{"id":2604,"date":"2015-09-09T12:01:08","date_gmt":"2015-09-09T19:01:08","guid":{"rendered":"https:\/\/lookforwardconsulting.com\/?p=2604"},"modified":"2025-01-10T15:53:21","modified_gmt":"2025-01-10T15:53:21","slug":"the-five-levels-of-involvement-for-a-meeting","status":"publish","type":"post","link":"https:\/\/thescrumacademy.com\/es\/2015\/09\/09\/the-five-levels-of-involvement-for-a-meeting\/","title":{"rendered":"The Five Levels of Involvement for a Meeting"},"content":{"rendered":"

\"angrymeeting\"<\/a>Ever show up to a meeting expecting your ideas and comments to be taken in consideration only to be cut short by the clock? \u00a0Or perhaps you have had the experience of participating in a Q&A session only to see it morph into a sustained dialogue between two parties that goes on for ninety minutes without end?<\/p>\n

In a different article<\/a>, I identified seven types of meetings (or dialogues) we commonly have at work. \u00a0In this blog entry, I want to highlight the five\u00a0levels of involvement required by meeting participants. \u00a0For more on these different levels of involvement (or the different types of workplace dialogues), I recommend reading\u00a0Sam Kaner’s book, The Facilitator’s Guide to Participatory Decision-Making. \u00a0It is one of my favorite books on the topic.<\/p>\n

Here is the list of the five levels of involvement from Sam Kaner’s book. \u00a0Each level of involvement requires greater levels of participation by the meeting participants and a greater role for the facilitator.<\/p>\n

    \n
  1. Presenting & Reporting:\u00a0<\/strong>a one-way activity, where the group members merely sit and listen. \u00a0This is the lowest level of involvement required and even an unskilled facilitator can lead these discussions without incident.<\/li>\n
  2. Comments & Questions:\u00a0<\/strong>group members are participants in the meeting, but on a limited basis. \u00a0At this stage you begin to need facilitation, but the facilitator is mostly focused on ensuring each person who wants to ask a question is given that opportunity. \u00a0This level of involvement and below tend to be ceremonies<\/a>.<\/li>\n
  3. Extensive Discussion:<\/strong>\u00a0demands sustained concentration and effort by each member of the group. \u00a0When teams are engaged in extensive discussion, the facilitator takes a more active role in guiding the conversation to surface other viewpoints and supporting tension.<\/li>\n
  4. Convergence & Alignment:<\/strong>\u00a0participants are asked to think from each other\u2019s points-of-view and tolerate the tensions that may arise during periods of misunderstanding. \u00a0At this step, a\u00a0facilitator is crucial as they are ushering participants one-by-one safely through the Groan Zone<\/a> in the quest to develop shared understanding.<\/li>\n
  5. Ownership & Commitment:<\/strong> everything described in convergence and alignment, plus<\/strong><\/em> the added requirement that the participants persevere unto they produce a solution that gains the enthusiastic endorsement <\/strong><\/em>from all members. \u00a0This is the highest level of involvement which ends in a sustainable agreement.<\/li>\n<\/ol>\n

    So what happens when the meeting organizer does not plan for the appropriate level of involvement when inviting participants to a meeting and establishing their\u00a0agenda? \u00a0If you do not follow the guidance outlined\u00a0in Collaboration Explained<\/a> for meeting preparation, I normally see three common\u00a0outcomes to poor meeting planning.<\/p>\n

      \n
    1. The participants are confused on what their role in the dialogue will be and leave feeling disgruntled. \u00a0Someone comes to the dialogue\u00a0believing they are present to discuss a\u00a0proposal\u00a0and evaluate alternatives, but in reality the session was just a Q&A on a decision already made in advance of the meeting. \u00a0It is important for meeting facilitators to establish up-front what will be the role of the meeting participants.<\/li>\n
    2. The meeting is too short to achieve the purpose. \u00a0There is just no way ten people can come to convergence and alignment on any meaningful topic in less then twenty minutes. \u00a0Facilitators need to allow an appropriate amount of time for dialogue. \u00a0This normally means reducing the scope of the meeting and\\or the number of participants. \u00a0It is highly\u00a0unlikely multiple, meaningful decisions can be made in a single session.<\/li>\n
    3. The wrong techniques were applied by the facilitator and the people leave the dialogue feeling bruised and battered. \u00a0The set of facilitation techniques needed to achieve\u00a0ownership and commitment are quite different from the set of techniques used for presenting and reporting. \u00a0Facilitators need to think in advance what practices they want to bring to the table to assist the meeting participants in their collective thinking. \u00a0This requires the facilitator to have a deep set of tools and experience using them in different contexts.<\/li>\n<\/ol>\n

       <\/p>\n","protected":false},"excerpt":{"rendered":"

      Ever show up to a meeting expecting your ideas and comments to be taken in consideration only to be cut short by the clock? \u00a0Or perhaps you have had the […]<\/p>\n","protected":false},"author":1,"featured_media":7309,"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":[208,7,32,205,171,30,25,46,213,10,77,209,106,206,29,212,210,44,5,71,42,45],"tags":[],"class_list":["post-2604","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-collaboration","category-communication","category-daily-scrum","category-daily-standup","category-developers","category-distributed-teams","category-leaders","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"],"yoast_head":"\nThe Five Levels of Involvement for a Meeting - 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