I assign roles Leader, Process Coach, Time Keeper, Participant and
Recorder. Each has different responsibilities but the leaders
responsibilities include getting everyone involved. The participants
responsibilities include speaking out and sharing idea as well as
listening to everyone else. The process coach is supposed to stop the
meeting when the responsibilities or purpose are not being met.
In addition for new teams and people new at ,meetings we use a meeting
evaluation form which is filled in and given to the people with assigned
roles.
I also use every opportunity including some games to point out the value
of talking and exchanging information dos the leader can understand why
everyone one's ides count.
We also require using consensus techniques which demand sharing
information and understanding everyone's position.
It seems to me setting up the rules for meetings in the begriming is more
than half the battle
et
I have
At 03:23 PM 4/9/99 -0400, you wrote:
>Our company has been developing cross functional teams on the Innovation
>Associates model. As a coach for one of the teams, I am struggling with
>how to encourage greater participation from the less verbal, less skilled,
>less forceful members of the team. There is a small group that dominates
>team meetings. They have become self-congratulatory while a majority of
>the team has tuned them out. I'd like a way to intervene that tempers the
>lions without removing their claws. Any suggestions?
>
>JOHNH <JOHNH@rmfmsmgw.harvard.edu>
Eugene Taurman
interLinx Consulting
414-242-3345
http://www/execpc.com/~ilx
If a company values anything more than its' customer, it will lose the
customer.
The irony of that, if it is profitability, market share, security, teams,
learning or philanthropy that it values more it will lose the opportunity
for these too.
--Eugene Taurman <ilx@execpc.com>
Learning-org -- Hosted by Rick Karash <rkarash@karash.com> Public Dialog on Learning Organizations -- <http://www.learning-org.com>