Swiss consultant, demonstrated an excellent alternative. In this case we are using a business scenario, but you could use it for any context. How to do it If you would like a full description visit Hans Peter’s site and download the PDF with the same name as this article). It works like this. You start with a statement e.g. How will my business still be competitive in five years’ time? How will it look, what will we be doing? Peter next uses the idea of a time machine to take people five years in...
