- Each family that's invited can bring their relatives along, as long as they bring enough leftovers to feed them!
- I provide tables for the food, plates and cutlery and I cook baked potatoes to accompany them.
- When people arrive they put out their offerings and everyone shares what they have brought to the party.
- Each person places £10 into a sweepstake for the race.
- Each person then bets on one horse per race and gets three points for first place, two points for second and one point for third.
- The races are televised, so, in between eating and drinking, we watch the races. It's very noisy as people really get into supporting the horses they bet on.
- At the end of the race meet we tot up the scores and award prizes.
- This year we reached a new level of self-organisation – one of my friends created an app! Everyone placed their bets from their phones before they arrived, or on arrival, and the scores popped up on the app as the day unfolded.
- a common purpose – to have a good time
- a leader who is willing to let go of control – I am always happy to eat drink and be merry!
- ways of working, including decision making, that are understood by all – in the rules of the betting and the roles everyone takes
- an effective induction and integration of new people. I love the way that each year the core partygoers explain the format to the newcomers.
- the space for people to take the initiative and improve the system – the app!
Who and how to involveIt might sound obvious but getting the right people involved and being intentional about how we want to collaborate is key. Collaborative working doesn't necessarily mean consensual decision making with everyone involved. Sometimes it is best to pick a small team to co-create a plan with. Sometimes we consult with a wider audience as input to planning or we can test draft plans with a wider group after a small group has done some work. Alternatively, getting a large group together to do the whole thing in one go can be hugely effective, but be mindful this requires large group facilitation expertise. So, I find it helps to map out all the stakeholders and then look at them individually and think about how you want to engage with them. A kind of plan for how to plan!!
HindsightThe pace that most businesses are moving at, combined with the pressure on many leaders and managers means that little time is made for reflection and learning in the workplace these days. The tendency is to do a cursory glance at the results from last year, before drawing conclusions and moving into future planning. This often leads to repeating patterns in businesses, which never get resolved. So, I would encourage anyone doing planning to make time to really explore the facts and data of what has happened, then look at how things happened and the different experiences of that, as a source of rich learning and hindsight that can dramatically inform future plans.
InsightInsight is the bridge between the past and the future. Profound insight is rooted in data, but in the age of BIG DATA, we need to be choiceful about which data we pay attention to and how that is converted onto information, before knowledge and then wisdom can be formed. Insight development also benefits from using different modes of knowing. Most senior teams have a preference for the logical cognitive space, and leaders are usually highly developed in their thinking skills. But how often do we really leverage the amazing right brain capability of human beings. Our right hemisphere enables us to sense and notice patterns to bring insight that analysis of facts and figures can't.
ForesightOh to have a crystal ball ! I know we are called Meeting Magic, but unfortunately my magical powers do not extend to being able to give groups 'Mystic Meg - like' qualities. So, instead we have to develop strategies that are rooted in foresight - this means extrapolating from insight into what might be. This work REALLY benefits from right brain work. By this I don't mean lying on bean bags coming up with crazy ideas, I mean creating an environment in which 'right answers' are not the goal, a more exploratory creative way of thinking... wondering why things are the way they are now, and what that means for how things might be. The art of great planning is to create a plan that is sufficiently grounded in reality that people can see it will work, and yet it has sufficient stretch that it creates a slight tension. The pulling together of plans which build on hindsight, anchor to insight and stretch into foresight is key. Then we need to think about how we sense and respond throughout the forthcoming year, so that we notice if those insights change and the strategies need to change with them. This approach is the art of agile planning - planning for the unplannable - knowing and working with the fact that we live in a changing world - behaving like an organic, living system, rather than a machine. So, I hope you find this useful thought provocation to enable you to think about howyou go about planning this year. Just remember, like any good cook, it's not just about having the right ingredients, it's also about how you combine them that determines whether your meal is a delight or a disaster!
IntroductionThe wave of interest in visual working has crescendoed in the last five years. I attribute this to many factors including: the increase in global working, in which pictures paint a thousand words; the use of iconography in the electronic devices we use every day; the popularity of books by David Sibbet and Dan Roan, who have made this way of working accessible to business people. The downside I see in the appeal of visual working, is that visuals are often used without understanding the implications of the choices being made so. To the untrained eye, it’s all about pretty pictures. There are three dimensions to working visually
- The process by which the image is created
- The underlying metaphor and architecture of the image
- The way in which the image is used, once it is created
|What is it||Impact on group||Pros / cons|
|Illustration||Illustrators help people communicate more effectively through their skill in developing images that support verbal or written words. This is usually done in a studio, not live with a group.||By communicating through pictures and words, people tend to be able to take in and remember information better.||✓ pictures bring things to life × the pictures are developed by the illustrator and therefore not ‘owned’ by the group.|
|Graphic recording||Graphic Recorders help groups see the conversations they are having through their expertise in listening, visualising and use of metaphor.||The group can SEE the conversation being recorded all on one page. This acknowledges contributions and makes people feel heard.||✓ Captures attention ✓ Supports group memory ✓ Useful summary × Often added as an afterthought, late in the preparation of meetings × not integrated into group process × Little group ownership|
|Graphic Facilitation||Graphic Facilitators work with groups to help them achieve their outcomes through their combined expertise in group process and visual architectures.||Conversations are are designed with a focus on group outcomes. The group can SEE their contributions being added to the charts. The group can make new connections as individuals see their perspectives alongside others.||✓ Focusses attention ✓ Supports trust and respect ✓ brings clarity ✓ supports group decision making ✓ strong ownership by the group × for full impact the visuals need to be planned as an integral part of the design - not added as an afterthought × the combination of facilitation skills and graphical skills are harder to come by|
|Visual Organisatational Development Consultancy||Visual OD practitioners work to improve an organisation’s performance through their expertise in human systems, system architectures.||Group work is designed within the context of organisational needs. The visuals help the group develop clarity in complex situations. The way the information is synthesised in this approach enables new insights and meaning to be drawn by the group.||Same as above and… ✓ visual synthesis brings new insights aimed at business impact × very few people worldwide can do this|
- Collaborative Leadership: supporting management and directors who understand that harnessing group working creates a stronger, more focused organisation with rewards for all stakeholders.
- Vision to Action: our unique formats for creating vision and understanding how to take the vision off the shelf and into committed action.
- Team Performance: an in-depth exploration of how to sustain trust, commitment and momentum in groups of all types and in all sectors of an organisation.
Some really interesting research released today by CIPD in their Employee Outlook 2015 Survey got me thinking...again!
In the survey, "around 50% of the 2,226 respondents described their organisation culture as 'a formalised and structured place to work, where procedures govern what people do and hold people together." (more…)
This article was written by Katherine Woods and was first published in July 2013.
I've been facilitating meetings for nearly 20 years. It makes me feel old just saying that! During that time, many things have changed. In the early days, the Internet was still in its infancy. I remember sending emails on a painfully slow dial-up connection, and mobile phones were still HUGE. Much has also changed in the business world, yet how people think about business meetings has changed very little. (more…)
Meeting facilitation really works.
*According to an article in the Fall 2006 issue of The Facilitator newsletter, using a skilled facilitator increases the productivity of a project by 25%.
'Talk between two or more people, in which thoughts, feelings and ideas are expressed, questions are asked and answered or news and information are exchanged'(more…)