Learning decision crystallization

16 Sep 2018 Tags: Soft skills

Fifth in a series on group decision-making, based on Ch. 10–11 of Making Meetings Work. The previous post showed how to crystallize a decision out of a round of discussion.

The last two posts, on focusing the group towards the most important next decision element and on how to crystallize a decision out of the ensuing discussion, highlight how subtle the process of group decision-making is. And it all has to be done in real time, potentially while the group is making decisions with real impact on your work and life. It’s not an obvious process, not something that you just fall into. How do you learn this skill?

You can find opportunities to practice decision crystallization in both actual meetings, convened to commit to actual decisions, and in mock meetings, convened solely to practice the skill of crystallization.

Practicing in actual meetings

Actual meetings, with real decisions on the line, are the most effective places to learn the process of decision crystallization. Participants will be engaged because the outcomes of these meetings will have real impact in their lives.

Observing

For the same reasons, however, you want increase your own engagement in such meetings gradually. It might help to begin by simply observing meetings in which you have no responsibility. As an auditor, you can observe the dynamics of group decision-making with the dispassionate eye of someone unaffected by the choices made. If you do this, bear in mind that you are there only to listen, not to contribute. You’ll have opportunity to practice vocalizing the crystallization step later, after these listening sessions.

When observing, watch for discussion rounds, noting their shape and how pauses indicate the round’s end. Is there a clear decision element under discussion and does it seem an appropriate choice at this point? Note what happens at round’s end: Does someone suggest a choice, does someone simply express frustration with the apparent lack of progress, does someone start a new round, or something else? If a member makes a proposal, do they support it with one or more decision rule? How does the group respond?

Crystallizing

Once your ear is attuned to the shape of discussion rounds, you can practice as an actual participant. Note that any participant can initiate crystallization—the role is not restricted to the chair. When you hear the end of a round, propose a choice using the crystallization sequence: neutral summary, action hypothesis, and legitimization. The response of the group, whether “go” or “no go”, will typically be clear to everyone.

Gradually increasing your responsibility

Although any member, not just the chair, can initiate crystallization, groups are also sensitive to someone dominating. They will accept the chair guiding every round—setting the determinative element, crystallizing the choice, and refocusing—but will not accept the same from a member not assigned that role, especially if the member is considered junior in the organization. Furthermore, although this method works well and seems “natural” when done well, it also takes some time for groups to become comfortable with the process. For all these reasons, when beginning to practice this skill, if you are not the designated chair, only try to crystallize the discussion once or twice in any one meeting. With practice, and greater familiarity in the group, you can guide discussion more often. You may well see other members picking up on the basic idea and trying it themselves, once they’ve seen it in action.

Practicing in mock meetings

It can take quite a while to learn this skill if you only exercise it once or twice a meeting. You can accelerate the process by role-playing or practicing with some like-minded coworkers or friends and family. There’s many ways of doing this, including:

• When a group is making a simple, daily decision through informal means, such as where to go for lunch, try instead doing it using a decision array, with you selecting the determinative element, observing the rounds, and crystallizing at the end of the round.

  Note: Only do this with a group who have all previously expressed interest in improving their own meeting skills. Otherwise, asking hungry, busy coworkers to delay lunch while you indulge in your hobby is a good way to isolate your self at work.

• Have a friend list a lot of pros and cons for a decision, whether real or fabricated. Try suggesting a choice using the four parts of decision crystallization and then have your friend respond to your proposal.

• Role-play a meeting from a fictional world you all know, such as the King’s Council from Game of Thrones or the bridge of the Starship Enterprise. How should Cersei respond to the High Sparrow or Picard to the Borg? Take turns focusing the discussion on the next element and crystallizing the choices. Can your team come to a better decision than your fictional counterparts?

Returning to the whole decision

Eventually, all elements in the array will have been decided. The group will have an enthusiastic energy from this positive progress. The decision process is almost complete. The next post will describe the final step, arranging these elements into the final mosaic.