Do you even want to encourage group discussions? Roles depending on commitment

In a small company, the managing owner wants to encourage the most important people to think along and take responsibility because he wants to retire in a few years and gradually withdraw. To this end, he creates the so-called monthly Monday meeting, which takes place without him. The employees meet to coordinate, optimize interfaces and prepare decisions. Everyone is encouraged to get involved. The Monday meeting is chaired by Thomas, the salesman and deputy managing director. Although Thomas prepares everything well and encourages the participants to feed in their contributions before the meetings, the sessions are difficult. Thomas tries the suggestion with moderation methods and good questions. The result: the meetings are only slightly more lively.

We have seen above several ways to stimulate participants: e.g. with moderation methods and with resource- & solution-oriented questions. You didn’t use Thomas much. What can Thomas do? – He can discuss with the participants whether they want to be stimulated at all ! Depending on that, nothing works. Commitment is not there or not there, but there are gradations. Here are four degrees of willingness/commitment.

Draw the words h5p

How should you deal with participants of this level of motivation?

Prisoners: Basically, you have to accept that not much is possible with them. It can help to address the situation openly. You should ask them to join in as best they can or otherwise cause as little disruption as possible. If the situation allows, they can be released.

Visitors: Don’t waste time! If you recognize these types at all, you should get them to engage in a topic and get specific. If they are evasive, ask them to name a topic they are prepared to stick to. If there really is no need, it is best to dispense with them in a friendly manner. You can offer to return as soon as there is something ripe for discussion that you would like to work on.

Plaintiff: Try to convert to Erfolgsucher! This is rather difficult in a group context, but possible depending on the situation. Perhaps you can talk to the plaintiff in private during a break. That way, the conversation would flow: We should basically recognize plaintiffs for at least knowing what bothers them or what they don’t want. That’s already something. We ask them to be specific first. Who exactly is doing what is disturbing and in what context? If the complainant changes the subject, ask them to choose a subject that they are prepared to stick to. You then ask how what is bothering them affects them. This will make his personal connection to the topic clearer and should motivate him to change. Then ask what the person would like to have instead of what they are getting. The problem should become a goal. It would be great if they could name it. And now comes the most important question: What are you prepared to do to ensure that what you want happens? The plaintiff will find it rather difficult, because it is always the fault of others or the circumstances. Be persistent and ask for at least a partial contribution. If the plaintiff wants to remain a plaintiff, then you will lose him here. Otherwise, he will become a seeker of success.

Success seekers: Recognize and integrate.