Managing Sticky Situations at Work

Sticky Situations in Meetings 115Albert answers, ‘‘We’re really jumping ahead of ourselves. We arenot yet ready to make these kinds of decisions. Why don’t we figureout what we need to organize for the rollout? Let’s make a list ofwhat decisions need to be made without making any today.’’(Albert moves away from his structured agenda. He specifies theproblem while he asks the group to organize without decisionmaking.)‘‘One thing we need to do is figure out which users will get the systemfirst,’’ Ruth says.‘‘Yeah, and part of that includes the amount of downtime necessary,’’adds Amy.People begin adding to the list. Albert writes down everything peoplesay and then he reads it all back to them.‘‘It looks as if we are going to need to meet more frequently until weget a plan. Can you guys meet again day after tomorrow at the sametime? I will put together what we have and e-mail it out,’’ Albert says.‘‘There’s no way I can meet this often,’’ says Jim. ‘‘I’ve got otherpriorities right now.’’‘‘I know it’s frustrating to have to be part of this project whenyou’ve got so many other things to do. I’m as frustrated as you sound,Jim. But, if we get this project off the ground successfully, things willbe better for all of us. If you can’t meet that soon, when can youmeet?’’ (Joins feelings with fact and poses a positive consequence.)‘‘Who else out there thinks we’re going to spend the next eightweeks spinning our wheels and then the top brass will tell us what todo the way they want it anyway?’’ asks Amy.‘‘Amy, tell me about what is really bothering you?’’ Albert asks.(Invites Amy to talk.)There’s a brief silence. Amy finally says, ‘‘I’ve been on these teamsbefore. We talk and talk about the best way to make this change andto get it out to people. Then, we finally come up with something noone really likes, just to get done by the deadline. The rollout happensandthenthere’sdowntimeandpeoplegonuts.Alltheideaswehadnever get implemented.’’‘‘Amy’s right,’’ adds Natalie. ‘‘I know you’re committed to this process,Albert, but what guarantees can you give us that what we suggestwill happen? What’s even more important, how can we be sure thatwhat we suggest is going to run as smoothly as possible?’’Albert tells them that he cannot make any guarantees. ‘‘I hear yourconcerns. Before I agreed to take on this project, I asked to select