While writing this book we talked a lot about processes that have worked well for us. Inevitably, the ones that didn’t work well came up too and were a lot easier to dissect.
One outstanding example was a workshop we attended that could only be described as uncomfortable, particularly given the number of written tasks. We were seated in a large circle in a huge, open room, on straight- backed, uncomfortable chairs, with no tables. No pre-session kit had been sent out, and we missed having some background information. The print on the PowerPoint presentations was too small to see, and no copies were distributed so that we could take notes and follow the presentation. The room was cold and drafty, there were few food options, and the only bev- erage choices were coffee and water. The setup did not seem to support the agenda or our needs.
However, we have also appreciated all the well-managed sessions we have attended where
• The right people were participating to generate interesting, thoughtful ideas.
• An inviting pre-session package arrived one week in advance and provided just enough information to pique our interest.
• Keynote speakers were well briefed, stayed within time limits, and linked their presentations directly to the small-group discussions that followed their remarks.
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• Food was served on time, and it was fresh, interesting, appropriate to the group’s diversity and individual needs, and at the right tempera- ture. It enticed participants to get together in a different setting from the meeting room and enjoy one another’s company.
• The technology optimized our interaction and productivity, and there were no time-consuming glitches.
• The event provided good value for money in terms of facilitation, accommodation, and compensation for travel.
• A list of participants and appropriate information about them was provided.
• Web addresses for additional resources were included in the registra- tion package.
These sessions worked for us because the organizers were in tune with our perspectives: their process design, facilitation, and management sup- ported the purpose. They respected our time, experience, and energy to ensure that we had a productive and enjoyable session. They also made a special effort to anticipate our needs so that we felt comfortable in the meet- ing rooms and in the larger facility. Something significant happened for each of us throughout each step: before, during, and after the session.
When integrated perspective and customized solutions are applied sys- tematically to session management, the benefits are palpable, as indicated in the following examples.
Situation.You are helping a client with organizing a national think tank to address issues related to e-commerce. One objective is to encourage networking and informal learning among the eighty- five participants.
Decisions.Support this networking objective:
• Before the session, create a virtual meeting place on the Web where participants can exchange information about whom they would like to meet and what they would like to contribute and learn. Design the agenda so there is enough time during breaks for people to socialize in areas that provide a change of atmosphere.
• Develop a seating plan that mixes people from a wide variety of backgrounds, locations, needs, interests, and workplaces.
• Design the process so that people change small-group membership two or three times during each day of the think tank. Use name tags with large print so it’s easy for people to
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use each other’s names. Have a list of participants and their affiliations in registration kits.
• Prepare an agenda that enables people to make contact with other participants whom they have said they want to meet.
• Provide opportunities for structured, informal get-togethers among people of similar interests: for example, lunch meetings, electronic spaces, after-hours sessions.
• After the session, use an e-tool to support ongoing communication among those who want this opportunity.
Situation.One objective of a state workshop on environmental policy development is to educate participants about the pitfalls of poor policy development.
Decisions.Support this education objective:
• Ask participants what questions they would like panel mem- bers to address; provide these questions to speakers and participants before the workshop.
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• Brief panel members on participant expectations related to education about policy development and on ways the panel can contribute to this objective.
• Explain what needs to be covered in speakers’ presentations to support small-group discussions that occur immediately after- ward. Provide speakers with copies of the discussion questions that participants will be discussing after the presentations.
Situation.You are organizing a community-based planning session to encourage consumer involvement in a particular field. Sixteen peo- ple are participating. One objective is to build confidence among the consumer advocates who are participating in the session.
Decisions.Support this confidence-building objective:
• Create a glossary for participants that lists all the key words and acronyms in the session topic area. Send the glossary out in the pre-session package.
• At the session, encourage participants to use the glossary during discussions. Ask them to suggest new acronyms and words that would make the document more complete.
• Develop a chronological timeline that provides a brief history of what has happened to date in this area. Knowing the background will help participants in discussing the current situation.
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hexagon with three people per side (and at least twenty inches between participants’ knees) or in a circle without tables. Eye contact during discussions enhances
communication and supports consensus building.
Experiences like these illustrate how an approach that is integrated, cus- tomized, and systematic drives process management in facilitated sessions.
The second factor, management style, is the focus of the next chapter.
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