Most meeting leaders use some norms or rules of engagement to referee meeting behaviour, but what exactly are these rules or “norms” and how do we best generate them? Merriam-Webster defines a norm as:
The Meeting Doctor Blog
At our Facilitating Through Conflict workshop last week, the class really embraced my suggested approach when dealing with resistance. We see resistance when new processes are suggested, old ways of thinking are being challenged, or staff are being challenged to innovate or take risks.
Creating lofty action plans seems to be the rule of many strategic planning sessions these days. Most participants truly intend to fulfill their obligations during the planning session – but following the session is another matter entirely! Day-to-day operations, putting out fires, organizational and competitive pressures, and shareholder requirements overtly and covertly stop us from even initiating our action plan.
Two of the biggest obstacles faced by internal facilitators include short notice and competing demands that result in poorly prepared meetings. As staff is being asked to take on more roles and responsibilities, this trend of limited prep time is something we need to tackle head-on.