In groups of 30 or fewer people, these are techniques for questioning:
Try to use names , rather than "Hey, you!" in essence. Use name tents or a seating chart, something to personalize your meeting.
In larger groups, more than 30, encourage short answers and hint at an answer to get people involved:
Avoid asking, "Are there any questions?" PLAN your questions and make them interesting to participants. Good questions help people understand and remember meeting content.
In answering questions from the audience, make sure they know there will be no ridicule or sarcasm in the answer. Never do or say anything to make questioners feel stupid or foolish. Ask for questions on specific statements or ideas just covered: "Do you have questions on step three of the implementation schedule?" If no one has a question, but there really should be some to avoid misunderstanding, say, "One of the most frequent questions at this stage is _____." Then the attendees understand that you really want them to ask questions. When you are asked a question, repeat it for the sake of those who didn't hear. This helps focus attention on the question and lets the questioner know the query is important.
Common answering mistakes include:
Now that the leader role in decision making has been detailed, gaining consensus has been outlined, and questioning has been thoroughly considered , what else is needed in decision-making meetings? In problem solving, a problem is identified and analyzed . In decision making, criteria establishment is first, before leaders and groups can evaluate alternatives and decide on a plan of action. Implementation of the plan, assigning tasks and responsibilities, and scheduling will not be discussed here. These will vary considerably among organizations with different operating procedures.
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