Many years ago my PowerfulWork partner, Tom Kornbluh, and I developed a conversation model to help groups move through conversations in a smooth sequence. One of our clients found the process so helpful that she posted the model in all of her company’s conference rooms as a visual aid.

Each conversation thread within a meeting will eventually follow the natural pattern of human critical thinking. Designing sessions to align with and reinforce this natural pattern leads to an accelerated work process and less unnecessary conflict. Here is the model and a simple explanation:

POWERFULWORK CONVERSATION MODEL

Set-up:
• The purpose of the thread/conversation is identified and confirmed with the group.
• Timeline, process steps and roles are identified.
• E.g. “The topic up for discussion is ‘the selection of a new recorder.’”

Data/Information Gathering:
• All facts and information relevant to the thread are shared with the entire group.
• Presentations from outside experts and internal reports may be offered.
• Individuals may present additional data of personal import—as long as it is related to the thread.
• The group has an opportunity to ask questions and discuss the quality and accuracy of the data.
• E.g., “What do we know about the candidates?”

Individual Reactions:
• Individual responses to the data and the facts of the situation are surfaced.
• The floor is open to feelings, thoughts and opinions.
• Individuals are encouraged to speak for themselves.
• E.g., “What do you each think and feel about the information we just heard?”

Group Implications/Options:
• There is a group-level discussion of the significance and meaning of the data and reactions for the group/organization.
• E.g., “What significance or meaning does all this have for our organization?”
• After discussing the implications, the group may want to brainstorm some options for action.

Conclusions:
• The group makes decisions.
• Next actions are established.
• E.g., “Can we agree on the best candidate for the job?” “Who will notify all the candidates of our decision by tomorrow?”

Recap:
• Thread and outcome are summarized.
• Incomplete and connected relevant issues are identified and scheduled for future conversations, if necessary.
• E.g., “After exploring all the relevant information and implications for our organization we have chosen Jane Doe as our recorder and we have identified clear next steps. Are there any other conversations about this topic that we need to have before we leave today?”

Over time we have found that there are two common group tendencies that can derail these vital steps and prevent a conversation from being productive. First, groups want to move immediately to conclusions. They have little patience for really vetting the issues. Organizations are about results and they want to get to the solution. It’s a natural tendency. However, slowing a group down and forcing them to follow this process will ensure a more thoughtful dialogue and result in a better solution. You can’t solve a problem if you don’t know what it is and haven’t explored causes or implications.

The second common mistake groups make is failing to separate the facts and data from individuals’ opinions and reactions. Helping a group see the difference between these two categories is an enormous gift to them. This is not to say that opinions are not important—they are—but opinions are a different set of information. Groups need to know the difference between hard data and people’s opinions.

As a meeting facilitator, the more you can help a group stay focused on where they are in the process, the more smoothly the conversation will run. We have found that just noting when the group has moved from one step to the next makes participants more comfortable, because they know where they are in the conversation.

Finally, if you plan to use the PowerfulWork Conversation model, it’s important to show it to the group before you use it. Keep it visible and use it as a reference tool as you track the conversation.

We all share that fear, and it often drives us to over-facilitate or too feel overly responsible. In meetings, we are busy making ourselves look useful or helpful, or showing that we know something. But those behaviors are about us and not about the group’s needs. Our job as facilitators is to serve our clients’ needs.

If this dynamic sounds familiar to you, try the following exercise:

1. Define competence. What is competent?? List what you man by that. Don’t just list a few, try to list them all. Keep writing until you start to feel it’s silly. If you dig deep enough you find you have some funny beliefs driving you, and those need to be examined.
2. What’s driving you? When you look at the list, what sticks out? What is motivating your actions?? The need to be the expert? Fear of making a mistake? Of getting fired??
Examine your own motivation. Then move to step 3.
3. Decide what is in the best interest of the group. Ask yourself, how does my doing these things help the group build its own self-responsibility or capacity to resolve its own issues? What are a good facilitator’s goals? How am I supporting the group’s goals? Align your behavior with the outcomes you want for the group.
4. Make it manageable. Is it possible to achieve all those standards?? If you had to throw three quarters of the list out, what would you save?

As always, I’d love to hear your reactions or any tips you have for facilitators to help them and their groups be more successful.

One technique is to create a visual representation of the group on a piece of paper and keep it by you. Here’s how to create the picture and how to use it:

1. Imagine people at a table. Take a piece of paper and draw a circle on it.
2. Place the name of each person who is on the call around the circle.
3. Be sure everyone checks in at the beginning of the call to get them present and known to everyone else in the meeting
4. As people talk, put a check mark next to their name
5. As the conversation progresses be sure to check who has spoken and who has not. Be sure to include people in the conversation who have not yet spoken or are joining in less than others.
6. Stop halfway through the meeting and check to see how the participants are doing. Ask if there is anything, in regard to being on the phone, they need before proceeding
7. At the end, do a quick check out with everyone to see how the meeting went and be sure to ask for any further suggestions to improve future calls.

Creating a picture of the group and noting their names will help you both visualize and remember who is on the call. Over time, you will find that your meetings feel more inclusive. If you ask for suggestions for improvement and follow them, you will undoubtedly find even more ways to make these virtual meetings efficient and productive.