Decide
together.
Your meetings run too long. There is a lot of talking. By the end nobody really knows what was decided, or who is going to do it. Or one person blocks everything. Or nobody dares speak up.
What we hear.
Meetings are one of the most expensive activities in any organisation. And for most people they are also the least productive. It doesn't have to be that way.
Why meetings get stuck.
No clear decision process
Everyone reacts. Nobody decides. There is no distinction between discussion, decision and execution. And after the meeting nobody is really accountable.
Buy-in confused with unanimity
If not everyone agrees, no decision is taken. That paralyses the organisation. Seeking buy-in isn't the same as seeking consensus.
Decisions don't land
Top-down decisions are understood but not carried. People execute, but without ownership. Implementation stalls.
What changes.
Connecting decision-making is a methodology developed by Human Matters, based on sociocracy and Nonviolent Communication. After this programme your team meets faster, decides more clearly, and executes decisions without delay or sabotage.
“ The first meeting after day 1 was already different. Not perfect, but visibly different. We hadn't expected that.
What you want to know.
How does this differ from a regular meetings training? ›
Meetings trainings teach you how to write an agenda. Connecting decision-making goes deeper: it designs the decision process itself. Who decides what? How is resistance heard without blocking everything? That's a methodology, not a technique.
Do all managers have to attend? ›
Yes. If you want to change a decision-making culture, the whole system has to take part. A manager who doesn't know the new model undermines the rest.
How quickly do we see results? ›
After day 1 the very next meeting changes. Not perfect, but visible. Lasting embedding: 6 to 10 weeks.
Does this work for self-managing teams too? ›
Absolutely. Self-managing teams without a clear decision process get stuck on the same problems as classic teams, sometimes faster. Connecting decision-making provides structure without hierarchy.
Can we combine this with other programmes? ›
That's actually the recommended combination. Decision-making and feedback culture are two sides of the same coin: both are about how people speak, listen and act together.
Other programmes
Just
say it.
You have run trainings before. Two months later everything is back to how it was.
Truly
heard.
People mean well. But they keep stepping on each other's toes.
Dare to
speak.
Your team knows something is going wrong. But nobody says it.