Roanoke Times
Copyright (c) 1995, Landmark Communications, Inc.
DATE: SUNDAY, April 9, 1995 TAG: 9504070020
SECTION: BUSINESS PAGE: F-4 EDITION: METRO
SOURCE: GERALD GRAHAM
DATELINE: LENGTH: Medium
Employees exchanged ideas, challenged each other, interrupted, lobbied, cajoled, predicted and offered many creative and mundane solutions. After two hours, the meeting broke up.
``An excellent meeting!'' exclaimed an exhausted employee.
``Many good ideas,'' offered a jubilant manger.
``What did we decide?'' said a confused employee.
``I think we need another meeting,'' answered the manager.
A partially muffled ``good idea'' seeped out of the crowd.
In a good faith effort to empower employees, to get better decisions and to gain more commitment, some managers may have carried this ``facilitation thing'' too far.
Some managers simply solicit ideas, rephrase them, summarize and repeat, and otherwise orchestrate discussions. ``We want to get `buy-in,''' they say.
Too often, the actual outcome is increased confusion, delayed decisions, frustrated employees and dispersed accountability.
What happened to leaders? Not hit-them-over-the-head, autocratic dictators; but leaders with insight, who solve problems. Leaders who set good examples, command respect and reward and punish effectively. Leaders who inspire their people to ``meet the challenge?''
Facilitators have a place in organizations, but what about managers who lead.
MANAGEMENT QUIZ
Allocate 10 points between each pair of statements according to your belief.
1. A. Solicit ideas from the group.
B. Share ideas with the group.
2. A. Hold up a decision until most of the group agrees.
B. Get a timely decision.
3. A. Get a decision that has strong support.
B. Get a decision that solves the problem.
4. A. Consider all inputs equally.
B. Recognize that some inputs are of greater value.
5. A. Withhold personal opinions.
B. Openly, report personal opinions.
6. A. Assume all members have equal insight.
B. Identify individuals who have greater insight.
7. A. Hold free-flowing, unstructured meetings.
B. Make use of logical, controlled agendas.
Total the points that you allocated to the ``A'' alternatives. Forty or more points suggests a ``facilitation orientation,'' 30 or less suggests a leader orientation, and 31 to 39 suggests no clear orientation.
Gerald Graham is the dean of the W. Frank Barton School of Business atO Wichita State University and a management consultant. He wrote this for Knight-Ridder Newspapers.
by CNB