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By Simone Janson (More) • Last updated on October 20.02.2024, XNUMX • First published on 20.06.2019/XNUMX/XNUMX • So far 4389 readers, 1765 social media shares Likes & Reviews (5 / 5) • Read & write comments
A weak point of many meetings is the moderation. Because the moderator often does not know what he wants. But what can you do about it?
You may know this: You sit in the Meeting and colleague X has far too much speaking time. For example, because the moderator lets individual participants talk for far too long or is overwhelmed by an increasingly heated discussion.
And the worst: You can't even say anything about it, because often the moderator is the one Executive. But: You can act indirectly with questions and suggestions - and save the meeting. What helps? Just moderate. But indirectly, because the moderator shouldn't have the face verlieren.
The mean of Choice: Constructive questioning. Because that way the moderator doesn't lose face. Simultaneously act You yourself as a particularly committed participant.
In addition, questioning techniques initially distract from you, so that you do not have to defend your arguments. They then help out in the group and together constructive Solutions to be found without anyone feeling offended. Ask are therefore the optimal ones Technology for a successful meeting.
The situations in which the questions can be asked are, of course, very different, but if you look closely, it turns out that the following three schemes are typical for meetings and can almost always be applied:
Another participant grabs one Idea or a speech by putting forward a counter-thesis, e.g. “That sounds good nice, but we have had different experiences with it.” Now there is statement against statement. The trick: simply ask whether the situation was described correctly. That is how it goes:
One participant assesses the consequences of your proposal much more negatively than yourself, for example: "That sounds nice, but I think that this will significantly reduce productivity."
Now you should find out whether the action actually leads to the supposed consequences or whether others are to be expected. That is how it goes:
A participant attacks your remarks by referring to a generally accepted consensus: "That is nice, but we all know that it is far too idealistic: Nobody works more than he absolutely has to."
The trick is simple: the majority is not wrong; something that everyone knows is almost irrefutable. If you do, there is something wrong with you (at least feel you so), and therefore you have little chance of your Opinions to justify. But is the general opinion actually correct? Encourage the other participants to think:
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Simone Janson is publisher, Consultant and one of the 10 most important German bloggers Blogger Relevance Index. She is also head of the Institute's job pictures Yourweb, with which she donates money for sustainable projects. According to ZEIT owns her trademarked blog Best of HR – Berufebilder.de® to the most important blogs for careers, professions and the world of work. More about her im Career. All texts by Simone Janson.
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