The reflection and decision-making meeting Tutorial

Unlock the power of transformational meetings with 'The Reflection and Decision-Making Meeting.' Explore four vital stages—catharsis, brainstorming, exploration, and decision—designed to drive change and foster collaboration. Discover essential qualities for effective facilitation and how to navigate sensitive topics. Engage with innovative techniques that can revolutionize your team dynamics. Don't miss out on this opportunity to enhance your workplace agility and responsiveness!

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those that bring about change in the office

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from continuous improvement to major reorganization.

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We'll look together at the four stages of these transformational meetings,

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including the qualities you will need in order to lead them.

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Imagine meetings on workload issues or improving customer service or

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the image of the IT department within the company,

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or the impact of a redundancy plan on the department.

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These are themes that require exchanges and discussions in a group.

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There are 4 stages to these reflection meetings catharsis,

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brainstorming,

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exploration,

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and decision.

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Stage 1,

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catharsis.

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It's a time to open up.

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Participants express themselves.

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Freely they give their opinions on the subject.

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After a first round of free speech,

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you can facilitate the catharsis with questions like this.

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How do you perceive the change?

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What are the risks and benefits?

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And take note of what they express

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so that participants feel heard.

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If the topic is sensitive,

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don't hesitate to purge fears and frustrations about it.

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Here is an example to set the catharsis in motion.

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The character tree.

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You can make it easier to speak by projecting the image of the

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character tree which you can find on the internet or below and asking them

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which is the character that best represents them concerning the subject at hand,

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the proposed change,

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for example,

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and why they chose this image.

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Does the collaborator feel close to others?

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Are they climbing?

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Are they falling?

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Do they feel like they are carrying everything?

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Are they having fun on the swing?

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Are they at the top of the tree?

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It's an opportunity to testify,

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to give one's feelings.

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Catharsis time makes it easier to speak the truth,

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which is sometimes so difficult in a company.

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Of course,

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take note of all the positive and negative comments and

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say that the main points will be taken up again

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and that the maximum number of answers given in the next phases.

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As a facilitator of this catharsis time,

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you will need to have the talents of a manager coach,

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facilitate everyone's participation,

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encourage sincere expression,

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rephrase.

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You will have prepared the right questions to ask.

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You will have set out the rules for speaking beforehand,

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respect for others,

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kindness,

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fair speaking time,

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sincerity,

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and so on.

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Allowing free speech is a complicated exercise

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that requires of the facilitator three great qualities

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courage,

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benevolence,

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and agility.

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If you don't allow the team to express themselves freely at that step,

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chances are that you'll have to then struggle to

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move everyone forward into the following phases of reflection.

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Note that the more complex the subject,

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the longer and the more emotionally charged the catharsis will be.

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If your topic of reflection is the organization of a Christmas tree,

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chances are that the first phase of catharsis,

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alias free speech on the subject will be lighter.

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Second stage,

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brainstorming.

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It's now a matter of continuing the process of

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openness by allowing everyone to freely express ideas,

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all of which will be noted without censorship or self-censorship.

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You can ask everyone to write down as many ideas as possible.

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One Post-it note,

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one idea for 5 minutes.

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For example,

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imagine our department at its best in 10 years.

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What's it like?

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Imagine a new name for the company.

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Our service of 6 people will be running at

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5 in 6 months because of a non-replaced departure.

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Give all your ideas to make it work.

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Allow for answers outside the box with humor.

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Creativity will be more unbridled.

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As a facilitator,

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think beforehand about a few examples that are out

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of the ordinary and add some powerful ideas.

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The first time you brainstorm,

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participants will be a little inhibited.

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Don't get discouraged.

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Everyone should have at least 5 Post-it notes filled in.

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Participants are then invited to read and stick their Post-it notes on the wall.

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They can provide more information if you feel it's necessary.

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The group's comments will help to bounce around on the ideas.

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Welcome everything.

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If more ideas come along the way,

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you can write them on new post-its and stick them on the wall.

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At the end.

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Together,

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you will group the ideas by theme

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and come up with

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interesting ideas to explore.

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3,

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the exploration phase.

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You have chosen a few ideas together.

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It's time to explore them,

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to see how to put them into practice and analyze their feasibility.

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You can divide the ideas to be explored into subgroups,

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pairs or groups of three.

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Each subgroup will then work on one of the selected ideas to turn

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them into a concrete scenario to make the idea a realistic project.

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You can give the subgroups a few questions that will

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enrich their thinking about the scenarios that they will work on

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questions such as

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what can be done to make this idea feasible.

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What are the advantages of pursuing this idea?

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What are the risks?

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How long will it take to implement it?

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What resources are needed?

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Time,

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money,

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skills?

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What do you recommend to minimize the risks and maximize success?

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In your opinion,

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what other alternative would be better than this idea?

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The pairs or trios can write their answers to

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these questions on the craft paper on their table.

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They can also add drawings illustrating their reflections.

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Each pair or trio can then display the craft paper

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on the wall and present their work to the group.

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We've worked on the idea one.

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Here's what we've come up with.

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The group will supplement the work presented with questions and comments.

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During the sharing and development process,

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the facilitator will regularly listen,

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reformulate,

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and summarize what is said.

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It is difficult to tell you how long this phase should last.

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Between 5 and 20 minutes.

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It all depends on the size and difficulty of the project.

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The facilitator must be very open minded during this exploration phase.

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He or she can go from table to table to give ideas and energy to struggling groups.

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At this stage,

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there is no need to worry that some of the ideas explored may lead to dead ends.

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This is to be expected.

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Note that this 3rd phase of exploration can be

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done in sub working groups outside the meeting.

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4,

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the proposal and decision phase.

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You have summarized the selected suggestions and enriched them.

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You may still have to vote if a choice is to be made.

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It's up to you to decide whether it will be by majority or not.

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You can write the main ideas on a flip chart

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and give stickers to the participants to facilitate their vote.

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You also have online tools that allow voting.

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Be clear

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about which ideas you are abandoning and which ones need more

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exploration in subgroups and which ones are ready for action.

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Participants will be ready to act when you have a clear plan of action.

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who does what and by when?

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You need to be very focused and dynamic to push for commitment and action.

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Why not get everyone standing around a timeline where you had the actions?

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Once you have decided who does what by when,

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you will still have to run follow up and readjustment times.

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To conclude,

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you need to lead a reflection on a subject to launch a product,

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lead your team in a small or big change.

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Use the reflection and decision meeting.

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To get your head around the format,

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you can start with the topic.

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How can we improve our team meetings.

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Here's a reminder of the four steps

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a time for free speech,

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catharsis,

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then brainstorming.

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We move forward in the opening.

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Then a time to explore the avenues,

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and finally a time to make proposals.

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We close with the decision making and the action plan.

Mandarine AI: WHAT YOU SHOULD KNOW