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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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.

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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

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The imperative of being ethical

The world is challenged today by the unethical behaviours of leaders. But is it just at the top that we have problems?

Organisations (governments, businesses, sport and community groups, any type of organisation) can create an environment conducive to ethical behaviour.  It all comes down to how people – both inside and outside – perceive the way they are being treated by the organisation and its leaders, and the extent to which they can influence what happens.

Three factors come into consideration.

  •  Purpose:  use values, hopes, and a clear purpose statement to determine what is acceptable and unacceptable (fair, reasonable, responsible) behaviour.
  • Preparedness (Professional):  by knowing as much as we can about our job/role/reponsibility and striving to perform effectively we develop an identity with the purpose and pride ourselves and of our organisation.  Knowing what is at risk can help you resist temptations to behave unethically. Making certain that you are informed and as knowledgeable as you can be.
  •  Perspective: be reflective in our practice. Make time to pause and reflect, make yourself aware of what is going on around you. See the big picture and all the impacts. Respond and adjust, using purpose as your reference point. Be aware of how you and what you do and say impacts on others.

There is a lot to unpack in the following quote from Ludwig DC and Longenecker CO (1993)  The Bathsheba syndrome: the ethical failure of successful leaders. Journal of Business Ethics 12(4):265-273

Ethical leadership is simply part of good leadership and requires focus, the appropriate use of resources, trust, effective decision making, and provision of model behaviour that is worth following.  Once it is lost it is difficult if not impossible to regain.