Реклама. ООО «ЛитРес», ИНН: 7719571260.
MEETING DESIGN
Contents at a Glance
Contents and Executive Summary
Foreword
Introduction. Meetings Are a Design Problem
Why Do I Care About Meetings?
I Want to Help You Do Your Job in Meetings
PART 1 The Theory and Practice of Meeting Design
CHAPTER 1. How to Design a Meeting
What Is a Well-Designed Meeting?
Apply Design Thinking to Existing Meetings
Identify the Problem
Consider Multiple Formats
Make Small Changes and Assess Improvements
Know When the Job Is Done
A Better Definition of “Meeting”
CHAPTER 2. The Design Constraint of All Meetings
Better Meetings Make Better Memories
Your Memory in Meetings
Working Memory
Intermediate-Term Memory
Brain Input Modes
More Effective Listening
Visual Listening
Getting in Touch with Your Ideas
Putting the Brain to Work for Jane’s Meeting
CHAPTER 3. Build Agendas Out of Ideas, People, and Time
The Illusion of the Agenda
Count Your Ideas, Then Count Your People
Get to Know People
Scale Ideas to Time
Apply “Groups of Five” in a Meeting
When Groups of Five Aren’t Enough
Doing Agenda Math
Ideas Move Among People Better in Groups
The Cost of Meetings
Giving Dave a Less Brittle Agenda
CHAPTER 4. Manage Conflict with Facilitation
Conflict Is Not a Bad Word
Facilitation as a Role
Common Mistakes That Facilitators Make
Common Mistakes That Prevent Facilitation
Experiment with Facilitation
How to Record and Facilitate in Remote Meetings
Recording Remote Meetings
Facilitating Remote Meetings
Facilitate the Pattern of Conversation
How to Facilitate Tangents
Build the Pattern into Agendas
CHAPTER 5. Facilitation Strategy and Style
Asking the Right Questions
Questions That Surface Feelings
Questions That Surface Motivations
Questions That Surface Actions
Questions That Surface Systems
Using Question Design in Facilitation
Facilitation Styles
Scripted to Improvisational
Drawing to Speaking
Space Making to Space Filling
Build a Facilitation Competency
What Comprises a Facilitation Competency?
Competency and Conflicts
CHAPTER 6. Better Meetings Lead to Better Organizations
The Two Cultures
Meetings Help You Understand a New Culture
How to Make a New Culture
Changing a Culture
Exploring Change in Conversation
Outsiders Opening the Door to Change
Finding Change by Confronting Problems
Amplify the Best of a Culture
Anger in Meetings
PART 2 Designed Meetings
CHAPTER 7. Get Started with Beginning Meetings
The Sales Meeting
Goal of a Sales Meeting
Measuring the Outcome of a Sales Meeting
Stakeholder Interviews
Goal of Stakeholder Interviews
Measuring the Outcome of Stakeholder Interviews
The “Quickoff:” A Quick Kickoff Meeting
Goal of a Quickoff
Measuring the Outcome of a Quickoff
Brainstorming
The Goal of Brainstorming
Measuring the Outcome of Brainstorming
Strategy Discussions Using Objectives and Key Results Statements (OKRs)
What Is an OKR?
Goal of an OKR Meeting
Measuring the Outcome of an OKR Meeting
Project Kickoff Workshop
Goal of Project Kickoff Workshop
Measuring the Outcomes of a Project Kickoff Workshop
CHAPTER 8. Chart the Course Using Middle Meetings
Agile Style Daily Scrum
Goal of an Agile Style Daily Scrum
Measuring the Outcomes of a Daily Scrum
Weekly Project Check-In
Goal of a Weekly Project Check-In
Measuring the Outcome of a Weekly Project Check-In
“Lean Coffee” Check-In
Goal of a Lean Coffee
Measuring Outcomes of a Lean Coffee
Presentations (of Deliverables, Findings, or Concepts)
Goal of a Presentation
Measuring Outcomes of a Deliverable Presentation
Critiques
Goal of a Critique
Measuring Outcomes in Critiques
Design a Workshop (for Anything)
Goal of Any Workshop
Measuring the Outcomes of Any Workshop
CHAPTER 9. Find Closure with End Meetings
User Acceptance Testing (UAT) Defect Log Reviews
Goal of a UAT Defect Log Review
Measuring Outcomes of a UAT Defect Log Review
Agile Style Retrospectives
Goal of Agile Style Retrospectives
Measuring the Outcome of an Agile Style Retrospective
Postmortems
Goal of a Postmortem
Measuring Outcomes from a Postmortem
In Closing
Index
Acknowledgments
About the Author
Footnotes. Chapter 1
Chapter 2
Chapter 3
Chapter 4
Chapter 5
Chapter 6
Chapter 7
Chapter 8
Chapter 9
For Managers, Makers, and Everyone
KEVIN M. HOFFMAN
.....
Exclusively relying on conversation and human memory is a single pattern for executing a meeting, and often a faulty pattern that creates disagreement where none may exist. There are other patterns for facilitation and capture. You’ll find them throughout the book, with most residing in Chapters 3, 4, and 5: “Build Agendas Out of Ideas, People, and Time,” “Manage Conflict with Facilitation,” and “Facilitation Strategy and Style.”
If you’ve started exploring other options, the next step is to pick the options that sound promising and start making some changes.
.....