Author: Shaun Coffey

Shaun Coffey is interested in future making and institutional building. He is an agricultural scientist who tries to integrate fragmented and sector-specific technical and scientific knowledge to address the wicked problems that characterise the real world.
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Who do you trust at work? Who trusts you?

Here are some questions to ask.

  • Interests:  does this person share my goals?
  • Competence:  does this person have the required knowledge and ability?
  • Self-confidence: does this person have the self-confidence to let me do my job?
  • Reliability: will this person honour commitments?
  • Honesty:  will this person tell me what I need to know?
  • Attitude: does this person want me to succeed?

Ask yourself how others would answer these questions about you.

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Creative Group Decision Making

A useful component in your management toolkit is knowing how to use group dynamics to achieve better outcomes. Here are some points to reflect on – taken from Ivancevich and Matteson’s textbook on organisational behaviour.

Group Structure

The group is composed of heterogeneous, generally competent personnel who bring to bear on the problem diverse frames of reference, representing channels to each relevant body of knowledge (including contact with outside resource personnel who offer expertise not encompassed by the organisation), with a leader who facilitates the creative process.

Continue reading “Creative Group Decision Making”
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How to run a good meeting (Those who learn to lead learn how to participate.)

Here are some tips on how to run a meeting:

  • Prepare, prepare, prepare.
  • Know what you want to achieve.
  • Provide as much information in advance as you can.
  • Make certain everyone knows why they are there.
  • Don’t compete with attendees.  Give their ideas precedence over yours.
  • Listen to everyone.  Paraphase, but don’t judge. Respect their voice.
  • Don’t put anyone on the defensive.  Assume that everyone’s ideas have value.
  • Control the dominant people without alienating them.
  • Realize that your interest and alertness are contagious.
  • Listens with spirit.
  • Keep an open process where all can see what is agreed and what is expected of them.  Keep notes visible (on flip charts or a board or the screen) for all to see.
  • Check with the person who owns the problem to find out if an idea is worth pursuing or if a proposed solution is satisfactory.
  • Give others a turn at running the meeting.  Those who learn to lead learn how to participate.

If this is all a bit cryptic for you – see this great resource from the University of Kansas.

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Ideas have Power

But I shall let the little I know or have learnt go forth into the day in order that someone better than I may guess the truth, and in his work may prove and rebuke my error. At this I shall rejoice that I was yet the means whereby this truth has come to light. Albrecht Durer