In a business, collaborative and goal oriented context achieving shared understanding is crucial. To do so you would have a way to validate if you have shared understanding. I’ve found that the simplest exercise is also the most effective at highlighting the level of shared understanding a team has when coming out of a collaborative discussion. In a nutshell:

  • At the end of the discussion each participant writes down all decisions that were made during the discussion.
  • In a round the table fashion participants read out each decision as the others take notes whether they agree, disagree or aren’t sure of the outcome.
Validate decisions taken

How I’ve used it in context

Some time ago a team asked for my support. They had identified a tension that mainly seemed to stem from their weekly planning meeting. Despite having planning meetings they weren’t satisfied with their outcomes by the end of each week. They were also unable to clearly articulate reasons for their dissatisfaction. Members presented different perspectives, e.g. “we don’t follow through on our commitments”, “we identify more urgent and important work during the week” or “we spread too thin”. Based on this they asked me to join the next planning session as an observer and share my findings.

During the hour long planning I exclusively watched, listened and took some notes. It turned out to be a ‘traditional’ planning session where members discussed various opportunities, challenges, short/mid/long term goals, backlog items, past learnings, customer experiences etc. There had also been some disagreements and airtime between members hadn’t been distributed equally. When the meeting ended they all, in unison, silently and eagerly turned their heads towards me and without saying anything asked for me to speak. 

As I momentarily gathered my thoughts my mind started to move the spotlight towards my ambiguity and curiosity. Ambiguity about the coming week’s work and goal, and curiosity about how to resolve my ambiguity. This made me think of an exercise that I believed could bring both clarity and insight. So, I asked the team if I could run it instead of sharing any findings, since I believed it might bring more value. They gave me permission and I proceeded with the following facilitation.  

  1. Ask each participant to individually write down all decisions that was made during the meeting in a list.
  2. Ask a participant to read out their list of decisions with a small pause between each statement.
  3. For each statement that is read out loud ask other participants to put a bar in one of three columns : “I agree we took this decision”, “I don’t agree that we took this decision”, “I’m unsure we took this decision” 
  4. Repeat 2-3 for every participant.
  5. Ask all participants to share their filled out columns with the whole group.
  6. Discuss results, take-aways and potential interventions.

The result

As everyone looked at the results it became instantly clear to the team that they lacked shared understanding of the outcomes. There were both visual and audible signs that the team gained key insights into how to start resolving tension. (e.g. wide opened eyes, tilting of heads, small sighs and laughs and a few ‘oh’s’ ) Since everyone though the exercise had had such profound impact and people were hungry the team showed their appreciation and we left for lunch without discussing take-aways. On a personal note I saw enough signs to believe they were going to figure out next steps without my support.

Validating shared understanding
Exercise result from four team members.
The remaining notes from other members indicated a similar pattern.

Learnings

As I stated earlier this exercise is great at highlighting the level of shared understanding a team has coming out of a collaborative meeting. It also hints at what influences the level of shared understanding. In a business, collaborative and goal oriented context achieving shared understanding is crucial. Anecdotally it’s also profoundly challenging and too few organisations excel at it. I believe that one reason is that not enough time has been spent to understand influential aspects of creating shared understanding throughout an organisation and the lack of tools thereof. In my next post I will expand on this topic and provide a holistic tool.

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