Meeting Design: For Managers, Makers, and Everyone by Kevin M. Hoffman
Author:Kevin M. Hoffman
Language: eng
Format: epub, azw3
Publisher: Rosenfeld Media
Published: 2018-03-18T04:00:00+00:00
Changing a Culture
Brian from the federal government team was brought into his position to create a new culture, or probably more accurately, reinvigorate an old culture. But culture change is hard. Think about the culture of an established company with several years behind it. You’re going to have people in leadership positions who carry the responsibility of the well-being of other people who depend on that organization to survive. Depending on how you feel about the role of government, it could be a whole population of citizens who depend on an organization to ensure their basic rights and maintain order, infrastructure, and the like.
When the bosses are in the meeting, it’s a natural impulse to defer to them. If success is tied to someone having a favorable opinion of you, you are going to take their contributions to the conversation seriously. Over time, that deference can become ceremonial and cripple efficiency and innovation in meetings. But if you start from a position of connecting meetings to outcomes, and the leadership is aware of those outcomes, it creates an opportunity for culture change in meetings, through facilitation.
The opportunity created by facilitation is to confront leadership when their contribution is pulling you away from an agreed-upon meeting outcome. Although not all organizations have a mature facilitation practice, there are other ways that meetings can enable culture change when leadership seems stuck or off track. They can include establishing a regular exploratory conversation for questioning how things are done, working with an outside party (such as a consultant), and confronting a new or difficult challenge.
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