Brain powerOrganization management rhythm

Organization Management Rhythm (part 1.5): The Learn and Influence Meetings

This article is part 1.5 of a series of articles on Organization Management Rhythm.

These meetings are designed to transfer information and intention from one person or group to another. The people involved can be clearly separated into groups that think of themselves as us and the others as them.

1. Sensemaking – Discovery Meetings, Incident Investigations, Community Input Sessions

a. Questions answered

i. What can we learn from this issue?

ii. How can we make sense of it?

b. Purpose

i. Learn about issue to inform others

ii. Gain a sense of understanding

iii. Get help

c. Work outcomes

i. Shared data

ii. New insights to lead to action

d. Human outcomes

i. Sense of belonging and support

ii. Understanding of the issue

iii. Insight

2. Introduction – Job Interview, Sales Demos, Investment Pitches

a. Questions answered

i. How might we work together

ii. Are we going to meet again

b. Purpose

i. Learn about each other

ii. Decide to continue the relationship

c. Work outcomes

i. Possible new resources

ii. New investment/sale

d. Human outcomes

i. New relationship

ii. Broadening horizons

iii. Possibility for advancement

3. Issue Resolution – Support Team Escalation, Conflict Resolution, Disputes

a. Questions answered

i. What to do next?

ii. Is there a satisfactory way to move forward

b. Purpose

i. New agreement or reconciliation

ii. Secure commitment to further the relationship

c. Work outcomes

i. An agreement

ii. Clarity on way forward

d. Human outcomes

i. Closure

4. Community of Practice – Safety Meetings, Meetups, Lunch and Learn

a. Questions answered

i. What can we learn from each other?

ii. How to advance the topic?

b. Purpose

i. Exchange of ideas

ii. Organization and individual development

iii. Relationship development

c. Work outcomes

i. Focused attention in an area that does not need a dedicated team

ii. More skilled people

d. Human outcomes

i. New knowledge, skills, attitudes

ii. Improved abilities

iii. Recognition

iv. Sense of belonging

v. Larger professional networks

5. Training – Client training, Safety Training, Onboarding

a. Questions answered

i. What I know you need to learn

ii. How can we measure knowledge was successfully transferred

b. Purpose

i. Gain new knowledge and skills

c. Work outcomes

i. Improved job performance

ii. Certification or credentials

iii. Creation of records to show who has desired knowledge

d. Human outcomes

i. New knowledge and skills

ii. Improved confidence

iii. Ability to perform the job better

6. Broadcast – Webinar, Conference, All Hands

a. Questions answered

i. What should be shared with the larger group?

ii. What should we share with the public?

b. Purpose

i. Sharing of information

c. Work outcomes

i. Knowledge distribution

ii. Improved or repaired reputation

iii. Improved group cohesion

d. Human Outcomes

i. Awareness of what is available

ii. Awareness of organization happenings

iii. Feeling of being in the know and part of the organization

Figure 1. The Learn and Influence Meetings (Source: Lucid, 2020).

Next part (part 2): Meeting rules.

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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