Effective meetings depend on the point and the people who are dealing with each other. Here is how to respond if someone forgives another participant. (This is the seventh of the seven-part article on managing monsters at the meeting.)
It's tough. :
Effective meetings, conferences, business meetings, monster meetings, matters that facilitate the participants, steve kaye, facilitator, leadership, or one big meeting
Article body:
Remember, these are the wrong reasons for these people.
They are monsters that hurt others with jealousy, mockery and sarcasm. They are bullies They threaten. They attack.
And that's the ruins of your conference.
Personal attacks are not acceptable, if everyone in your meeting is hurt, everyone else will feel it. As a result, participants fall back to making safe and generally useless contributions.
So how do you respond to the attack?
First, take a big breath. Grab your courage. Then use one of the following methods:
Approach 1: Talk to a Group
Respond to hostile statements by making general comments. Look at the middle of the group and say:
"Have a moment. Pause here to settle down. Say we are upset about this And we want to find a fair solution for everyone." Relax on the model.)
After saying this, pause the moment you allow the group to respond. Often, someone else supports your request. Continue as if everything is normal.
Avoid looking at the attacker when speaking to a group. Making an eye-contact acknowledges and returns the attacker.
Approach 2: Explore for the cause
Sometimes people throw ax from behind the illusion of estimated distance. Describes the calls that can be used according to. In this case, say:
"Pat, you seem to be upset."
"Tony, you don't seem to agree."
"You seem to have booked for this."
It corresponds to the naive I see in these tables. However, such a low-key response sounds less threatening, sounds easier to deliver, and maintains the self-esteem of others, thus improving the condition. The attacker is less serious than it heard The possibility of watching an attack comes true.
These statements "I think the sincere goal was to be an attacker, and this is what you need to talk to resolve the conflict.
After you talk, wait for the attacker to talk about the cause of the attack.
If the attacker continues to speak hostile:
"Sorry, we need to respect each other. We are upset."
"Sorry, we heard it. Now what makes it feel like that?"
"Sorry, I am interested in hearing what your concerns are."
Approach 3: Call a break
The first two approaches call a break or end a meeting if it fails to end the attack. This gives you the opportunity to meet the attackers personally, rewrite the agenda, restructure communications, and (if appropriate) schedule another meeting without the attacker.
you are,
"We seem to be stuck. I want to take a break to calm down."
"This animosity makes it impossible to get the job done. So, I have postponed the meeting. I'll work on this later and reconverge at another time."
"We need to work outside this meeting. Let's postpone it."
Note that some people use anger to threaten others to cooperate with them. If you postpone the meeting, you need to meet with the attacker to resolve the conflict.
A meeting is a forum for finding solutions, making decisions, and reaching consensus. Applying these approaches to confusion maintains the productive environment needed to achieve your goals.
This is the seventh of the seven articles of the monster in the conference.
Monster Conference-Part 6, Deadlock Discussion
We thought that it was effective meeting and there was reaction of participant in meeting. The meeting is now deadlocked. Here is what to do. (This is the sixth of the seven part articles on managing monsters at the meeting.)
It's tough. :
Effective meetings, conferences, business meetings, monster meetings, matters that facilitate the participants, steve kaye, facilitator, leadership, or one big meeting
Article body:
This is crawling on you.
And if it goes on, it will ruin your meeting.
At first, the participants seem to be working towards an agreement. They raise concerns. Then they explore the concerns. It all seems normal.
But that continues.
In fact, it unfolds. It is the side without an argument before long. Your meeting is now stuck in a deadlock.
So how do you fix it?
Approach 1: Form a subcommittee.
Seek volunteers from opposite perspectives to form a subcommittee to resolve the issue. Since this is a useful approach: 1) the problem is best completed out of the meeting, 2) the people who caused the deadlock are responsible for solving it, or 3) the question is that no one solves it Perhaps the problem (or at least the controversy) is unimportant if you do not want to spend time finding a fix.
Ask by saying for the subcommittee:
"It seems like there is a concern about this issue. Rather than spending everyone's time, I would like the Sub-Committee to resolve this and report to us. Who wants to be it?"
Of course, if anyone volunteered, it will end the deadlock. And you, "It seems that there is a lack of support for this issue. In that case, I would like to return to our agenda. The next item .."
What else can you do?
Approach 2: Asking for Analysis
If a minority interferes with the solution, ask them to analyze the problem and suggest alternatives. You can say:
"It seems that some of you are looking at this issue separately. Do you have an analysis of the creation of a position that you can make and understand?
As with the subcommittee, this approach uncovers the responsibilities of the necessary considerations or tests. In either case, the deadlock is removed from the meeting so that you can continue.
Note that each of these approaches begins by acknowledging the truth. After that, people will work on deadlock resolution.
There is one more point.
Leaders work in the gray world. In this case, as part of achieving the results, you need to allow some obstacles or disagreements during the meeting. And you need to monitor the level of failure so you have to intervene if it lasts for too long.
This kind of car is a gas while driving. It is fine to wear a sitting wheel or wheel rather than buying it by this means.
Use those skills to get back to the meeting.
This is the sixth of the seven parts of the monster in the conference.
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