papershine

In a previous entry from August 2005, I presented the first graphic version of the Positive and Productive Meetings process. This was built for a short, introductory paper about PPM. As we were developing the course book, I decided to redo the graphic entirely. The course book includes a running sample of a small team working to change their meetings. The new version of the process includes the characters from the team and better matches the bolder, iconic style of the PPM organizing principles.

I recently received my finished copies of the Positive and Productive Meetings course book. Developed in collaboration with Helen Sanderson and Amanda George, the book is the culmination of several months of work. The creative process was made more demanding in that all three of us were never in the same place once during the entire time. We eventually developed a good, e-mail based workflow that supported our competing demands and geographic distance. I would ship the latest draft just before I went to bed and catch Helen just as she woke up on the other side of the Atlantic.

I did the design and layout and particularly like the bold colors of the cover. The icons represent the four organizing principles of PPM: Purpose, People, Process and Progress.

I drew up a large scale, colorful agenda for the Haywood Market Board Retreat. To help them know how to focus their time and energy, I used the Positive and Productive Meetings strategy of separating out agenda items into topics for discussion and for information. I used these quick icons to make the distinction clear on the graphic agenda. I also added the name of the topic owner next to the items as appropriate.

This past week I facilitated a retreat for the new board of the Haywood Road Market, a non-profit, food co-operative in West Asheville. Nine people assembled for a few hours to talk about how they will work together and to eat delicious, vegetarian potluck.

It started slowly, with a round of introductions in which each member expressed why they were taking part in the board and a special, strange talent. The get-down-to-business types found this a bit too time-consuming, but I believe strongly that the long range success of a group like this depends more on the human elements they share than the timelines and schedules they create. By the end of the meeting, this half-hour investment up front was paying dividends as the new members of the board were sharing their opinions and ideas openly when difficult issues arose. I think under different circumstances, it would have been easy enough for them to let the experienced board members carry on with business as usual. Once we knew each other, the meeting moved along much more efficiently. Meetings that are solely focused on racing to the end of agendas are generally doomed to uncomfortable failure.

I used a lot of elements from Positive and Producitve Meetings. Rounds were particualrly successful with this group, ensuring that everyone had a chance to share their ideas. We used lightning rounds several times to keep dialogue open and to make sure everyone knew what they were voting on.

Here’s a page from the meeting minutes. I intended to draw a bunch more pictures, but the meeting required me to face the group as much as possible and pay close atention to the conversations in the moment. Good facilitation is about flexibility.

I am always grateful when groups allow me into their work. I offer my sincere appreciation to the Haywood Road Market Board of Directors for letting me be a part of their process.