{"id":2602,"date":"2015-09-04T10:16:44","date_gmt":"2015-09-04T17:16:44","guid":{"rendered":"https:\/\/lookforwardconsulting.com\/?p=2602"},"modified":"2025-01-13T16:56:09","modified_gmt":"2025-01-13T16:56:09","slug":"meetings-as-dialogues-the-seven-types-of-meetings","status":"publish","type":"post","link":"https:\/\/thescrumacademy.com\/es\/2015\/09\/04\/meetings-as-dialogues-the-seven-types-of-meetings\/","title":{"rendered":"Meetings as Dialogues: The Seven Types of Meetings"},"content":{"rendered":"

\"13EL017_fema_joplindamage_LR\"<\/a>Meetings are such a disaster! \u00a0There are so many things wrong with meetings today from the frequency of meetings\u00a0to number of participants to a complete\u00a0lack of purpose to horrible facilitation, that I do not know where to begin. \u00a0IMO, the biggest problem with most meetings is that people have forgotten that a meeting is not too much\u00a0different than\u00a0a conversation.<\/p>\n

Personally, I like calling meetings a\u00a0conversation since we tend to have a better understanding of what is acceptable etiquete around conversations. \u00a0Some basic rules we have about conversations are: not interrupting the speaker; one person should not dominate all the talking; and, pay attention to the main speaker while they talk. \u00a0We freely join and leave conversations that feel interesting and stimulating, and speakers pause to allow other people to share ideas and so on. \u00a0People who break these informal, social rules tend not to be invited back to conversations. \u00a0On the other hand, etiquete around workplace meetings has devolved into a total mess. \u00a0What is never considered acceptable for an interpersonal conversation becomes the norm when discussing work!!<\/p>\n

Simply\u00a0renaming “meetings” to “conversations” has two issues. \u00a0First, using a different word to describe the same type of interaction is a very 1984<\/a>-type of thing: \u00a0“Eurasia is no longer our enemy, they are now our friends,” the calling the department of war the “Ministry of Peace,” or other types of doublethink<\/a>. \u00a0We just debase the meaning of the original word by renaming something bad with a positive word. \u00a0 Could be helpful, but do it too often and you come across as insincere and inauthentic. \u00a0Two, a conversation tends to be informal and organic while the communication we have in the office tends to be more formal and directed. \u00a0The correct word we want to use to describe workplace communications is dialogue.<\/p>\n

dialogue (n.):\u00a0<\/strong><\/em>a discussion\u00a0between\u00a0two or more people or groups, especially\u00a0one\u00a0directed\u00a0toward\u00a0exploration\u00a0of a\u00a0particular\u00a0subject\u00a0or\u00a0resolution\u00a0of a\u00a0problem.<\/p><\/blockquote>\n

And for dialogue, we have a number of great techniques from Crucial Conversations<\/a> that we can apply to ensure that we focus on what we really want, create conditions where people feel safe to share, learn how to state our path to action effectively and encourage others to share their path to action. \u00a0Or if the dialogue has more than four or five people, we can borrow facilitation techniques from The Facilitator’s Guide to Participatory Decision-Making\u00a0or Collaboration Explained<\/a>.<\/p>\n

So what are the types of dialogues we have at work? \u00a0Here is\u00a0a list of the seven most common that you might encounter in the office.<\/p>\n

    \n
  1. Share Information:<\/strong> the purpose is make an announcement, deliver a report or provide a presentation to the group.<\/li>\n
  2. Obtain Input: <\/strong>the meeting planner seeks feedback and\\or suggestions from the group, but does not<\/strong> want the group to make decisions.<\/li>\n
  3. Advance the Thinking: <\/strong>the meeting planner wants to group to make progress on a topic or move their views on the topic to the next step.<\/li>\n
  4. Make Decisions:<\/strong> the purpose is for the group to address a simple, or complex, issue and bring it to closure.<\/li>\n
  5. Improve Communication:<\/strong> the members of a group meet to strengthen their working relationships by sharing feelings and\\or dealing with interpersonal tension.<\/li>\n
  6. Build Capacity:<\/strong> scheduled training time to focus on developing and improving the skills of the group.<\/li>\n
  7. Build Community:<\/b> the members of the group meet to promote camaraderie, strengthen the bonds among people who work together and generally boost moral.<\/li>\n<\/ol>\n

    So what can we do to make workplace meetings (or dialogues) better? \u00a0Do not try to jam two\u00a0or three\u00a0types of dialogue\u00a0in the same forty-five to sixty minute timeslot. \u00a0IME, if you organize your meetings to focus on completing\u00a0a single dialogue, the timebox tends to be shorter and the number of participants will be less.<\/p>\n

    So if you goal\u00a0is to\u00a0share information, just schedule a quick meeting, get in and get out. \u00a0Or perhaps the objective is to advance thinking on a specific topic? \u00a0In that case, use the time to build\u00a0shared understanding among the participants and then schedule a second dialogue the next day to make a decision with people who are interested in that dialogue. \u00a0Or maybe we need to be honest with ourselves and say that our objective is simply to obtain input from the meeting participants while\u00a0the final decision rests with us?<\/p>\n","protected":false},"excerpt":{"rendered":"

    Meetings are such a disaster! \u00a0There are so many things wrong with meetings today from the frequency of meetings\u00a0to number of participants to a complete\u00a0lack of purpose to horrible facilitation, […]<\/p>\n","protected":false},"author":1,"featured_media":7319,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_monsterinsights_skip_tracking":false,"_monsterinsights_sitenote_active":false,"_monsterinsights_sitenote_note":"","_monsterinsights_sitenote_category":0,"_price":"","_stock":"","_tribe_ticket_header":"","_tribe_default_ticket_provider":"","_tribe_ticket_capacity":"0","_ticket_start_date":"","_ticket_end_date":"","_tribe_ticket_show_description":"","_tribe_ticket_show_not_going":false,"_tribe_ticket_use_global_stock":"","_tribe_ticket_global_stock_level":"","_global_stock_mode":"","_global_stock_cap":"","_tribe_rsvp_for_event":"","_tribe_ticket_going_count":"","_tribe_ticket_not_going_count":"","_tribe_tickets_list":"[]","_tribe_ticket_has_attendee_info_fields":false,"footnotes":""},"categories":[208,7,32,205,171,22,30,25,46,213,10,77,106,206,29,212,210,44,5,71,42,45,75],"tags":[],"class_list":["post-2602","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-advanced-practitioners","category-agile-scrum","category-agile-transformation","category-beginners","category-best-of-the-best","category-coaching","category-collaboration","category-communication","category-daily-scrum","category-daily-standup","category-developers","category-distributed-teams","category-meetings","category-practitioners","category-product-owner","category-scrum-ceremonies","category-scrum-framework","category-scrum-master","category-scrum-methodology","category-scrum-planning","category-sprint-retrospective","category-sprint-review","category-stakeholders"],"yoast_head":"\nMeetings as Dialogues: The Seven Types of Meetings - 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