SV: Doing it all in one day?

[Thomas Herrmann]

Doing it all in one day?I keep on getting my sponsors to add another half
day for action planning, to one day events. The benefits often become clear
during the pre-meeting. At times there is a week or two in between, but it
has worked fine anyway.
Best regards and good night
Thomas Herrmann
  -----Ursprungligt meddelande-----
  Fran: OSLIST [mailto:OSLIST at LISTSERV.BOISESTATE.EDU]För Birgitt Williams
  Skickat: den 27 juli 2006 20:41
  Till: OSLIST at LISTSERV.BOISESTATE.EDU
  Ämne: Re: Doing it all in one day?


  I don’t have the original email that you all are replying to regarding
achieving discussions, prioritizing, and action plans in one day. When I am
faced with a circumstance where the client has only one day, I negotiate to
find out if they can possibly swing a spilt day and then we go from 1pm-5pm
(4 hours) on day one and 8:30-12:30 (4 hours) on day two. That way the
employees are away from their regular work for only a day and yet with the
splitting of the day this way, the opening/discussions/evening news take
place on one day and the prioritizing/action planning takes place on the
second. It is workable. Is it ideal? Absolutely not…the ideal, in my
experience, continues to be a minimum of three full days to get all of this
done and to ensure enough space and time for discussions…but in the real
world as we are faced with it, clients frequently will give only a day.



  Birgitt



  Birgitt Williams








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  From: OSLIST [mailto:OSLIST at LISTSERV.BOISESTATE.EDU] On Behalf Of Ralph
Copleman
  Sent: July 26, 2006 5:54 AM
  To: OSLIST at LISTSERV.BOISESTATE.EDU
  Subject: Doing it all in one day?



  Greg Vaughn and all,

  Here’s what I think about trying to do it all in one day...

  I don’t bother trying to get proceedings printed, let alone distributed
and reviewed.  That’s for later.  I operate out of the belief that one day
is not enough to truly explore the territory (the “issues and
 opportunities”) plus come to conclusion about priorities plus formulate
action plans.  You can do it, but it will not, in my experience, have much
sticking power.  And the larger the group, the more challenging it is to
make the energy last.

  So I open space, hold the space, close the space.

  The latter, for me, requires about 20 minutes (not counting a closing
circle, which I always do in one form or another, sometimes abbreviated to
one word or phrase per person).

  1.      Ask people what themes came up repeatedly regardless of topic or
session.  Ask someone to note these on flip charts.

  2.      Keep going until everyone who wishes has a chance to mention the
theme they noticed.

  3.      Take the resultant flip charts, spread them on the floor, ask
people to mark their favorites.  Might be three, five, seven, etc.  Depends
on the size of the group and the number of items on the chart.  Count them
up if there’s time.  Certainly count them up if you’ll be moving on to
action planning the next day.  Otherwise, simply promise the info will be
available shortly in written form (after the coordinators pull it together
and send it out).


  (Where did I learn to do it this way?  I do not remember, but I think from
Harrison.  Is it in the book?)

  Simple, fast, everyone’s involved, no fancy footwork on my part.  I can
think of a thousand group dynamics issues and eventualities that I have not
covered by doing things this way.  My conviction is few if any of them
really matter.  Dealing with them, I have learned from finally acknowledging
feedback I could not hear for years, was more about my needs than the client
’s.  Organizations of all types may be better served if we open the space W
I D E and let lots of air and light in than if we merely crack a window for
a brief time in the name of completing the entire exercise in a short
period.

  Ralph Copleman

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