What frequently happens is that one or two branches receives more attention than the others, and the group has an “aha” experience. Participants see the problem in a different light because of the diagram’s ability to illuminate patterns.

Remind participants of idea-generating ground rules prior to beginning any creative session: • No criticism of an idea is allowed. • Strive for the longest list possible. Go for quantity of ideas; you can trim the list down to the top few later. • Strive for creativity—wild and crazy ideas are encouraged! • Build on the ideas of others—“hitchhike” or “piggyback.”

According to research by Andre P. Walton and Markus Kemmelmeier (2012), organizational cultures that promote “collective norms” over “individual norms”—in other words, that strive for the benefit of the company as a whole rather than individual successes—tend to be less creative.

These are ideas the group values enough to visit at a later date. For example, if, during a discussion about a client, the team begins to debate the pros and cons of building another satellite warehouse to accommodate them, you might suggest that discussion seems worthwhile, but best suited for another meeting. You, or another note-taker, may list it on the parking lot, visible to all. By documenting these items, the participants can acknowledge any ideas or questions that need to be addressed later and maintain focus on the current tasks. Placing items in the parking lot enables the group to keep moving forward while avoiding tangents that sidetrack the group’s progress. At the end of the meeting, the group can determine if the parking lot items should be included in future meeting agendas or if any action is required by group participants outside of meetings.

Ground rules are behavioral expectations that facilitators and participants have of each other. It is best to write out ground rules and display them every time the group meets. Don’t shortchange this process. The upfront time spent is well worth the investment. Not only do ground rules help to keep discussions on track, they also promote and maintain friendly group relations.

Of course, there are meetings in which icebreakers and acquainters would not be appropriate, especially formal meetings, such as a board of directors meeting, or recurring meetings, such as a weekly sales meeting where participants already know each other.

Once you’ve established the what of the meeting—what it’s about, and what it’s meant to accomplish—you need to learn about who is involved. In an ideal situation, you should have all the information you need about your audience before you begin facilitating a meeting, so you can plan which facilitation techniques and activities will engage participants and help them reach their goals. It might be helpful to collect some information about the group’s experience with the subject matter, working together, and their personal expectations for the session. You may gather this information from the client or ask the group members themselves in advance of the meeting (Tool 2-3).

Use the following checklist to prepare for a successful facilitation session by ensuring the following: • All participants have a valid reason for being included in the meeting. • All participants know the purpose of the meeting and arrive prepared to fulfill that purpose. • The meeting is as brief as possible, and there is an agenda to keep it on track. • Participants understand their roles, respect the other participants, and feel responsible for the meeting content and outcomes. • The meeting atmosphere is safe and supportive—participants feel free to express their views frankly, without fear of repercussion. • Objectives—desired outcomes—are determined in advance, and there is adequate time to achieve them by the end of the meeting. • All parties leave the meeting knowing what was accomplished and what is expected of them in the future, due to sufficient communication before, during, and after the meeting about goals and roles.