Mødetips+og+tricks


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 * Five-Fold Path of Productive Meetings.**

Overwhelming people with meetings is not empowering. Carefully consider these questions to get the right people together for the meeting:
 * Right People**
 * Whose input must we have?
 * Whose input would we like to have?
 * Whose ideas might benefit this project?
 * Aside from the meeting, how else might we invite perspectives that
 * are important or enriching?
 * Who has the ability to make or break this project?
 * Who is most affected by it?
 * Who has the most to lose, or to gain?
 * Whose opposition will keep it from going forward if they feel disrespected?
 * Who will carry out the decisions?

Getting people to come 1.Give generous notice of the time, place and logistics of the meeting. 2.Send out a reminder notice close to the meet- ing and possibly a final reminder on the day. 3.Let people know what will be discussed and what’s at stake for them. Be clear about what negative outcomes might transpire without them and what positive benefits their presence might bring — but be sure your invitation remains a request, not a demand. 4.Call or talk to people personally if you really want their attendance. 5.Welcome people personally, thank them for coming and create opportunities for them to network, make announcements and share their own projects.

Communicating the meeting Get a clear commitment from someone to communicate the information of the meeting.

Minutes:
 * Name of Group
 * Date and Time of Meeting
 * List of Those Present
 * What was decided, who will implement it or be responsible for it, by when?

By container, I mean the setting, frame, length and stated purpose of the meet- ing. You need different types of meetings for different issues: Collaborative groups might consider what kind of meetings address both their ongoing work and make space to nurture relationships.
 * Right Container**
 * small, frequent, regular meetings to handle routine business
 * longer monthly meetings for bigger issues
 * quarterly gatherings lasting a day or more for long term issues and discussion of core values.

Different tools do different jobs. Yet often in groups, we only have one tool, one process we expect to do all the different jobs a group needs. Our work will be far more effective if we learn that there are many types of meeting processes which are suited for different purposes:
 * Right Process**

Fostering Group Creativity and Participation
 * **Open Space Technology**
 * **The World Café**

Fostering intimacy and openness
 * **Talking Stick**
 * **Conscious-raising basis group**
 * **The Way Of Council**

Decision-Making Processes
 * **Voting**
 * **Consensus**

The facilitator in a group holds a great deal of social power. That power ultimately resides in the group itself. The group lends its power to the facilitator when it consents to let her or him fill that role. Facilitators are Neutral. Because facilitation itself is a position of high social power, they do not use that power to push through their own pet projects or ideas. One way to think about what good facilitators do is to imagine them as waiters. Facilitation, like waiting at table, is a role of service. Facilitators do not direct nor control the group, but serve at its pleasure.
 * Right Facilitation**

When issues become polarized, good facilitators look for the common ground. Facilitators break dissimilar issues apart, and lump similar issues together to ease the decisionmaking process.

The agenda is the design for a meeting. A facilitator who plans an agenda is a designer, an artist. Like a novel or a film, a meeting must have pace, drama, vari- ety and an arc of excitement. Once the agenda items are collected, facilitators look them over and consider how best to approach each issue. How best can each topic be facilitated?
 * Right Agenda**

In setting the agenda, think about:
 * Logic (some items need to come first so that we can understand other items)
 * Energy Flow (do we want to take several short items first, to build momentum, or are they likely to drain energy before we get to the big, controversial issue? Can we follow a dense, technical discussion with something fun and active? When will we need breaks and for how long? Remember that there is no such thing as a 5-minute break. A 5-minute break takes at least 10 to 15 minutes)
 * Time Stress (if there are crucial items that need to be addressed, or big controversies waiting to happen, place them early on the agenda to avoid running into a huge time crunch if we wait to address them until the end. I don’t put them first, because I like the group to have something simple to connect around before they tackle a difficult issue, but I might put them second or third)
 * Checking in (allow time people to introduce themselves and their current state of mind. — let them say a bit about how their life is going and to make others aware of factors that might affect their participation)

Nedenstående er en liste med møderedskaber, der kan bruges i en konsensusproces til at bryde den almindelige mødestruktur og få møderne til at glide lettere og komme nærmere ind til kernen i det, som I ønsker at diskutere og beslutte.
 * Redskaber til konsensus-processen**

Usually used for introductions, but besides names, people can tell the group how they're feeling (anxious, silly, tired), or what they expect from the meeting (certain decisions, certain length). A group might adjust their agenda according to the emotional state or practical needs revealed by the group during check-in.
 * Check-ins**

Each person is given a certain amount of time to speak on a particular subject, without having to comment on other contributions, or defend their own. Should be used at the beginning of discussion on an issue, if only a few people are doing the talking, or if the group seems stuck for good solutions.
 * Go-rounds**

a short time during which people can call out suggestions, concerns, or ideas randomly, sometimes without being called on. Helps to get out a lot of ideas fast, stimulates creative thinking. It's not a time for discussion or dialogue. Someone can write down brainstorm ideas on a large sheet of paper so everyone can see and remember them.
 * Brainstorms**

Depending on the size of the original group, this could be from three to a whole affinity group. A small group gets a chance to talk things over for a specified amount of time before reporting back to the large group. This gives people a chance to really listen to each other and express themselves, and is very useful when a group seems unable to come to consensus. In a spokescouncil meeting, breaking up into affinity groups to discuss issues or to make specific decisions is often necessary.
 * Breaking up into small groups**

In a large group, or a small group which seems hopelessly divided, a fishbowl helps to make clear what's at stake in particular positions. A few people, particularly those who feel strongest about an issue, sit down together in the middle of the group and hash things out freely for a designated period of time while the group observes them. The people in the middle don't come to any decisions, but the fishbowl gives everyone a chance to hear the debate without involving the whole group; often hidden solutions are revealed.
 * Fishbowl**


 * Bøger mm. til inspiration: **
 * Delfina Vannucci & Richard Singer: **"**Come Hell or high water -a handbook on collective process gone awry"
 * Peter Gelderloos: "Consensus"
 * [|Seed for changes] har udviklet en masse forskelligt sejt materiale til inspiration
 * [|C.T. Butler's hjemmeside] (en af grundlæggerne af Food Not Bombs og forfatter til nogen "On Conflict and Consensus)
 * [|Rhizome netværkets ressourcer om konsensus]
 * Starhawk: [|The five-fold path to productive meetings] [PDF]