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用团体工作程序技术改善会议成效(一)
论文摘要
专业会议辅助商开发了许多团体工作程序技术来促进会议成效,并带来了一定的效果.但是大多时候会议并不需要辅助商直接参与.
为了更好的运用团体工作程序技术,使会议到达一定的成效. 必须要遵循它的基本原则,在没有辅助商提示使用哪种技巧的情况下从辅助商使用的团体工作程序技术中去获取价值. 在会议前必须预先策划做些前期准备,可以使会议达到事半功倍的效果. 其中涉及到整个会议应该采取哪种会议类型,决议流程时处于什么位置,哪些流程技术适合在会议中使用等一系列的团体工作程序流程.并且最后能建立机制确定使用的方法是否有效. 只有合理的运用团体工作程序技术才能够使会议到达一定的成效.
关键词: Key Words
团体工作程序技术 Group process techniques
专业会议辅助商 Professional meeting facilitators
产生选择建议 Generate Alternatives
集思广益 Brainstorming
用团体工作程序技术改善会议成效
1. 专业会议辅助商已经研制出一种“集团”技术,旨在帮助团体更加有效地开会。这些团体工作程序技术有所不一样。研究表明,使用团体工作程序技术的团体更加满意自己的决定及更致力于实施.
2. 这意味你需要辅助商参与会议吗? 辅助商带给会议的是这些团体工作程序的技术知识,更重要的是在特殊的场合使用哪种技巧能发挥作用的理解能力以及何时提供建议时间点把握.所以如果你的会议非常重要. 如果会存在激烈的争执, 或者如果会议的主导力量是参与者而非领导者. 那么, 无可非议,辅助商是非常有帮助的.
3. 但是大多数经理也许每个月将有数以百计的会议。高级经理常常花多于50%的时间在会议上。现实是大多数经理不可能为大多数会议去会见辅助商。这挑战就是在不是总有一个专业人士围绕在你身旁告诉你如何使用技术，而从辅助商使用的团体历程技术中获得价值.
4. 这有一些你需要遵循的基本原则,。否则,当你真的需要字(词)处理技术时,你可能发现用电子应用程序处理的事情它可能是一个很了不起的电子数据表,但如果它对于任务是非常不恰当，那它就会阻碍而不是帮助团体有效率的工作。
5. 避免这类问题的秘诀就是当心你的工作会议。我经常告诉我的客户,在会议之前我所做的工作至少给他们带来50%的价值。所有的工作开始之前都是“早上好,今天的会议的目的是.... "而一个有效的经理承认他或她(或一个他/她指明)需要花时间去准备有设计者完成的会议策划。
以下是一些你在工作中需要解决的问题：
一. 会议类型有许多不同的会议类型，例如
信息简报 项目策划评估
诚信建立/团队建设 决策
产生新的主意或方法 争议解决
战略策划 问题解决/ 危机解除方法
许诺 庆典
6. 这种类型的会议的主题就是告诉你：谁需要参与,为达到会议的目的什么样的互动是需要完成,并为团队工作程序技术提供选择。 7. 许多会议扮演了多种会议工作功能角色。议事日程第一项可能只是一个简单的信息简报，而第二项会是一个决议项，第三项是一个问题解决项。你的日程必须很清楚的注明那一项是什么类型项。清楚的告诉人们：我们期望在这项议程中你要做什么。当这个不清晰的时候，即使人们非常努力的想成为一个好的会议参与者，却因为不知道被要求做什么而变得不知所为。
8. 在未来的发展中,各类协同技术变得司空见惯,确定会议的目的将是一个问题的序幕;“这个会议要求多少意义?”如果会议的目的是诚信建设,你或许需要与在这个会议室内的每一个人(所有的五种感官）进行面对面的会谈。如果会议是战略信息,你可以在网络上传一些好的信息,让他们下载它他们自己有利的(1-2感官)。
二. 决议流程中我们处在什么位置？
9. 做出决策通常需要许多离散的步骤,比如定义问题所在、生成方案、等等。有时这些步骤都发生在一个会议上。但是重大决策常常需要许多的会议才能通过。.
10. 在每一步,不同的行为需要不同的参与者。所以会议策划者指明这次会议规划的决策过程(或该议程)非常迫切。
描述决议流程步骤有几种方式，但我发现使用最普遍一种是：
确定问题或机遇（包括确定接受或者成功标准）
提出抉择意见
评估抉择意见
选择行动方法
确定实施计划
建立机制以决定你的方法是否有效
11.我发现当一个群组需要作出决定的时候,明确定义他们的行动步骤是非常有帮助的,尤其对于那些经常在一起工作的人来讲。可以不使用我们上述提到过的条款, 只要对于组织群体中人们急需解决的问题效果就行。关键的是这种方法使用频繁足以使人们在流程的每一步形成一种共同的语言及共同的期待.我建议你把这些步骤贴在每一个会议室里，便于与会者马上把它作为参考使用.
三. 哪一个团体工作程序技术适合这次会议(或为该议程)?
12. 大部分团队工作程序技术被用于决策唯一的步骤。一个关键的例子就是被称为“集思广益”的技术，集思广益的关键元素是让参加团体能产生许多选择的余地,停止一些想法的判断是可行的。事实上这是一个非常强大的技术，它常常产生很多的选择,以致它能在合理的时间内超越团队的能力去评估方案。
13. 但它是一种技巧,在决策时主要为“提供更多的选择”很有用。但我从未见过人们在其他许多方面使用这项技术。与会者将会乖乖地产生各种各样的答案,但没有人会知道如何处理这些答案,因为他们似乎并不会为决议贡献。事实上,他们似乎是带你回到前一步(它们)。
下面是一些决议流程步骤中的问题以及对这些步骤产生效果的技术梗概:
四. 明确问题或机遇
14. 这一步的最大问题是让人们去做!集团拥有惊人的能力去跳过定义问题和直接思考关于解决问题的办法。他们不仅可以直接去解决问题,而且他们就直接去解决他们已经知道怎么做,(例如,如果你的公司要制作小部件，你会设计构建部件的解决问题的办法)。
15. 这种行为的问题是你有可能想出相当精彩的解决方法,但并不适合这个问题的解决.或者你没有思考基础议题，只是就上一个问题提出一些看法.
五.定义问题的一些技巧:
16. 力场分析法: 让群组集思广益分析两条, 1,驱动力,2,抑制力 . 再商讨策略来消除抑制因素而充分利用推动因素.
17. 关系图: 在卡片上写下一些问题的介绍,然后把卡片粘在空白墙上.给每人这些卡片然后要求他们识别问题的影响因素. 每张卡写下一条想法 (写大一些便于阅读). 洗动这些卡片使这些相关的影响因素放置在一起.分析出互相之间的关系. 用颜色胶带或者绳子来表示因果关系. 那些作为原因使用频率最高的卡片(系有最多的胶带或绳子)很可能就是你问题的根本原因.
18. 深入: 选择在一个可能让团体成员走动的会议室举行会议,把这些团体在细分为更小的组别,或者单独工作. 在团队集中以前,创造一个高度激励氛围,包含和议题有关的任何事物,文章,书本,照片(甚至一些能够用来图解或者模拟想法的玩具). 分成几个小组, 要求小组移动巡游需要的物件. 给他们一个截至时间,用以汇报他们找到的可能适用于问题解决的想法.汇报后商量最有可能的趋势, 在给团队布置一些新的和趋势相关的任务. 只有在你们全都从不同角度去深入思考问题之后,团队尝试在问题定义上面达成一致.
19. 提出问题: 深入思考后,会碰到一些问题似乎你知道其结果,但是却不知道你是怎样想到的. 比如: 汽车租赁主管可能说: 想象一下,当你登入中央预定系统，事情进展顺利，工作量上去了但是成本在朝下走，你是怎样做的？
六. 产生选择建议
20. 这一步的真正挑战是：1）帮助他们暂停主观的思维判断方式，2）帮助人们跳出旧的固有的思维方式 3）想法和个性分离（如果比尔确定10个想法，其中没有特别的想法和比尔本人有太大关联(因为是比尔提出的,人们才会觉得需要支持(反对)的情况.
21. 大多数工作在创新性领域的人强调人们需要保持一个欢快宽松的心情便于最大程度的发挥创造力。一些研发公司甚至在会议室里备有水枪、玩具，鼓励争抢食物等等让人们从太正统的情景中脱离出来。
这里有为备选方案的产生的一些简单技术
22. 集思广益: 让人们想许多许多的点子，把所有的想法列在图表或白板上。排除一切评估性的评论（即使是积极的）。说不定在你清除旧的思维方式后大量新的创造性想法应运而生，数量越多越好。
23. 类推法（共同讨论法）：通过几伦类推使人们清楚选择。“如果我们组织是一个生物系统，那么我们解决问题的方式将会是：……” “如果是病毒，那么我们将…”
24. 如果我能自由选择，想像一下：不受任何现有规则约束，包括物理定律，比如重力理论或者市场现状，而创新出离奇的方案。如果我能自由选择，我们都会使用ESP交流，我们就不需要。。。。，几轮想像后，讨论一下当兼顾物理现象或市场现状时你会使用到的相似的问题解决方式,比如说使用移动电话而不是ESP.
七. 评估抉择建议： 25.如果你使用以上提到的技术来产生抉择建议，你的问题很可能就是由于提出太多的抉择建议以至你自己都不知道如何及时的评估这些建议。有时候把评估推迟到接下来的会议是非常有益处的，那样在会议的进程中你可以让工作组对你们的抉择做一些分析。 下面是一些会议中评估抉择建议的技术:
26. 民意投票：如果你在评估通过集思广益产生的那些想法,辨别使群体讨论时间合理化的项次最快途径之一就是给参加者每人固定数量的色彩圆点或有黏性的星星(通常5-10个),告诉他们如果他们觉得那一个想法值得深层次讨论的就把彩色圆点或星星贴在墙上或图表上,贴在此项次的旁边. 他们特许可以以任何方式来使用圆点,比如:如果他们想把所有的圆点都使用在一个项次上,是允许的. 只有在弄清楚每一项的意思以及相似的想法整合之后才开始投票(使投票不至于分散在以不同的方式表述但内容相同的想法上面).
27. 另一种类似的民意投票的方式是让每个人可以选择五个他们认为是非常重要的问题（或者值得讨论），进行排序。5点给最高排列项，4点给次高项，依此类推。并在项次旁边记录各项得分。
28. 民意投票是一种减少项次数量的方式，但是还是会留下几个进入最后讨论的项次，这些项次不需要进行再次选择。
29. 放映展示：有时可能通过使用相关成本、可行性、上线时间（月份数）、环境影响等决议规则对这些想法进行放映展示。其中一条规则是：总启动投资额不能超过1，000，000美元。在多次大型的决议使用过这种展示流程，我可以告诉你，这种放映能减少选择项的数量但是不会为你作决定。在最后的分析中你可以推算出最优的解决方法，通常可以从早期的一些想法中吸收建议。
30. 决议分析：有广泛倡导的多种决议分析技巧。大多来自在学术界被称为多属性效用分析理论的相似理论。基本的概念是：1）基于关键的属性来评估每一个选择建议，比如：成本、美学、性能,2）让所有的决策者来判定每个属性的相对价值，比如：就重要性方面成本比美学重要两倍，3）分析出哪种选择最能满足衡量标准。决策者中得到的答案是不一样的，因为每个人决策者对于属性会有不同的相对权重。
31. 说明:当你选一款新车时，有几个你要考虑到的属性：价格、空间大小、保养记录、贴换，当然还有是否性感等等。首先要做的是确认每一款适合备选车的单个属性砸在什么位置；第二步就是来衡量这些属性，也就是说：你可能认为价格并不重要，但是你爱人认为每一个属性都很重要。用这些分析来确认能达成协议的部分以及未能达成协议的部分。这些技巧的一个更为高端的版本是让你考虑做一些敏感性分析，比如：如果我们把成本的优先考虑提升一倍会让我们改变选择车型吗?
32. 评论：这种分析在确认优先权的不同之处非常有用，能够清楚哪一种选择能最好地和特殊的优先情况进行匹配。但是除非每个人对于属性的权衡完全相同（比如：你的爱人和你对成本，性能，保养和性感方面有着完全相同的衡量标准）,那么这种分析不会帮你作为决定.
八. 选择行动方式 33. 对于能会帮你作出决定那种神奇的集团工作程序技术我不清楚.这就是为什么你能获得很高回报！一些人基于自己的直觉作决策，而另外一些则基于详细的量化分析后作出决策。 34. 有时从一些曾令人悲伤的经历来看，我知道搞清楚谁在作出这个决定极其重要的。有时是老板，有是是一致性通过，除非群组反对，然后由老板来决定。所有的这些途径都能起到作用。无效的情况是让群组认为是由他们来作出决定但实际上真正做决策的还是老板。期望达到的效果必须是很清晰的、定义明确的确定行动计划.
九.执行计划的定义 35. 此阶段群组斟酌好所有的任务步骤以实施解决方法，分配责任以及确定完成时间。 36. 一些更简化的PERT 图解技术帮助群组设定所有的成功计划的组成部分。这意味着群组为了设定所有的组成部件需要在一块大的白板或者墙上进行工作讨论。一个会议中心甚至会有几块带磁性的金属白板，把其分割成PERT 图的形状，这些金属白板会粘在墙上，或者在墙上移动。 37. 如果你使用一块智能板或者数字放映机，你可以使用一个流程图或者项目管理应用软件并把它影射在白板上。作为一个群组你能使用所有的应用软件工具，然后把所有的结果下载到笔记本电脑。伴随智能板产生的会议 PRO 软件让你可以在白板上移动项次、不用擦掉，软件还有一个很好的任务以及完成时间等的记录方法。你还可以把所有信息下载到手提电脑，然后通过以电子邮件将任务发给相关人员。
十. 建立机制确定你的方法是否有效 38. 团队需要确定一些决定是否它的计划的方法，事实上，在开始时解决问题(或在利用机会)。当你建立一个已定义的为评估你可以调整一下你无进入"推卸责任"的计划的表现的过程(例如试着为失败分配任务)。没有这个过程，计划常常在任何人将采取行动前被破坏。然后你被原则问题所束缚，但所有坏情怀，邪恶的意愿由于失败而生。 39. 全面的质量管理文学对显示你的尺寸描述众多的技术(帕累托图，散点图，直方图)。可真正的问题在决定去采取什么措施。由于詹姆斯·罗宾逊，当时美国运通的首席执行官，曾经说:"雇员做有关管理检查，而不是管理期望。" 对于团队同样的道理。你觉得采取什么措施时人们也就会关注什么。
十一.墙面上工作 40. 几乎上面所提到的技术都需要把参与人员的评论记录在墙上的挂图上，或是白板上。我们有些客户会议窒的整面墙都是白板。喜欢漫无边际思考的群组会喜欢这样的形式的。唯一的问题就是怎样从这个白板把信息记录下来便于人们离开时带走。使用数字白板比如说智能板就有这样的优势（我期待那天来临，智能板取代了整个墙面，群组能够无拘无束，自由想象，还有可以供下载的优势），数字白板的另一个优势就是你可以将一个群组流程模板的图表模板放映在白板上，让群组成员填写空白项，然后在下载模板以及群体的反应。 41. 如果你没有数字白板，考虑把你整个流程展开成一个大且连续的纸面，预留一些群组成员的反应空间。你的纸质模板不仅可以通过流程来引导群组成员，而且会议结束后还可以叠好带走。
Using Group Process Techniques to Improve Meeting Effectiveness
By James L. Creighton, Ph.D.
1. Professional meeting facilitators have developed a number of "group process" techniques designed to help groups work more effectively in meetings. These group process techniques do make a difference. Research has shown that groups that use group process procedures are more satisfied with their decisions and more committed to their implementation.
2. Does this mean you need a facilitator for your meeting? What a facilitator brings to a meeting is knowledge of these techniques, and even more important, an understanding of which technique is useful in a particular situation and a sense of timing as to when to suggest it. So if your meeting is exceptionally important, if there are major disputes, or if key players need to be participants rather than meeting leaders, then, "yes," a facilitator may be very useful.
3. But most managers are in scores of meetings, maybe hundreds of meetings every month. Senior managers often spend more that 50% of their time in meetings. The reality is that most managers won't have access to facilitators for most meetings. The challenge is to get value from the group process techniques that facilitators use, without always having to have a professional facilitator around to tell you which technique to use.
4. There are some basic principles you'll need to follow. Otherwise you may find yourself doing something that is the equivalent to using a spreadsheet application when you really need word processing – it may be an absolutely wonderful spreadsheet program, but if it is grossly inappropriate to the task it will impede rather than help the group work effectively.
5. The secret to avoiding this kind of problem is careful pre-planning of your meeting. I frequently tell my clients that at least 50% of the value I bring to their meetings as a facilitator will come from the work I do before the meeting. All the groundwork has to be laid before the first "Good morning, the purpose of today's meeting is...." An effective manager recognizes that he or she (or someone he/she designates) needs to spend upfront time to do the kind of meeting planning that a facilitator would do.
Here are some of the issues you need to address during your pre-planning:
一. What type of meeting is this?There are a number of very different meeting types, for example:
Information briefings Program/project planning or review
Trust building/team-building Decision-making
Generating new ideas or approaches Dispute resolution
Strategic planning Problem solving/crisis resolution
Commitment-building Celebrations
6. The type of meeting, combined with the subject matter, tells you who needs to participate, what kind of interaction is needed to accomplish the meeting purpose, and provides the context for selection of group process techniques.
7. Many meetings play multiple meeting functions. Agenda Item #1 may simply be an informational briefing, while Agenda Item #2 is a decision-making item, and Agenda Item #3 is a problem-solving item. Your agenda needs to clearly specify what kind of item it is. This tells people; "Here's what we expect from you during this agenda item." When this is not clear, people may engage in dysfunctional behavior even when trying very hard to be a good team player because they don't understand what they are being asked to do.
8. In the future, as various kinds of collaborative technologies becomes common, defining the meeting purpose will be a prelude to the question; "How many senses does this meeting require?" If the purpose of the meeting is trust-building, you probably need a face-to-face meeting with everybody is present in the room (all five senses). If the meeting is strictly informational, you may do better to post the information on the intranet, and let people download it at their own convenience (1–2 senses).
二. Where in the decision-making process are we?
9. Reaching a decision usually requires a number of discrete steps, such
as defining the problem, generating alternatives, and so on. Sometimes those steps all occur in one meeting. But on major decisions these steps are often sequenced over a number of meetings.
10. At each step, different behavior is required of participants. So it is imperative that the meeting planner specify where in the decision making process this meeting (or this agenda item) is.
There are a number of ways of describing the steps in the decision-making process, but the one I continue to find the most universal is:
Define the problem or opportunity (may include defining criteria for acceptability or success)
Generate alternatives
Evaluate alternatives
Select a course of action
Define the implementation plan
Establish mechanisms for determining whether or not your approach is working
11. I find it very helpful, particularly among people who work together frequently, to have a clearly defined series of steps that the group uses whenever they make decisions. It doesn't have to be the one above, so long as it works for the kinds of issues people in your organization are addressing. What does matter is that it is used frequently enough so that people develop a common language and common set of expectations for each step in the process. I recommend you post these steps in each meeting room, so that participants can refer to them at a glance.
三.Which group process technique is appropriate for this meeting (or for this agenda item)? 12. Most group process techniques are useful for only one of the steps in the decision making process. A key example is the technique known as "brainstorming." The key elements of brainstorming are to engage the group in generating a large quantity of alternatives, suspending judgment as to which ideas are workable. This is a very powerful technique – in fact, it often generates so many options that it overpowers the team's ability to evaluate the alternatives in a reasonable period of time.
13. But it is a technique that is useful primarily for the "generate alternatives" step in decision making. Yet I've seen people use the technique at many other steps in the process. The participants will obediently generate all kinds of answers, but then nobody will know what to do with these answers because the don't seem to be contributing to resolution. In fact, they seem to be taking you back to an earlier step in the process (they are).
Here's a quick summary of some of the issues at each step in the decision making process, and some of the useful group process techniques for each step:
四.Define the Problem or Opportunity 14. The biggest problem with this step is to get people to do it! Groups have an amazing capacity for skipping over problem definition and going straight to thinking about possible solutions. Not only do they go straight to solutions, they go straight to the solutions they already know how to do, (e.g. if your company makes widgets, you'll assume that the solution to the problem is to make a widget).
15. The problem with this behavior is that you are likely to come up with a truly wonderful solution to the wrong problem, or you don't think through the fundamental issues so you come up with something that is just a patch on top of prior patches.
五. Here are a few techniques for helping groups define problems:
16. Force Field Analysis: Have the group brainstorm two lists: (1) forces that are "driving" for change; (2) forces that are "restraining" change. Then discuss strategies to eliminate the restraining forces and capitalize on the driving forces.
17. Relationship Diagrams: Write a short statement of an issue or problem on a card (or large post-it) and stick it on a blank wall. Give everyone cards and ask them to identify the factors that affect the issue or problem, writing one idea per card (big enough so that they are easy to read). Move the cards around so that the factors that are related to each other are located together. Analyze the relationships. Use colored tape or strings to show cause-effect relationship Those cards that are most often seen as being a cause (have the most tape or strings attached) are more likely to be the root cause of your problem.
18. Immersion: Hold the session in a facility that permits the group to move around, break off into small groups, or even work alone. Before the team gathers, create a "high stimulus" environment containing anything that might be related to the issue -- articles, books, pictures, (even toys that can be used to diagram or model ideas, e.g. Tinker Toys). Break into small groups and ask small groups to prowl through any of the materials they want. Give them a time deadline to report back anything they've found that might apply to the problem. After the reports, agree on promising trends and give teams new assignments related to those trends. Only after you've totally immersed yourselves in thinking about the problem from many different perspectives does the team try to reach agreement on the problem definition.
19. Invent the Problem: After "immersion," state the problem as if you know the outcome, but just don't know how you got there. For example, a car rental executive might say: "Picture this. You've got no central reservation system and things are running very well. The workload is up but costs are way down. How did you do it?"
六. Generate Alternatives 20. The real challenges during this step are to: 1) help people suspend judgmental ways of thinking; 2) help people get out of old ways of thinking about the problem, and 3) separate ideas from personalities (If Bill has identified 10 ideas, no particular idea is so associated with Bill that people feel a need to support or oppose the idea because it is Bill's).
21. Most people who work in the creativity field stress that people need to be in a playful, even joyous, mood to be optimally creative. Some R&D companies even provide water guns, have toys on all the meeting room tables, encourage food fights – anything to get people out of being too adult.
Here are a few of the simpler techniques for generating alternatives:
22. Brainstorming: Get people to generate lots, and lots, of ideas. List them all on a flipchart or whiteboard. Don't permit any evaluative comments (even positive ones). The creative ideas are likely to come after you've flushed out the old ideas, so push for quantity.
23. Analogies (Synectics): Get people to identify options by working through several analogies. "If our organization was a biological system the way we'd solve this problem would be ...." "If it were a virus, we'd ...."
24. "If I had My Druthers" Fantasy: Create fantasy solutions with no rules or "givens" including physical laws like gravity or market realities. "If I had my druthers we'd all communicate using ESP, and then we wouldn't need..." After several fantasies, talk about ways you could solve the problem in a similar manner while addressing physical or market realities, i.e. use cell phones instead of ESP.
七. Evaluate Alternatives 25. If you use the techniques described above for generating alternatives, your problem is likely to be that you've generated so many alternatives that you don't know how to evaluate them in a timely manner. Sometimes it is even worthwhile to put off the evaluation for a follow-up meeting so you can have a work group do some analysis of the alternatives between meetings.
Here are a few techniques for evaluating alternatives during meetings:
26. Straw-votes: If you are evaluating a list of brainstorming ideas, one of the quickest ways to get a reading on which items justify group discussion time is to give every participant a fixed number of colored dots or gummed stars (usually 5-10) and tell them to indicate which ideas they feel deserve further discussion by applying their colored dots/stars to the wall or flip chart sheets, next to the item. Typically they can use their dots anyway they want, e.g. if they want to use all their dots on one item, they can do so. The voting should occur only after everybody understands what is meant by each item, and after similar ideas have been combined (so that votes aren't split between the same idea worded two different ways).
27. Another variation of straw voting is to have everybody pick the five ideas they think are most significant (or deserve discussion), putting them in rank order. Then they give 5 points to their highest ranked item, 4 points to the next highest, and so on. Record the scores alongside the items.
28. Straw-voting is a way of reducing the number of items, but it will still leave you with a number of "finalists," and should not be used to choose among them.
29. Screening: Sometimes it is possible to screen out ideas by using decision rules related to cost, feasibility, months to bring on line, environmental impact. A rule might be: "total initial investment can't exceed $1,000,000." Having used a screening process on many large-scale decisions I can tell you that screening can reduce the number of options, but it won't make a decision for you. In the final analysis you will need to "formulate" the best solution, often drawing from pieces of the earlier ideas.
30. Decision Analysis: There are a number of "decision analysis" techniques that are widely advocated. Most are variants of what is described in academia as "multi-attribute utility analysis." The fundamental concept is to (1) evaluate each alternative based on all critical attributes, e.g. cost, aesthetics, performance; (2) have all key decision makers identify the relative value of each attribute e.g. "cost is twice as important as aesthetics;" and (3) analyze which alternatives best satisfy the weights that have been identified. The answer could be different for each decision maker, because each decision maker assigned a different relative weight to the attributes.
31. To illustrate, when you choose a new car there are a number of attributes that need to be taken into account: price, roominess, maintenance record, trade-in, and, yes, sexiness. The first job is to establish where each alternative car fits on the scale for each individual attribute. The second task is to weight the attributes, that is, you may think price is relatively unimportant, while you wife thinks it is all-important. Use this analysis to identify areas of agreement and key areas of disagreement. The more sophisticated versions of these techniques will also allow you to do sensitivity analysis, e.g. if we doubled the priority we gave to cost would it change which car we selected?
32. One comment: This kind of analysis can be very useful in identifying the differences in priorities, and understanding which alternatives best match particular priorities. But unless everybody gives exactly the same weights to the attributes, (i.e. your wife and you both give exactly the same weight to cost, performance, maintenance and sexiness – an unlikely event), this kind of analysis will not make the decision for you.
八. Select a Course of Action: 33. I don't know any magic group process technique that will make decisions for you. That's why you get the big bucks! Some decision makers make decisions based on intuitive "Aha's," while others depend on detailed quantitative analysis.
34 I do know, from sometimes sad experience, that it is imperative to know who is making the decision. Sometimes it is "the boss." Sometimes it's a consensus decision. Sometimes it's a consensus decision unless the group can't agree, then the boss decides. Any of these approaches can work. What does not work is to have the group think it is making the decision but the boss is really going to make it. Expectations need to be clear and well defined.
九. Define the Implementation Plan 35. This is the stage at which the group thinks through all the tasks to implement your solution, and assigns responsibilities and deadlines for completing them.
36. Some of the simpler PERT-charting techniques help groups visualize all the components of a successful plan. This means that the group needs to work on a large white board or even the wall, to be able to visualize all the parts. One meeting center even has magnetized pieces of metal whiteboard, cut in the shape of PERT chart symbols, that will stick to the walls and can even be moved around on the wall.
37. If you use a SMART Board and digital projector, you can use a flow-chart or project management software application and project it on the whiteboard. As a group you can use all the tools from the software application, then download all your conclusions into a laptop. The Meeting Pro software that comes with your SMART Board also permits you to move items around on the board, without erasing, and has an excellent way of recording assignments, deadlines, etc. You can download all this information into a laptop, then send everybody their assignment lists by e-mail.
十. Establish Mechanisms for Determining Whether or Not Your Approach is Working 38. The team needs to define some way of determining whether its plan is, in fact, solving the problem (or is taking advantage of the opportunity) with which it started. When you set up a defined process for evaluating performance you can adjust your plan without getting into the "blame game," (e.g. trying to assign responsibility for failure). Without such a process, the plan usually has to break down completely before anyone will take action. Then you're stuck not only with the original problem, but all the bad feelings and ill-will that result from failure.
39. The Total Quality Management literature describes numerous techniques (pareto charts, scatter diagrams, histograms) for displaying your measurements. But the real issue is deciding what to measure. As James Robinson, then the CEO of American Express, once said: "Employees do what management inspects, not what management expects." The same is true for teams. What you decide to measure is what people will pay attention to.
十一. Working on the Walls
40. Almost all of the techniques described above require recording participants' comments on flip chart sheets posted on walls, or on a whiteboard. Some of my clients have meeting rooms where the entire walls of the room are whiteboard. Groups like to "think big" like this. The only problem is getting the information down from the whiteboard so people can walk away with it. That's the advantage of using digital whiteboards like SMART Board (although I long for the day that SMART Boards cover whole walls, so groups can "think big" yet have the advantage of downloading). The other advantage of the digital whiteboards is that you can project a graphic template of a group process template on the board, have the group fill in the blanks, then download both the template and the group's responses.
41. If you don't have a digital whiteboard, think about laying out your whole process on a large continuous sheet of butcher paper, leaving space for the group's responses. Not only does your butcher-paper template guide the group through the process, but you can fold it up and walk away with it at the end of the meeting.
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