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2013 | Buch

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The Co-creative Meeting

Practicing Consensual Effectivity in Organizations

verfasst von: Christoph Mandl, Markus Hauser, Hanna Mandl

Verlag: Springer Berlin Heidelberg

Buchreihe : SpringerBriefs in Business

Enthalten in: Springer Professional "Wirtschaft+Technik" , Springer Professional "Wirtschaft"

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Über dieses Buch

“Co-creative meetings” foster invention and innovation, and therefore enable innovative developmental processes in an organizational and inter-organizational context, including strategy development, product development, human resource development, R&D, and trans-organizational projects. This book illustrates the difference between productive and innovative organizations and what that difference means for meetings taking place in such organizations, both from a conceptual and practical point of view. It provides managers, coaches, consultants and other professionals whose job it is to organize meetings with clear and action-oriented guidelines for the design of “co-creative meetings”, and also shows how to incorporate them through experiential learning.

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Inhaltsverzeichnis

Frontmatter

Chapter 1. Introduction

Abstract

The modern workplace can no longer be conceived without meetings and conferences. The significance of meetings to organizational life is undisputed. Hardly any essential decision is made without debating the pros and cons in director’s meetings, meetings of supervisory boards, project meetings or in departmental meetings. Severe problems are rarely solved without examining different perspectives and discussing possible solutions in a meeting.

Christoph Mandl, Markus Hauser, Hanna Mandl

Chapter 2. What is a Co-creative Meeting?

Abstract

At first glance, the term ‘meeting’ seems clear enough. It’s a gathering with a beginning, a more or less defined end—and most importantly, a purpose. Besides length, purpose and who shows up, most people think that a meeting is just a meeting, there’s no difference between one and another. But it’s not quite that simple.

Christoph Mandl, Markus Hauser, Hanna Mandl

Chapter 3. Dysfunctional Meeting Culture

Abstract

Christoph was in charge of strategic planning while he worked as assistant to the CEO of a multinational corporation. He would sometimes attend board meetings. In his first meeting strategic issues were on the agenda: positioning on the world market, financing new projects, the future of hundreds of jobs. Christoph was expecting bright conversations that would deal with world-shattering issues. The company was operating globally after all.

Christoph Mandl, Markus Hauser, Hanna Mandl

Chapter 4. Interdependency of Meetings and Organizations

Abstract

In the course of implementing and practicing Co-creative Meetings, it became obvious that the impact of such meetings was much greater than anticipated. Listening to stories and reports on successful use of the new paradigm in daily meeting practice, it became more and more apparent that Co-creative Meetings were neither a time-consuming luxury nor a noble ideal, but rather an essential lever for organizational transformation. Changes of communication patterns often bring about better teamwork which will be valued by everyone. There is also a shift in communicating with customers. New projects and successes are the outcome, affirming that organizational development is on the right track.

Christoph Mandl, Markus Hauser, Hanna Mandl

Chapter 5. Maxims of the Co-creative Meeting

Abstract

Christoph Mandl, Markus Hauser, Hanna Mandl

Chapter 6. Phases and Roles

Abstract

Christoph Mandl, Markus Hauser, Hanna Mandl

Chapter 7. Designing for Co-creativity

Abstract

On November 27, 2001 the first so-called Bonn Conference on Afghanistan began. Thirty-six political leaders, many who had never spoken with one another, met for 9 days to create a road map for the political future of the country. After the conference, when interviewed by journalists, they expressed great contentment with the results.

Christoph Mandl, Markus Hauser, Hanna Mandl

Chapter 8. Institutionalizing Co-creative Meetings

Abstract

Co-creative Meetings will become part of an organizational culture when the appropriate attitudes and patterns of behavior have been internalized. A group wanting to become competent in Co-creative Meetings should be willing to practice and reflect regularly and should be ready to suffer setbacks. This is part of any learning process, whether learning a new language, sport or software.

Christoph Mandl, Markus Hauser, Hanna Mandl

Chapter 9. Structural Variations for Co-creative Meetings

Abstract

The seven maxims, the four roles, and the design principles help to build and maintain the container for a Co-creative Meeting. But different situations, contexts and subjects may require working with different choreographies. Additionally, if a team applies Co-creative Meetings for some time and is familiar with the approach—like whistling a well known tune together by heart—it might be helpful to explore structural variations. Every structural variation allows different meeting qualities to emerge. These variations are helpful in designing meetings best suited for a specific subject. We ourselves use each of the variations presented. They are suitable for a range of group sizes and for different lengths of meetings.

Christoph Mandl, Markus Hauser, Hanna Mandl

Chapter 10. Consensual Effectivity

Abstract

Enough of talking! Let’s decide what to do and then do it.—When sitting in a coordinating meeting this is not only a common but also a very sensible thing to say. Once the options are clear it is indeed time to choose which road to travel. In Co-creative Meetings, however, things are not that straightforward. Sometimes the options are not clear at all. Sometimes every participant knows for sure the ‘right’ path but everyone has a different path in mind. Worse still, sometimes participants even lack a shared understanding of what it is they want to achieve together. Increasingly, however, there also seems to be a conflict between each individual’s interests and the interests of the community or the organization as a whole.

Christoph Mandl, Markus Hauser, Hanna Mandl

Backmatter

Titel: The Co-creative Meeting
verfasst von: Christoph Mandl
Markus Hauser
Hanna Mandl
Copyright-Jahr: 2013
Verlag: Springer Berlin Heidelberg
Electronic ISBN: 978-3-642-34231-8
Print ISBN: 978-3-642-34230-1
DOI: https://doi.org/10.1007/978-3-642-34231-8

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