Brain powerOrganization Management Rhythm

Organization Management Rhythm (part 1.4): The Catalyst Meetings

This article is part 1.4 of a series of articles on Organization Management Rhythm.

The Catalyst Meetings are scheduled as needed and with whom is best suited for achieving the goals. This could include creating a team or a group.

1. Idea Generations – Brain storming sessions, New Ideas

a. Questions answered

i. What are all the ideas for this we can think of?

b. Purpose

i. Generate a large number of ideas

c. Work outcomes

i. New ideas to seed new efforts

ii. What is possible in the organization

iii. Groups accepted boundaries

d. Human outcomes

i. Excitement to be part of something new

ii. Change from day to day routing

iii. New perspective/broaden thinking

iv. Inspiration

2. Planning – Project, Campaign, Event

a. Questions answered

i. Given the new information what is our plan

ii. Who is responsible

b. Purpose

i. Create plans

ii. Secure commitment and implantation of the plan

c. Work outcomes

i. Clarity about roles and responsibilities

ii. Identifies needs

iii. Create awareness of what is not known

d. Human outcomes

i. Job scope

ii. How to coordinate with ours

iii. Courses of action to achieve end goal

3. Workshops – Kickoffs, Design of Workshop, Team Building

a. Questions answered

i. Lots of questions to answer and a time period to do so

b. Purpose

i. Focus on and complete one or more tasks

c. Work outcomes

i. Group formation and identity

ii. Clarity and commitment on execution

iii. Tangible results

d. Human outcomes

i. Create relationships

ii. Perspective into other team members

iii. New knowledge

4. Problem Solving – Incident Response, Strategic Issue, Major Project Change

a. Questions answered

i. What do we know about the problem?

ii. What are our options?

iii. How are we going to address it?

b. Purpose

i. Find a solution

ii. Secure commitment

c. Work outcomes

i. Courses of action to solution

ii. Clarify about job roles

iii. Additional meetings

d. Human outcomes

i. Understanding of issue

ii. Path forward

iii. Support for the issue

5. Decision Making – New Hire, Go/No Go Decision

a. Questions answered

i. Which course of action to choose?

b. Purpose

i. Decide between courses of action

ii. Secure commitment to the decision

c. Work outcomes

i. Documented decision

ii. Clarify next steps

iii. Document and share the message about the course of action

d. Human outcomes

i. Understanding of the courses of actions

ii. Awareness of rest of the teams issues with the outcome

iii. Opinions and concerns were considered

Catalyst Meetings
Figure 1. The Catalyst Meetings (Source: Lucid, 2020).

Next part (part 1.5): The Learn and Influence Meetings.

Acknowledgements: Thank you to Tomi Antill, Keith Davis, Brett Patron from JECC, Elise Keith from Lucid Meetings, JFHQ-C Leadership, and Kendra Albright from Kent State University, without whose support this series would not have been possible.

Header image source: U.S. National Archives, Public Domain.

John Antill

John Antill is currently U.S. Army Expeditionary Civilian Workforce Knowledge Manager. With over 12 years of progressively responsible knowledge management experience in complex technical roles – both military and civilian – requiring exceptional project coordination, problem solving, and management skills, John has established a track record of success by leveraging a collaborative leadership style to accomplish all short- and long-range objectives. An engaging and articulate communicator, he is able to clearly convey complex technical information and propose novel solutions to build consensus with key project stakeholders, including high-value clients and executive leadership. Furthermore, his consistent focus on remaining at the forefront of rapidly evolving technology allows him to drive enterprise-wide innovation and maintain a competitive advantage. John holds a Masters in Certified Knowledge Management from the KMInstitute.

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