Tips for Using Discussion Starters
The
'discussion starter' questions are intended to be used by any
group of managers who are working through the book together.
Taking the form of a series of discussion starters, the questions
are designed to draw out the experience of the group and reach
consensus on what they believe for themselves (rather than what
the book suggests they should believe).
By using the questions appropriately, the leader
should be able to identify where there is any shortfall in understanding,
use the perspectives and arguments of others in the group to
address this, and understand where there is the greatest collective
energy and enthusiasm for moving forward.
If in saying this, you think that we may have got
leadership confused with education, we have! Transforming management
performance is first and foremost a work of education in its
deepest sense, and we believe that such education should be undertaken
using best teaching methods, hence the inclusion of this appendix.
In using these questions we would offer the leader
the following advice.
- Persuade the group to read through the book at the same pace, section by section, with a discussion scheduled at the end of each section.
- Confirm the 'educational' nature of the discussion session and address any negative reactions up front, rather than allow them to develop and fester underneath the discussion. But ensure also that the group has a correct perspective on 'education' - that it is something they can do for themselves, and that it is empowering rather than remedial.
- Select a few questions, out of those listed for the section, which seem most relevant to the learning needs of your group, and where the 'correct' answers may also be drawn out of the group. In other words set the learning at the right level, not too easy but not too far in advance of where the group currently is.
- Start by asking what questions the group has on their reading, and only introduce your questions as and when discussion dries up. Use your knowledge of the questions and the group to guide discussion into productive areas.
- Recognise that very little in this life is 'absolutely true' and that your people (and especially your resident cynic) will be able to identify many situations where the 'learning' does not apply. Accept the limitations, and draw the group on to thinking about where it does apply. The extent to which we would rather find fault in others than improve ourselves never ceases to amaze, but sadly it is the least productive of responses.
- Keep the discussions well facilitated, ensuring that they remain productive, that everyone is involved, and that they result in clear conclusions that have practical value for your organisation. And be aware that some issues are better followed up with individuals outside meetings.
© Tesseract Management Systems Ltd 2003
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