Fierce Conversations V--Group Conversations

Continuing summary/analysis of Susan Scott's Fierce Conversations.

pp. 129-164: Fierce Group Conversations

pp. 129-130: A form for helping people pre-think through issues.

The Issue (Be concise. In one or two sentences, get to the heart of the problem. Is it a concern, challenge, opportunity, or recurring problem that is becoming more troublesome?):

It is Significant Because (What is at stake? How does this affect dollars, income, people, products, services, customers, family, timing, the future, or other relevant factors? What is the future impact if the issue is not resolved?):

My Ideal Outcome (What specific results do I want?):

Relevant Background Information (Bullets: How, when, why, and where did the issue start? Who are the key players? Which forces are at work? What is the issue's current status?):

What I Have Done so Far (What I have done; the options I am considering):

The Help I Want (Specifically. For example: alternative solutions, confidence regarding the right decisions identification of consequences, where to find more information, critique of the current plan, etc.):

pp. 133-134: Group Process

1. Ensure group members have the written summary of the problem (above).
   
   
2. Permit lots of time for clarifying questions. --Make sure you're not getting sidetracked in discussions of potential solutions at this point! Only seek clarification!
   
   
3. When fully clarified, then permit and encourage discussion of potential solutions. --Make sure everyone participates. If someone has not spoken, ask: "Mary, what's your take on this?"
   
   
4. Wrap up with one-sentence summary recommendations from each group member. The person who presented the issue may not respond, only listen.
   
   
5. Ask the member who raised the issue: "What did you hear?"
   
   
6. Ask the member who raised the issue: "What actions are you committed to take and when will you take them?" (Legitimate answers may include, "I need time to digest these ideas. I will let you know what action I'll take by next Monday."
   
   
7. Follow up. Make sure the person who raised the issue tell the team what s/he has done, the results, and his or her intended next steps.

HINT: Consider taping the issue session.

p. 119: About passing responsibility and authority to others or, as Scott describes it, "a marvelously useful method of delegation and professional development" . . .