Discussion board | Applied Sciences homework help

1. The group critically and thoroughly discusses those items that received the greatest number of votes. At this point, a decision can be made using whichever decision-making method (e.g., consensus, majority rule) is most appropriate.

Using questions to draw out listeners is another way to encourage participation. Four types of questions can balance members’ contributions. Overhead Questions Questions directed toward the group as a whole that anyone is free to answer are termed overhead questions: “Sales have flattened out in the western region. Can anybody suggest what’s going on?” As long as overhead questions draw a response from all members, it is wise to continue using them. When a few people begin to dominate, however, it is time to switch to another type of question. Direct Questions When a question is aimed at a particular individual, who is addressed by name, it is considered a direct question: “Greg, how’s the new plan working in your department?” Direct questions are a useful way to draw out quiet members, but they must be used skillfully. Never start a discussion with a direct question, because doing so suggests that individuals should not speak unless they have been called on, which is hardly a desirable norm in most meetings. It is also important to phrase questions in such a way that they give respondents a way out of potentially embarrassing questions: “Tony, can you give us the figures for your department now, or will you need to check them and get back to us?” 242 Reverse Questions When a member asks the leader a question and the leader refers the question back to the person who originally phrased it, the response qualifies as a reverse question: “That’s a good question, Laurie. 488 Do you think it’s a practical idea?” Reverse questions work well when the leader senses a member really wants to make a statement but is unwilling to do so directly. It is important to use reverse questions with care: The member could be asking for information, in which case a direct answer is appropriate. Relay Questions A relay question is a response in which the leader refers a question that one member asks to the entire group: “Cynthia has just raised a good question. Who can respond to it?” Relay questions are especially useful when the leader wants to avoid disclosing his or her opinion for fear of inhibiting or influencing the group. Relays should be phrased as overhead questions directed at the entire group. Keeping Discussions on Track Sometimes the problem is not too little discussion, but too much. Teams can often talk on and on without moving any closer to accomplishing their goal. When this happens, the leader or another team member needs to get the discussion back on track by using one of the following techniques. Remind the group of time pressures. Acknowledge the value of the comments being made, then remind everyone about the importance of moving quickly: “Radio ads sound good, but for now we’d better stick to the newspaper program. John wanted copy from us by noon, and we’ll never make it if we don’t get going.” Use relevancy challenges. This technique involves tactfully asking a member to explain how an apparently off-track idea relates: “I’m confused, Tom. How will leasing new equipment instead of buying it help us to boost productivity?” Promise to deal with good ideas later. Sincerely suggest a way to deal with the idea at the appropriate time and mention exactly when you would like to follow up on the matter: “A graphics package seems important to you, Lee. Why don’t you look into what’s available and then we can schedule a meeting to decide whether the change would be worth the cost.” 489 Keeping a Positive Tone In meetings, getting along can be especially tough when others do not cooperate with your efforts to keep the meeting on track—or, even worse, when others attack your ideas. The following suggestions can help you handle these irritating situations in a way that both gets the job done and keeps potential enemies as allies. Ask questions and paraphrase to clarify understanding Criticizing an idea—even an apparently stupid one—can result in a defensive reaction that will waste time and generate ill will. It is also important to remember that even a seemingly idiotic remark can have some merit. Given these facts, it is often wise to ask for some clarification: “Why do you think we ought to let Marcia go?” You can also paraphrase to get more information about an apparently hostile or foolish remark: “It sounds as if you’re saying Marcia’s doing a bad job.” Paraphrasing accomplishes two things. First, it provides a way to double-check your understanding. If your replay of the speaker’s ideas is not accurate, he or she can correct you. Second, even if your understanding is accurate, paraphrasing is an invitation for the other person to explain the idea in more detail. Enhance the value of members’ comments It is obvious that you should acknowledge the value of good ideas by praising or thanking the people who contribute them. Surprisingly, you can use the same method with apparently bad ideas. Most comments have at least some merit. Take advantage of their potential by using a three-part response:53 243 CAREER tip Reframing Complaints in Meetings 490 Problem-solving meetings can generate complaints, defensiveness, and even outright hostility. Reframing members’ complaints can nudge the discussion toward constructive solutions. Here are some reframing strategies: Reframe complaints about the past as hopes for the future. Statement: “Why do we always have to drive across town for these meetings?” Reframe: “From now on, you’d like to find a way to keep everybody’s travel time equal, right?” Reframe negative statements as positive desires or visions. Statement: “I’ve got work to do! All this long-range planning is a waste of time.” Reframe: “You want to be sure the time we spend planning makes a difference in the long run, right?” Reframe personal attacks as issues. Statement: “Jaclyn is always butting in when I have a customer, stealing my commissions.” Reframe: “So, we need to make sure we have clear lines about communicating with customers.” Reframe individual concerns as community or team interests. Statement: “I’ve got kids at home and no child care! I can’t keep working weekends on short notice.” Reframe: “All of us have lives outside of work. Let’s talk about how we can handle rush jobs without creating personal emergencies or burning out.” Sources: Littlejohn, S., & Domenici, K., Communication, Conflict, and the Management of Difference. Long Grove, IL: Waveland Press, 2007. 491 Acknowledge the merits of the idea. Explain any concerns you have. Improve the usefulness of the idea by building on it or asking others for suggestions. “I’m glad you’re so concerned about the parking problem, Craig [acknowledges merit of the comment]. But wouldn’t requiring people to carpool generate a lot of resentment [balancing concern]? How could we encourage people to carpool voluntarily [builds on original idea]?” Pay attention to cultural factors As with every other type of communication, the rules for conducting productive, harmonious meetings vary from one culture to another. For example, in Japan, problem-solving meetings are usually preceded by a series of one-on-one sessions between participants to iron out issues, a process called nemawashi.54 This practice arises from the Japanese cultural pattern that two people may speak candidly to each other, but when a third person enters the discussion, they become a group, requiring communicators to speak indirectly to maintain harmony. By contrast, in countries where emotional expressiveness is the norm, volatile exchanges in meetings are as much the rule as the exception. “I’ve just come back from a meeting in Milan,” stated Canadian management consultant Dennis Stamp. “If people acted the same way in North American meetings you’d think they were coming to blows.”55 Concluding the Meeting When the scheduled closing time has arrived, when the group lacks resources to continue, or when all of the items on the agenda have been covered, it is time to conclude the meeting. The way a meeting ends can have a strong influence on how members 244 feel about the group and how diligently they follow up on any decisions made or instructions given.56 A good conclusion has three parts. In many discussions, the leader will be responsible for performing these steps. In leaderless groups or in groups with a weak leader, one or more members can take the initiative. 492