It’s All About Projects (Sticky)
I show clients how to create thriving projects and teams that get essential work done better. This blog is about projects and the teams that do them.
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Facilitating During Deep Conflict
Do you ever facilitate meetings where there is strong conflict between participants? When deep conflict seems likely, teach participants the LECSR conversational technique.
How to Stop Zoom Snooze Fests
Are the people in your online meetings checking email or watching cat videos instead of paying attention? Here are three Zoom advanced capabilities that you can use to increase participation, plus a bonus that works on any platform.
Firefighting: Don’t Reward the Arsonist
Firefighting is a self-perpetuating cycle that ultimately engulfs an organization. It is caused by four behavioral biases, but there are ways to fight back and reduce damaging firefighting.
I Hate Bumper Stickers!
But I do like concise and wise tips about how to work better. For example, here are three pithy questions about organizational change and decision-making.
Project Management Maturity in Lake Wobegon
Attaining the highest levels of project management maturity is expensive, difficult, and has diminishing returns. Don’t be satisfied lingering at level 1, but don’t feel bad if you’re not at level 5.
Don’t Cheerlead During a Crisis
Instead of a call to action, in times of crisis people need “holding” – guidance on how to move with purpose. Holding acknowledges difficulty without giving in to powerlessness. Here are some pragmatic ways you can hold your organization.
How to Love Your Fuzzy Front End
The messy, uncertain time at the start of a new project can be a swamp – or a time of powerful innovation. Here’s how to take advantage of it.
Looking for a Goldilocks Decision Moment
The timing of a good decision is like a Goldilocks moment – not too soon and not too late. A technique called the last responsible moment can help you identify when that is.
How Managers Can Help During Change
CLARC spells out the kinds of help that managers and supervisors must provide during change.
Step Up, Step Back
“Step up, step back” is a way that a facilitator can give give a group long-term ownership of group dynamics.