How to Get Your Boss's Boss to Understand

Two plus two can equal five in a well-run group. It can also equal three in a poorly run one. Group size and structure decide which. Keep subgroup size to three.

Use an anonymous, live polling before open discussion. That avoids participants forming an opinion too early and defending it in front of colleagues. Cut down groupthink before it occurs.

I use a double diamond for exactly this moment. Just as the group settles into what looks like consensus, reopen divergence deliberately. Ask a pointed question that reintroduces a dropped option. Or bring back an earlier dissenting voice and ask that person to restate their concern. Run the group through a second, smaller diamond before you close.

A problem written on a flip chart belongs to the group. Ideas added to the chart become shared contributions instead of personal claims. This stimulates collaboration and reduces the tendency for people to defend their positions.

The Five‑Act Structure gives meeting leaders a repeatable, effective framework. Use it consistently. When the agenda structure is proven, people can focus on the work.

These are five things I did to make it appear as much like a facilitated session as possible, and most importantly, achieve the desired collaboration.

Understanding what facilitation is and the elements of CATER provides the foundation for guiding participants to solutions that are created, understood, and accepted by all.

Extra breadth especially matters when you do not know the audience well or suspect hidden agendas.

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