A fun read this week has been Surviving the Horror of Online Meetings, which brings a great deal of fun to a very pertinent topic in a pretty short page count (70 pages). As a fan of classic monster movies I can’t recommend the art enough.
Tons of good survival tips. Some of my favorite were:
Plan five minute sprints – for every 5 minutes of slide presentations or briefings include something that will engage participants – for example a poll or a breakout session.
“I Like, I wish, what if” – participants type feedback into chat about idea share
Hide self-view – I instantly did this and it makes such a difference
And then each of the silver bullets was worth the price of admission.
We are all fatigued from constant online meetings, and they are not going anywhere. This book is a fun bit of medicine and I definitely recommend giving it a read.
There are many forms of bias that we must be cognizant during problem solving and decision making.
That chart can be a little daunting. I’m just going to mention three of the more common biases.
Attribution bias: When we do something well, we tend to think it’s because of our own merit. When we do something poorly, we tend to believe it was due to external factors (e.g. other people’s actions). When it comes to other people, we tend to think the opposite – if they did something well, we consider them lucky, and if they did something poorly, we tend to think it’s due to their personality or lack of skills.
Confirmation bias: The tendency to seek out evidence that supports decisions and positions we’ve already embraced – regardless of whether the information is true – and putting less weight on facts that contradict them.
Hindsight bias: The tendency to believe an event was predictable or preventable when looking at the sequence of events in hindsight. This can result in oversimplification of cause and effect and an exaggerated view that a person involved with an event could’ve prevented it. They didn’t know the outcome like you do now and likely couldn’t have predicted it with the information available at the time.
A few ways to address our biases include:
Bouncing ideas off of others, especially those not involved in the discussion or decision.
Surround yourself with a diverse group of people and do not be afraid to consider dissenting views. Actively listen.
Imagine yourself in other’s shoes.
Be mindful of your internal environment. If you’re struggling with a decision, take a moment to breathe. Don’t make decisions tired, hungry or stressed.
Consider who is impacted by your decision (or lack of decision). Sometimes, looking at how others will be impacted by a given decision will help to clarify the decision for you.
We gather for a meeting, usually around a table, place our collective attention on the problem, and let, most likely let our automatic processes take over. But, all too often, this turns out to be a mistake. From this stems poor meetings, bad decisions, and a general feeling of malaise that we are wasting time.
Problem-solving has stages, it is a process, and in order for groups to collaborate effectively and avoid talking past one another, members must all be in the same problem-solving stage. In order to make this happen our meetings must be methodical.
In a methodical meeting, for each issue that needs to be discussed, members deliberately and explicitly choose just one problem-solving stage to complete.
To convert an intuitive meeting into a methodical one take your meeting agenda, and to the right of each agenda item, write down a problem-solving stage that will help move you closer to a solution, as well as the corresponding measurable outcome for that stage. Then, during that part of the meeting, focus only on achieving that outcome. Once you do, move on.
A Template for Conducting a Methodical Meeting
Pair each agenda item with a problem solving stage and a measurable outcome.
Problem Solving Stage
Select a venue for the offsite
List of potential venues
Discuss ERP usage problems
Implement new batch record strategy
Plan for Implementation
List of actions / owners / due dates
Review proposed projects
List of strengths and weaknesses
Choose a vendor
If you don’t know which problem-solving stage to choose, consider the following:
Do you genuinely understand the problem you’re trying to solve? If you can’t clearly articulate the problem to someone else, chances are you don’t understand it as well as you might think. If that’s the case, before you start generating solutions, consider dedicating this part of the meeting to framing and ending it with a succinctly written problem statement.
Do you have an ample list of potential solutions? If the group understands the problem, but hasn’t yet produced a set of potential solutions, that’s the next order of business. Concentrate on generating as many quality options as possible (set the alternatives).
Do you know the strengths and weaknesses of the various alternatives? Suppose you have already generated potential solutions. If so, this time will be best spent letting the group evaluate them. Free attendees from the obligation of reaching a final decision—for which they may not yet be ready—and let them focus exclusively on developing a list of pros and cons for the various alternatives.
Has the group already spent time debating various alternatives? If the answer is yes, use this part of the meeting to do the often difficult work of choosing. Make sure, of course, that the final choice is in writing.
Has a decision been made? Then focus on developing an implementation plan. If you’re able to leave the conversation with a comprehensive list of actions, assigned owners, and due dates, you can celebrate a remarkably profitable outcome.