The effectiveness of creating competitive products depends not only on the choice of strategy, but also on the means that implement it. Incorrectly made decisions lead not only to financial losses, but can lead to the loss of their market share.
Therefore, the main thing should be paid to intensify the creative activity of employees of enterprises and use methods that will become fundamental in setting tasks and solving problems aimed at improving products and services, i.e. finding and implementing optimal solutions.
All known (most significant) methods used in the formulation and formulation of problems, processing and analysis of information, as well as the search and analysis of solutions, can be conditionally divided into 4 groups. 1.
Trial and error method
The essence of this method lies in a haphazard enumeration of all possible options, as a rule, in the usual for a person, solving the problem direction. This method is usually used to solve simple problems, it is economically inexpedient, since it takes a lot of time and money to solve the problem. 2.
Methods of psychological activation of creativity
These methods stimulate the process of coming up with new ideas and finding solutions. The main purpose of these methods is considered to be the principle of preference for the number of ideas put forward to their quality at the generation stage, which is separate from the evaluation process. 3.
Systematic search methods
These methods allow you to streamline the enumeration of options and increase their number. They are based on the use of various analytical approaches (systemic and functional) in combination with methods of dealing with psychological inertia. These methods clearly express the essence of the technology for solving creative problems, but the field of application of these methods is limited, since they are difficult to use in solving complex problems, and they do not guarantee an optimal solution, because there are no criteria for evaluating the result obtained. 4.
Directed search methods
These are algorithmic methods, when using which the thinking process is not chaotic, but clearly organized and controlled. The most common method of TRIZ (the theory of inventive problem solving) involves the development of dialectical thinking and the reduction of the psychological barrier, the development of creative imagination etc. But TRIZ also has some drawbacks: difficulties in mastering the method and the need for constant training, lack of setting a problem, getting an idea without bringing it to the constructive solution, insufficient efficiency in solving a certain class of problems.
Individually, everyone can solve problems, intuitively choosing different options for their actions. In order to solve problems in a group, special methods are needed that allow participants to work constructively, otherwise the group is unlikely to achieve good results.
In world practice (Japan, European countries, USA) principles and methods of collective problem solving are successfully used. In the process of group work, mainly methods of systematic search, psychological activation of creativity and methods called "quality tools" are used.
For each step in the problem solving process, the group is encouraged to use one or more different methods. It should be noted that some of these methods can be applied at different stages. Figure 7 shows the structure of the relationships between methods and stages of the problem solving process in groups.
It should be noted that since the process of solving problems is carried out by a group, it is important to determine the rules for collective discussion. The most effective group work is a discussion based on the principles of brainstorming. Brainstorming is the main creative method used in groups. When solving problems, many methods are used, and almost all of them use the method of brainstorming, the mastery of which is a fundamental factor in the process of collective problem solving. There are many different rules, necessary for effective application brainstorming, so this topic will be discussed separately in Ch. 4.
Let's take a quick look at collective problem solving methods for each stage of the process.
Staging and Must be given Special attention formulation and formulation
formulation of a real problem, otherwise further consideration and implementation of the problem of an incorrectly defined task will not bring the desired results and
the group will waste time. Various methods can be used to identify the problems at the enterprise.
Occam's Razor is best used when looking for business problems that are not yet acute, but need to be identified and which should be addressed first.
Affinity diagram - allows you to group related data in the structure of the problem under consideration, as well as to more accurately define the wording. This method It is best used to address problem statements regarding any process improvements or changes, or the organization's overall performance.
Tree diagram - used when, in the process of posing a problem, it is necessary to investigate all possible parts of the problem, or when the formed wishes of consumers in relation to products are not clear.
It should be noted that at this stage and in the proposed methods, the principles of "brainstorming" are widely used.
Problem analysis For effective problem analysis, methods are used,
recognized in practice as the most suitable for group work.
The fishbone diagram (otherwise known as the Ishikawa causal diagram) was developed by Japanese scientists for research and development, and then proposed to solve quality problems in manufacturing. Using this diagram, you can identify all the causal relationships that affect the problem.
The six-word diagram is based on the application of question formulation according to the well-known 5W1H formula (questions with the words Who, What, Why, Where, When, How?).
7. The structure of the relationship of the stages and methods of the problem solving process
Using this diagram allows you to consider the problem from all sides and take into account all the factors affecting it.
Mind Diagram - Allows you to make connections in a complex problem that are difficult to see with a fishbone diagram.
Data collection
Often, after identifying and analyzing the problem, the group members lack information that would give a complete picture of the existing situation. When making decisions, you must always rely on facts, and not on intuition. It is not always necessary to collect information, but in the case when it is necessary, this stage can become the most important in the process of solving problems. The simplest method for easily gathering the information you need is one of simple tools quality - checklists.
Interpretation of тт г „,
d Sometimes, based on the information collected, you can immediately make
data „, g
conclusions about the current situation. When this is not possible - you need
be sure to analyze the data. Most The best way data presentation -
visual, designed in the form of the data obtained based on the results
graphs and diagrams. Problem solving team members are encouraged to
get acquainted with the two most common and convenient for collective
work methods: Pareto chart and histograms.
Pareto chart - helps to determine which of the available elements of the problem have the greatest impact on the occurrence of the problem.
Histograms help you see if a process is stable or a system is working, and to what extent it is subject to variability.
The task of these methods is to detect certain patterns in the collected information that help draw conclusions and make effective decisions.
P ° claim of solutions The task of this stage is to find alternative solutions to the problem under consideration and to evaluate them for the purpose of further consideration. Methods based on the principles of brainstorming (Occam's razor, affinity diagram, tree diagram) can be used to find solutions, which will be discussed in detail in Chapter 5, Problem Statement and Formulation.
After all possible solutions have been identified, they must be preliminarily evaluated. To do this, participants in collective problem solving should use the most convenient methods: force field analysis, modified Delphi method, matrix diagram, exchange of views, collages and fantasies. Each of these methods is used to consider solution options. different types problems.
Force field analysis - used when considering a problem as a balance of two oppositely directed forces (forces and factors contributing to the solution of the problem and preventing its solution).
The Modified Delphi Method is a process by which group members agree on the choice of a solution to a problem without resorting to open discussion.
Matrix chart - serves to identify the importance various links between the data characterizing the options for solving the problem.
Exchange of views - intended for a constructive discussion of options for solving problems, when participants fall into two opposing camps, each of which firmly adheres to its own option for solving problems.
Collages and fantasies - the method is used in cases when the problems and opinions of group members about them are very difficult to formulate in words.
Analysis After a preliminary assessment of the solution options, there is little
the effectiveness of alternatives that need to be considered more seriously for implementation. Alternatives are proposed to be discussed in terms of implementation costs, as well as non-material (non-quantitative) criteria that affect the future activities of the enterprise. The main purpose of this assessment is to identify the necessary changes in terms of resource provision, management practices and organization of the decision. At this stage, it is possible to involve specialists who will help evaluate the effectiveness of the implementation of a particular solution.
Presentation At collective decision problems, this stage is necessary, since the decision on the implementation of the decision can be made only by the management of the enterprise. V
This chapter details the team's work in each of the three main stages of a presentation — preparation, delivery, and post-presentation.
Implementation Implementation of the solution is practically the most important stage during
problem solving solutions. The purpose of this step is to determine that
includes a project for the implementation of the decision and consideration of methods to plan, carry out and monitor the progress of work. For this, it is best to use the methods of constructing logical and arrow diagrams. In addition, the main rules for the implementation of the project are considered.
Logic diagram - built according to the principles of construction tree diagram(detailing planned activities by levels) and link diagrams (establishing links between levels and individual activities).
Arrow chart is a tool for planning optimal terms fulfillment of all necessary work for the speedy and successful implementation of the goal.
Monitoring and At this stage, monitoring is carried out
evaluation of the results by the effectiveness of the implemented solution and its evaluation in order to
making the necessary adjustments. The decision made should not be considered final, since not everything can be estimated and foreseen at once. In addition, even if everything is provided for, changes in the external environment can make their own adjustments. Observing the implementation process also allows you to identify more significant points, such as an incorrectly formulated problem, its cause, as well as the chosen solution.
Exercise. Discuss results, historical implications and lessons civil war in Russia.
The civil war in Russia ended with the victory of the Bolsheviks and their supporters. The reasons for this result were both significant miscalculations of the opponents of the Bolsheviks and the campaigns carried out by the latter. The war demonstrated that only forces capable of providing its support could gain and retain power in Russia, the bulk of the population of which was the peasantry. The opponents of Bolshevism could not do this. They also miscalculated their national appeal, advocating the restoration of a "united and indivisible Russia" and refusing to support national movements.
The “white movement” was negatively influenced by the lack of coordination of actions and the ambitiousness of its leaders, the narrowness of support in society, an attempt to rely on the help of the interventionists. It was the intervention of 14 states that made it possible for the Bolsheviks to use the patriotic feelings of the population in their own interests. The victory of the Bolsheviks was facilitated by the fact that they controlled the center of Russia
and used the economic and strategic advantages of their position to implement emergency measures, the policy of "war communism" made it possible to mobilize all the country's resources. Intensive Bolshevik propaganda of intentions to create a just society (build communism) contributed to the emergence of a significant number of their supporters, ready to give their lives for the bright future of their children. At the same time, among those who were indifferent to the plans of the Bolsheviks in previous years, tiredness from anarchy, indifference to what was happening in the country, a desire to restore calm and order had accumulated.
The civil war had enormous devastating consequences for Russia. The total losses of the population at the fronts and in the rear from hunger, disease, terror reached 8 million people. The damage done to the national economy reached 50 billion rubles in gold. Industrial production was only 4-20% of the level of pre-war Russia, Agriculture- 40%. The country was thrown back in its development for almost half a century.
The main result of the war was that after the victory of the Bolsheviks in the civil war, Russia and other Soviet republics found themselves on the path of significant and lengthy experiments related to the implementation of the communist model of rebuilding society.
6. The crisis of the Bolshevik regime.
Teacher
The internal political crisis of the Soviet republics in the early 1920s, caused by the policy of "war communism", raised the question of the possibility of further retention of power by the Bolsheviks. The republics were gripped by a massive rebel peasant movement (Ukraine, the Volga region, the Kuban and Don), workers' strikes. The movement of the Basmachs (opponents of Soviet power) in Turkestan intensified. The largest was the uprising of E. Antonov, which engulfed the Voronezh and Tambov province... The number of participants in the resistance was 50-70 thousand people. The regular army headed by M. Tukhachevsky fought against the detachments of Antonov. At the same time, the insurrectionary struggle continued in Ukraine under the leadership of various chieftains, the most famous of whom was N. Makhno.
The most organized and dangerous was the uprising of the sailors of Kronstadt in the spring of 1921. Along with economic demands, the insurgents also put forward political ones: Soviets - without communists. A regular army under the command of M. Tukhachevsky was thrown against the rebels. The assault on Kronstadt lasted ten days.
Strikes took place in a number of cities. Thus, the West Siberian railwaymen, having organized armed detachments, seized and controlled almost the entire territory of the Tyumen province, interrupting the railway communication of Siberia with the center of the country.
7. New economic policy of the Bolsheviks.
Teamwork with the textbook
Exercise. Work through the textbook material (pp. 200-202), compare the policy of "war communism" and the NEP according to the plan: 1) date of introduction; 2) the reasons for the introduction; 3) main events; 4) historical significance.
Additional Information
The economic and socio-political crisis of 1921 forced the ruling leadership to urgently reconsider the economic policy, especially in relation to the peasantry. The transition to a new economic policy in 1920 was proposed by Trotsky, but his proposals to replace the surplus appropriation system with a tax system were not supported. And in the spring of 1921, Lenin was able to convince the party leadership of the need to change economic policy.
NEP was supposed to ensure the survival of the Bolshevik regime in the face of international isolation and mass demonstrations of the population. The beginning of the implementation of the new economic policy was the X Congress of the RCP (b), which in March 1921 adopted a resolution "On the replacement of food appropriation with a tax in kind." The tax was set two times less than the amount of the surplus appropriation provided for in 1921. Subsequently, the peasants were allowed to sell surplus products on the market, organize cooperatives, and also lease land
use hired labor. Accordingly, management was decentralized in industry, enterprises were merged into trusts and transferred to cost accounting, some enterprises were returned to their previous owners, piecework wages were introduced, rent was allowed, foreign capital was attracted through the creation of concessions and joint ventures.
These measures contributed to the revival of market relations, which were actually liquidated in the era of "war communism". For the purpose of their normal functioning, new system taxation, a new convertible currency unit- a ducat backed by gold (1 ducat was equal to 10 gold rubles). Ripened Better conditions for the development of trade of enterprises of all forms of ownership.
But the majority of the Bolshevik leadership considered NEP to be a temporary policy calculated on the transition from capitalism to socialism, and did not want to abandon communist ideas. The main economic levers remained in his hands. A significant public sector remained (heavy and most light industry), foreign trade was a state monopoly, there was a single state bank, the state set prices for agricultural and industrial products. In the political sphere, the RCP (b) retained full power.
The main contradictions in the implementation of the NEP
ü Bolsheviks' monopoly on power
ü Pluralism of forms of ownership and economic structures
ü Course towards building socialism in one separate country
ü The need to intensify foreign policy activities, strengthen contacts with the outside world
ü The need for industrialization, the creation of a powerful military-industrial complex
ü Lack of investment in industry from domestic and foreign sources
ü Course towards building a society of social equality and social justice
ü Strengthening social differentiation. The formation of the "new bourgeoisie" (Nepmen) and the "new aristocracy" (party-Soviet nomenclature)
This contradictory situation caused repeated crises in grain procurements in 1925, 1927-1928, 1928-1929. The reason for their occurrence was the refusal of the peasants to hand over grain at low prices.
The crises were accompanied by an exacerbation of the political struggle in the party leadership between the group of Bukharin, Rykov, Tomsky (supporters of the preservation and development of NEP) and the group of Stalin, Molotov, Kaganovich, Voroshilov. This struggle was won by the group of Stalin - supporters of the military-communist methods of economic management, who took a course of rejecting NEP.
Although NEP did not become a long-term policy, thanks to it, the economy, destroyed during the First World War and the Civil War, was restored. Industrial and agricultural production increased, trade and commodity exchange revived, and social tension eased.
8. Proclamation of the USSR.
Teacher
The establishment of communist regimes in most of the newly formed on the territory of the former Russian Empire states with similar political system connected by a single national economic complex and a military-political union (treaties of 1919-1920), raised the issue of uniting these new formations on the order of the day. In the early 1920s. a discussion arose about the form of association. Among the variety of opinions, two approaches to solving this problem can be distinguished. Thus, the People's Commissar of Nationalities I. Stalin put forward the idea of forming a Soviet community on the basis of autonomy. That is, all Soviet republics were to become part of the RSFSR with the rights of autonomy. This variant of unification was called the project of autonomization, but it was criticized by the Ukrainian and Georgian Bolsheviks. In the context of the growing conflict between the Moscow center and the Bolsheviks of the national republics, Lenin intervened in the polemics, who proposed to create a Soviet community on the basis of a federation (the
equal republics, not subordinate to the RSFSR). This proposal
approved by the representatives of all republics.
During 1922, the congresses of the Soviets of the Ukraine, Belarus were convened,
Transcaucasia, Russian Federation, which confirmed the need to unite an equal federal union of nations. At the end of December 1922, a conference of representatives of the national republics was held in Moscow, which approved the draft declaration on the formation of the Union of Soviet Socialist Republics and the draft union treaty. On December 30, 1922, the 1st All-Union Congress of Soviets was held. I. Stalin was the main speaker at it. He acquainted the participants of the congress with the draft documents and made a proposal to approve them. Opening the discussion, the representative of the Ukrainian SSR M. Frunze suggested finalizing the documents, and only after that they should be adopted at the second congress of Soviets of the USSR. The congress supported this proposal and created a commission to prepare final version documents. At the congress, the USSR was proclaimed, the Central Executive Committee and the Presidium were elected USSR, as well as four chairmen of the Presidium of the Central Executive Committee of the USSR, who were to take turns to dominate the meetings: from the RSFSR - M. Kalinin, from the Ukrainian SSR - G. Petrovsky, from the BSSR - A. Chervyakov, from the ZSFSR - N. Narimanov.
But the union treaty was never finalized and signed. "Commission 13" on the revision of the contract was eliminated. In January 1923, the Central Executive Committee of the USSR formed a Constitutional Commission, which prepared a draft constitution for the USSR. It was approved at the II All-Union Congress of Soviets in January 1924.The Constitution contained the Declaration and the Treaty on the formation of the USSR, which had nothing to do with the draft treaty of 1922. The Congress recommended the union republics to ratify the text of the constitution, which was done. This is how the constitutional formulation of the USSR took place, the creation of which was announced by the Central Executive Committee of the USSR in July 1923 in the "Address to the Nations and Governments of the World."
Through Stalin's manipulations, the Union Treaty, which was to become an international treaty between sovereign states, was replaced by the Constitution, which is an internal document.
Working with a table
Growth in the number of union republics within the USSR
IV. Generalization and systematization of knowledge
Discussion of the results of the students' fulfillment of the preliminary assignment set before the start of the study of new material.
V. Correction and reflection. Outcomes
Ø The end of the civil war did not contribute to the stabilization of the Bolshevik regime. A new wave of peasant and workers' uprisings rose up against the policy of "war communism". The most dangerous for the Bolsheviks was the uprising in Kronstadt.
Ø Under the pressure of circumstances, V. Lenin insisted on the introduction of NEP. The Bolsheviks had to make significant concessions to the population, restoring certain elements of the market economy, in particular commodity-money relations.
Ø Thanks to NEP, it was possible to restore the destroyed during the years of hostilities
economy.
Ø Installation in the states of Soviet power newly formed on the territory of the former Russian Empire, stay in power in them communist parties, a common historical past and the existence of a single economic complex - all this prompted the Soviet leaders to unite the Soviet republics into a single power. After incendiary discussions about the form of unification, on December 30, 1922, the creation of the USSR was proclaimed.
Vi. Homework
Textbook p. 11 p. 140-144, p. 19 to study.
Similar information.
Most managers think of a brainstorming session as simply gathering people in the same room to discuss a topic. Yet there is a specific process that maximizes the size and quality of the pooling of ideas. While there are hundreds of legitimate steps to take in this process, the following are just a few of the important concepts that leaders should consider:
1. The number of ideas produced by people who act alone is greater than total number all the ideas produced by the same people while working in a group. Moreover, the variety and novelty of ideas that come from those who work alone are larger and more effective than ideas produced by a group of people. This means that by instructing group members to come up with a number of different and new ideas before the session, and then communicating them through the brainstorming process, you will get a more significant result. Make sure that individuals are thinking of new ideas during the group session.
2. People tend to fall into traps and often act without initiative. This means that it is difficult for them to move on to doing something new until they are given time to gain experience, knowledge in a new area, or incentives. One of the solutions is to introduce new competencies. Collect new, versatile people. Try to gather people who will have expression, deeper knowledge and higher status.
3. Collective discussion implies that the search for a solution to the problem does not stand still. Thus, one of the principles effective conduct consists of dividing the session into 3 parts: defining the problem, proposing ideas and choosing ideas. Sometimes it is simply surprising how many perceptions exist about the problem. Raising a certain question for discussion, there are many answers and ideas for its solution. This stage-fragmented process allows a dividing line between creative thinking and criticism. Writing and editing are two different and dissimilar processes.
4. Set increasing goals. The result of increasing goals is much better than what you are trying to do. In addition, they contribute to productive production; we can say with some certainty that the combination of quantity together with quality represents best product creativity, which tends to emerge during those moments of a career when the creator is busy with hard and fruitful work.
There are at least 2 types of incremental goals: short term- they imply a quick release of products and are designed for a long period of time - they allow you to consider problems using knowledge in a certain area in order to get a result in the required understanding.
5. Promote collaboration, not competition. Rivalry forces people to shut down, restrict information flows, and create core and peripheral groups. On the other hand, it is clear that cooperation allows for mutual intellectual exchange, which is a kind of raw material for the process of expressing ideas.
6. One of the destructive factors influencing the statements of the most effective ideas is the slow implementation or no such at all. People simply won't take the proposed ideas seriously if no significant action has been taken since the end of the last session. Ensure direct communication with decision makers and promotion that is visible through the innovation process - idea selection, development and commercial support.
7. Don't rely on "creative types". Everyone is capable of generating a wide variety of new ideas. There are claims of a creative trait regarding a lack of tolerance for conformity as well as for ambiguity, but it is appropriate to say that such a theory is questionable, since these traits are difficult to define, difficult to combat, and are unstable or change depending on the situation. Further, it must be said that criteria such as motivation and competence are also important.
8. Abstract your thoughts from brainstorming. The notion that brainstorming is the only effective method of generating ideas is wrong. This process has some negative sides, namely: a) dissolution of ideas; b) the participation of not the most intellectually developed and savvy individuals; and c) an appraisal premonition. Confidentiality of expression of ideas, ideas within the network, and knowledge bases are just some of the methods that can help to maximize the contribution of each individual.
I'll start with a short introduction. Several years ago we were doing research at a large Russian company. Understand: " big company"Sounds very vague. What to do, confidentiality. But I assure you, this is a real and well-known organization. One of the vice presidents wanted to analyze the effectiveness of the managers' time allocation. We found that executives spend 30% of their time on meetings - planning meetings, operational meetings, video and conference calls.
After each meeting, we asked the participants on condition of complete anonymity if the meeting was useful for further work. And in 62% of cases, the answer was negative. If managers are to be believed (why shouldn't they?), The company wasted 18.6% of its executives' time and payroll every day, not to mention lost profits.
Why did it happen? First, in this organization, meetings were primarily used to convey the decisions and direction of senior management to the next levels of management. It was more appropriate to call this format “broadcasting” - without the prefix “co”. A short e-mail with a read check, an order in the form of a document, a broadcast of a video message from an executive could be a good alternative to broadcasts where one speaks and the other listens passively. And more often they just pretend to listen.
Secondly, regular planning meetings and operational meetings were used as the main and, in fact, the only method of setting goals, assigning tasks, monitoring performance and solving problems in divisions. The agenda was not shared with the review and decision making meetings. The meetings were protracted, and the issues important for some participants were often not related to the work of others (geographically distributed organization). It would be more efficient to break such meetings into a series of short meetings with a mono-agenda. Only those who are really needed could participate in each meeting.
Third, the leaders themselves, including top managers, lacked the skills to prepare and conduct meetings. For example, a typical scheduling flaw is that the meeting invitation states the topic "Winterizing" but does not specify the specific questions that the meeting should answer. According to our observations, the main method of dialogue was the questions of the presenter: "Well, who thinks what?", "What are the opinions?" And in the notes on the results of the meetings, there were many "heard", "discussed", "taken into consideration", but few concrete decisions.
This may not be the case in your company. And it's good if you are sure of this, and not only assume that there are no such problems.
This article focuses on principles and techniques that leaders can learn from the arsenal of professional facilitators who lead strategy sessions, and companies that are serious about improving their meeting practices.
Facilitation in translation from English means "to help, facilitate, facilitate." This is to help a group of colleagues in the process of creating shared good ideas, agreements and decisions.
Please note: shared and good. A meeting decision becomes shared when participants have contributed and their voices are heard. After the meeting, they say “this is our decision”, “we discussed it and agreed”. The solution may not be shared when a significant part of the participants does not support it. The second criterion is no less important - the content decision must be good, smart, and optimal for the business.
Let's discuss how to achieve meeting outcomes that balance people engagement and business performance.
Picture 1. Involvement matrix in decision making
Part 1. Principles of meetings
Michael Wilkinson, one of the world's best professional facilitators, in his book, The secrets of masterful meetings, provides a set of principles or, as he calls them, the rights of meeting participants:Invitation. You have the right to be aware of the purpose, process (agenda) and intended outcome of the meeting no later than 24 hours before the meeting starts.
Timely start.
Correct list of participants. All participants, whose opinion is important in a particular case, have the right to have their position represented - personally or by representatives.
Necessary information. All information essential for making a decision should be presented or easily accessible to the meeting participants.
Basic rules. You have the right to have agreed-upon rules of conduct for meetings and to require that those rules are followed.
Focus. You have the right to keep the meeting focused on the stated agenda. Deviations, issues outside the agenda should be marked by the moderator: we include in the agenda of this meeting; we include in the agenda of other meetings; we will not discuss.
Opportunity to contribute. You have the right to state your position before a final decision is made.
Summary. You have the right to hear a summary of the leader of the meeting regarding the decisions made; actions to be taken after the meeting, including deadlines and who are responsible; a list of issues, the discussion of which was postponed to other meetings or rejected.
Timely completion.
Without consequences. You have the right to exercise and defend the listed rights without negative consequences for yourself.
SIBUR executives have another good list of meeting principles. These principles are in the form of a memo in every meeting room:
- We come to the meeting prepared:
- get acquainted with the materials of the meeting in advance;
- we define the purpose, process and result of the meeting;
- we bring materials with us.
- We save the time of our colleagues:
- we start and end the meeting on time;
- keeping track of time, talking to the point;
- we control emotions, do not interrupt each other.
- We reach our goals:
- focus on the purpose of the meeting;
- we are not distracted by gadgets;
- we fix the agreements during the meeting.
- We are responsible for the result;
- summing up at the end of the meeting;
- we send out the results within two days;
- agreements are the law for us.
The second addition is about agreement on protocol if required. At the end of the meeting, the moderator announces the time allotted for making changes to the minutes. If the attendees cannot agree on edits within the specified time, a resolution meeting is scheduled. If the edits are not made before the expiration of the established period, the protocol becomes binding.
but key moment lies not even in the content of the principles themselves, but in the fact that the leaders agree on them. Sometimes it is helpful to have a session for this. Then these agreements need to be implemented through information, training, feedback, and most importantly - example from the top managers of the company.
Part 2. Types of meetings
The principles of meetings in an organization should be universal. But meetings differ in purpose, outcome, and agenda. And this difference is important to take into account both when planning and in the process of conducting. For example, the Gazprom Neft company distinguishes the following types of meetings.Operational meetings
They can be roughly divided into planning meetings and status-meeting... They often come together in one operational meeting.
The result of the planning meeting: an agreement on tasks, responsible persons, deadlines, required resources.
Possible sequence of questions for the planning meeting:
- What is the context - situation, goals, problems?
- What are the tasks?
- Who, what, when will do to solve problems?
Questions for the status meeting:
- What was planned?
- What is the status - what has been done, what is going on with the deviations?
- What are we going to do with deviations?
- What are the next steps?
- What tasks did I solve in the previous period?
- What tasks will I solve in the future period (today, this week)?
- What's stopping me?
Decision making meetings
It is also useful to divide them into several types. Let's start with analyticalmeetings.
The result of the analytical meeting: the necessary information was collected and structured. The reasons, possible consequences, hypotheses, barriers, factors of success, dilemmas, conclusions are formulated and tested, depending on the goals of a particular analysis. The basis for discussing possible solutions has been prepared.
Possible questions from an example of a problem analysis meeting:
- What are the symptoms of the problem - how exactly and how large is it manifested? What is the size of the deviation from the norm?
- What are the main reasons?
- What are the current and possible consequences?
- Is the problem serious enough to be addressed? Is it possible to act as before?
- What are the next steps?
The result of such a meeting should be a draft decision.
Possible agenda:
- What are the solution options?
- What are the criteria for choosing between these options?
- How do we rate options? What is the best option (draft decision)?
- What are the next steps?
Result: evaluation, approval, or adjustment of the proposed draft decision.
Possible agenda:
- What is our goal / what is the core of the problem?
- What is the draft decision?
- What is our assessment of the draft solution?
- What is our decision - approve, adjust, reject the project?
- What are the next steps?
This type of meeting can also be combined with other types. It is important that any alignment of formats is planned, is a prepared step, and not a spontaneous deviation from the agenda. A combined meeting of top management, which includes analysis, development, and sometimes the adoption of key decisions, is strategicsession.
Information meetings
Minimum result: common understanding of the situation by the participants in the meeting.
This is exactly the kind of meeting that the company mentioned at the beginning of the article has been abusing. Could these meetings be helpful? Yes, if there are few of them, and in comparison with alternative methods of informing in a specific situation, a real gain is achieved in efficiency, in the depth of understanding the issue and feedback from the participants.
Sample agenda for a briefing meeting:
- What's the context?
- What is the essence of the message?
- What actions are needed from the audience?
- Questions from the audience and answers to them.
Part 3. Management methods and the role of the leader
In his book A Facilitator's Guide, another great facilitator, Sam Keiner, outlines the basic principle of discussion - combination of divergence or divergence and convergence or convergence.
Figure 2. Divergence and convergence
For example, you are a meeting moderator. You need to answer the question: how to influence company employees who do not use personal protective equipment in production - helmets, glasses, gloves. Let's say the first answer that comes to the mind of the meeting participants is "to reprimand", "to deprive the award" or "fire". This is a well-established attitude towards this issue in some companies.
But we know that people are punished, and they still continue to violate when they think that no one sees them. So you ask the audience, "What else can we do to get people to follow the rules?" The answers to this question will be more varied. Natural discomfort arises: it seems that we knew how and what to do, and even did it; on the other hand, why doesn't it help? But now we are questioning the usual views. However, such discomfort is useful and necessary. Without disagreeing opinions, without arguing on the merits of the issue, the participants risk leaving the meeting with the same ideas with which they came.
Let's say the meeting leader succeeds with disagreement and gets a variety of opinions. The challenge now is to help the group group these opinions, evaluate them, and select the most productive ones for further elaboration. Without properly organized information, the participants will remain in a state of discord.
The second utility model is stagesdecision making- makes it possible to consciously choose different methods managing the discussion in accordance with a specific stage of the group work.
Figure 3. Decision-making stages
These steps may seem obvious. However, I often see two mistakes made by meeting leaders. The first is excessive haste. There is always not enough time, and we want to jump to the “Decision Making” stage as soon as possible. Therefore, we are doing the previous four steps hastily and poorly. Both the involvement of the participants and the quality of the solution itself suffer from this.
The opposite mistake is to get bogged down in intermediate stages, to continue walking in a circle without making a decision, although all reasonable options have already been worked out and evaluated. To avoid these and other mistakes, the facilitator needs to move to the next step after the previous one is completed and use correct methods work with the group:
I. Inform - you can send materials in advance, make an oral review or presentation, exchange views in the format of the participants' answer to a clearly posed question about the situation.
II. For collaborative analysis, templates are useful to see the relationships between the elements of a situation *.
For example, in case of a problem:
Template 1
And in the case of goals and strategies **:
Template 2
Each element of the template can be filled in in free discussion or using other methods of collecting opinions and subsequent mixing. After the template is filled in, you can proceed to discussing solution options. In the case of problems, solutions can relate to both elimination of causes and mitigation of consequences. And in the case of goals and strategies, initiatives are discussed to remove barriers and incorporate success factors.
III. Create solutions - you can conduct a classic brainstorming session, where each one speaks in turn, all ideas are written down without criticism and then grouped. And sometimes it is better to collect individual proposals of participants, which they wrote down on separate stickers, and then group similar proposals.
IV. You can use a Cost-Effect matrix or a more detailed set of agreed evaluation criteria to evaluate solution options. Each decision is assigned a score from 0 to 10 for each of the criteria.
Figure 4. Cost-Effect Matrix
V. Decision making is the hardest part for many leading meetings In the past, the input from meeting participants is obvious. But the choice of the final decision, as a rule, is the responsibility of the manager. It is often helpful to move this step outside of the meeting, using the results of the discussion as a “draft solution”. At the same time, it is important that the method of making the final decision is announced in advance and is obvious to the participants in the meeting. Some of the methods are:
1. The decision of the head.
2. The leader delegates the decision-making to another participant, as a rule, retaining the right of veto.
3. Voting by simple majority.
4. Super-majority voting (two thirds of the participants).
5. Consensus. This is the most difficult and time-consuming decision-making method. And at the same time, it is he who provides the greatest involvement of the participants. First, people determine their opinion on the draft decision - they vote by choosing one of the ratings:
- I fully support it.
- Rather, I support.
- I can live with it.
- There are objections.
- Strongly against.
Vi. In most cases, the stage of detailed elaboration of plans should be carried out outside the meeting, limited to the appointment of a responsible person. The responsible person names the time frame within which the plan will be developed and proposed for consideration.
Using suitable facilitation techniques not only increases the engagement of the meeting participants, but also helps to discuss issues with high quality, and therefore - to accept good decisions... Typically a discussion using similar methods is faster than an unstructured discussion.
Let's summarize the conversation about methods and outline the main responsibilitiesleading:
- Meeting Begins - Provides an overview of the purpose, agenda and expected outcome of the meeting.
- Ensures that participants adhere to agreed meeting principles and rules.
- Manages the process by deliberately offering participants a method of discussion.
- Manages deviations from the agenda.
- Summarizes, summarizes.
- Creates minutes or assigns it to the secretary - another participant in the meeting.
Part 4. Strategic sessions
Leading a strategic meeting (session) is hard work. The first persons often turn to us for help in this matter. How can an external facilitator, a professional leader, help?- Relieve the leader from the conflict between the role of the leader (organizer of the process) and the meaningful participant in the discussion.
- Develop a well-thought-out scenario for the discussion, hold a preliminary briefing on the scenario with the participants, and help formulate tasks for preparing for the session.
- If the team includes strong personalities actively promoting their opinions, an external moderator can help in managing dynamics, in integrating conflicts and contradictions between team members. It is easier to do this by having an independent, non-partisan position.
- An experienced facilitator has experience in conducting sessions in various industries and will be able to challenge the established opinions of the group and help generate new ideas.
- What do you want to know about the upcoming session?
- What is your management methodology?
- What will you do if you run into such and such problems (list)?
- How do you see the scenario, the logic of the session (in large strokes)?
- Where have you already conducted similar sessions, what will they tell about you there?
If you decide to lead the strategy session on your own, the main thing is to separate the roles of the moderator and the substantive participant in the discussion in terms of time. As a facilitator, guide the discussion with questions and tasks and refrain from promoting your position. You can make your suggestions after everyone else has spoken. It is useful to say this point out loud: "I will now speak out as a participant in the discussion, and not as a moderator."
Conclusion
Unfortunately, there was no significant progress in working with the company, the example of which I gave at the beginning of the article. The leaders reviewed the findings of the study. Someone was horrified by the amount of losses. Others just shrugged their shoulders: "Yes, that's right, but what can you do, there are long-standing traditions, you can't change them so immediately." As a result, the company decided ... to issue a regulation on holding meetings. This is where the improvements ended.Fortunately, I know more than other, productive examples where top officials paid very serious attention to improving the process and the results of internal discussions in their companies. In addition to increasing the involvement of people and the quality of the development of solutions, this change has almost always become one of the major factors in the development of the corporate culture of the entire organization.
*At firstin the mode of collecting various opinions, and then-their information.
** AdaptedmodelDriversMichael Wilkinson
Coursework
Management, Consulting and Entrepreneurship
Decision-making processes, understood as choosing one of several possible alternatives, permeate all human life. We make most of the decisions without hesitation, because there is an automatism of behavior developed by many years of practice. But there are choice problems, solving which, a person experiences painful thoughts.
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