You're listening to Business English Pod, the Business English podcast for professionals on the move.
Welcome back to Business English Pod.
My name's Edwin and I'll be your host for this second part of a two-part series on running and participating in a problem-solving meeting.
In the first part of this meeting, the team spent time answering the question, what is the problem?
In today's episode, we're going to focus on how to brainstorm solutions to a problem through discussion, how to evaluate and eliminate suggestions and then agree on a plan of action.
Catherine, the head of human resources at a medium-sized company, is meeting with department heads to discuss a problem they are having with low staff morale.
The team has identified the root cause of the problem as a separation of staff across three different office locations.
Catherine wants everyone to critique the ideas in order to eliminate impractical suggestions.
We'll see how she confirms the best solution and how her team suggests points for action.
As the dialogue starts.
Catherine closes the brainstorming session and sums up the input that has been received.
While you listen, try to answer the following questions.
1.
How many ideas does the group come up with for solving the staff morale problem?
2.
Which idea does the group agree is the best one to try?
3.
Name one of the action points suggested near the end of the meeting.
Good, thank you everybody.
I think we've outdone ourselves brainstorming solutions to the morale problem.
Natalie, can you read the main ideas back to us?
Sure thing.
Number one, team building exercises.
Number two, consolidating offices.
Number three, social activities.
And number four, internal social networking website and or a blog.
Great.
Thanks.
Let's look at each of these, keeping in mind our definition of the root cause of low morale the separation of staff into three locations.
Well, there's no way that social activities will do any good.
Nobody will show up even if the company pays.
It's hard enough for us to make it to the Christmas party.
I agree that social activities are a poor choice.
Also, given that we have virtually no money to spend on this, I can't see us hiring a consultant to do team-building exercises.
Okay, so can we eliminate these two possibilities?
Yeah.
Then there's social networking.
Interesting idea, but there's no way old guys like me are going to go for that.
Maybe the 20-somethings.
Plus, if we contract it out, we'll spend money.
We can't build the site in-house because the IT department is stripped to the bare bones now as it is.
Van, it seems to me that moving everyone back to this location is the way to go.
What's our first step if we want to implement this?
Well, the idea was that this solution would actually save us money, so we'd better check that out first with a cost-benefit analysis.
We have the same landlord for all locations, so let's look at those empty offices below us here and see if we can get out of the existing leases for the other locations.
Okay, it sounds like we're already putting together an action plan.
Maybe we can assign some tasks and people can do a bit of research.
By defining the problem, brainstorming solutions and deciding on a course of action, our team looked to have found their solution.
Let's take a closer look at the language they used to facilitate the problem solving process.
First of all, how does Catherine indicate that the brainstorming session is finished?
She doesn't want to go on for too long and some good ideas have been put forth.
Listen to how she thanks everybody and then compliments the team on their work.
Good.
Thank you, everybody.
I think we've outdone ourselves brainstorming solutions to the morale problem.
Natalie, can you read the main ideas back to us?
Saying thank you is a good way to stop a discussion, because it is a polite way for someone in a leadership position to say that they have heard enough.
When Catherine says we've outdone ourselves, she compliments the group on their good work by saying that the group has performed better than ever before.
Then she asks Natalie, who has been taking notes during brainstorming, to remind them of the main ideas discussed.
What else can you say to close a discussion in a positive way?
Here are a few more examples.
Well done team.
I think we've got a grip on this.
Excellent work everybody.
I'd say we've really managed to pull it off.
Outstanding teamwork folks.
Let's wrap it up.
Nice work, everyone.
It looks like we've got it.
Now listen to how Catherine encourages the team to evaluate and critique the results of the brainstorming session.
Let's look at each of these, keeping in mind our definition of the root cause of low morale the separation of staff into three locations.
When you critique something, you analyze it and then express your views.
Catherine wants everybody to evaluate the suggestions, but she wants their analysis to have a clear relation to the exact problem they've defined in the earlier part of the meeting.
She wants them to remember what the problem is, so that the solution will directly address the real problem.
Let's listen to some alternative ways to encourage discussion and evaluation while focusing on the defined problem.
I'd like to hear your comments on this issue taking into account our previous discussion.
I'm open to feedback on these points, keeping in mind how we've defined the problem.
Can we consider each point, bearing in mind how little time we have?
Let's take a look at the solutions one by one, considering what our objective is.
When you're asked to critique ideas, it's wise to support your evaluation with evidence of why you believe something is a good idea or a bad idea.
Notice how Paul gives a contrasting reason for why they cannot hire a consultant.
He states that they have virtually no money, meaning almost no money or very little money.
This is obviously in contrast to the fact that consultants are expensive.
Social activities are a poor choice.
Also, given that we have virtually no money to spend on this, I can't see us hiring a consultant to do team-building exercises.
When Paul says that he can't see them hiring a consultant, he means that he cannot imagine that this is possible.
His statement has two parts a part which says what cannot be done and a part which tells why it cannot be done.
He uses given that to introduce the reason why something cannot be done.
This is a really useful structure for expressing negative opinions, so let's practice a few more examples.
It's impossible to see how hiring another person will have an effect, seeing as productivity is a problem.
I can't see him agreeing to that, given his resistance to change.
I just can't visualize three desks in each office since it's so cramped with just two.
Asking the warehouse staff to do that is not an option, keeping in mind that it's against union rules.
Adding more tasks is out of the question, considering that they're already working overtime.
As the meeting leader, Catherine needs to keep everyone focused and is sure that the meeting is effective.
When she hears that there is a good reason why an idea is not practical, she tries to eliminate the idea from their list as quickly as possible.
Okay, so can we eliminate these two possibilities?
Yeah.
Two people have given reasons against two of the ideas and the contributors explained very clearly what is wrong with the ideas.
Catherine wants to eliminate these ideas, but she checks with the team first to make sure that everyone agrees.
However, it is clear that she has the final decision on eliminating suggestions.
Notice how some of these examples restate the reason an idea is being eliminated, but that in every case the speaker remains polite.
We'll have to discard this idea as there's no way to implement it right now.
Is everyone agreed that we can reject the second suggestion?
This idea will have to be dropped for the moment, but we can keep it in mind for next year.
While this is a great idea, we'll have to exclude it under the circumstances.
I'm afraid that we have to rule out this suggestion due to the risk involved.
After impractical ideas are eliminated, there may be one or two ideas left to be evaluated.
In our example, the team manages to eliminate three of the four ideas, leaving them with one solution.
What does Catherine say to confirm that this solution is the best one?
Then it seems to me that moving everyone back to this location is the way to go.
What's our first step if we want to implement this?
Catherine says that the solution they have chosen is the way to go, meaning the best choice.
It is a solution that she thinks they should implement.
It is clear that Catherine is the final decision maker in the group, but anyone can use this kind of language to support a point they feel strongly about.
Here are some examples of other expressions to use when you want to confirm the best course of action.
There's no doubt that eliminating the most unprofitable division is the best course of action.
It's clear that expanding the R&D department is the best option.
Relocating the staff room during the renovation is the obvious choice.
Clearly, closing that office is our best move at this point.
Now that the best solution has been confirmed, it's time for the team to take action.
Both Paul and Natalie have ideas about what the first steps should be in pursuing the chosen solution.
Well, the idea was that this solution would actually save us money, so we'd better check that out first with a cost-benefit analysis.
We have the same landlord for all locations, so let's look at those empty offices below us here and see if we can get out of the existing leases for the other locations.
Notice how Paul and Natalie use expressions that show the relationship between the background information they have and an action to be taken.
Paul says that the idea or the intention is for the solution to save them money.
This is the background to the suggestion, and he says that the action they must take is to confirm that the company would in reality save money.
Natalie also gives some background knowledge that there is one landlord for all three offices, and suggests a related action.
Listen to these points for action, along with the background information that makes them necessary or appropriate.
Our deadline is coming up quickly, so we need to get authorization for overtime.
The replacement order is ready to be shipped, so one of us should recheck it immediately.
Three containers have arrived, so if you authorize our broker to put a rush on it, we can get the line out to the stores immediately.
We can't slow down production, but we can ramp up inspections to make sure that quality doesn't suffer.
Now it's your turn to practice some of the techniques we've looked at today.
First, let's review the language of critiquing a point with a contrasting reason.
Imagine you are in a problem-solving meeting. you will hear a comment made on a problem issue.
You should critique the suggestion being made by using the reason given.
For example, if you hear Why don't we just buy more desks and find space for them on the fourth floor.
Prompt.
Already too crowded.
You can say I can't see us adding more desks, considering how crowded it is on the fourth floor already.
Are you ready?
Let's give it a try.
We could cut costs by eliminating the parking subsidy.
Public transport to this location is so poor.
Example answer.
I can't see eliminating the parking subsidy, seeing as public transport to this location is so poor.
We could consider moving the entire facility to that new industrial park outside the city.
Prompt.
Our customers are all right here.
Example answer.
Moving the facility outside the city is out of the question, keeping in mind that our customers are all right here.
How about an incentive scheme based on departmental cost savings?
Prompt.
Already tried and failed last year.
Example answer.
An incentive scheme is not an option, given that we tried it last year and it failed.
Perhaps we have to resign ourselves to more outsourcing.
Shipping costs keep increasing.
Example answer.
I can't imagine that more outsourcing is the solution, seeing as how shipping costs keep increasing.
Next, we'll review some of the vocabulary and idioms that we've studied in this episode.
You'll hear a series of sentences with a verb replaced with a beep.
Repeat the whole sentence, saying the missing word.
For example, if you hear There's no, We can improve our situation by spinning off the design section.
You can say... There's no way we can improve our situation by spinning off the design section.
After each response, we'll play the correct answer.
Let's begin.
Well, team, you've really... yourselves this time.
These are excellent sales results.
Answer...
Well, team, you've really outdone yourselves this time.
These are excellent sales results.
What they have to keep in... is that we must launch next month and no later.
Answer.
What they have to keep in mind... is that we must launch next month and no later.
Setting up a stand at the market requires no money, but could really give us some exposure with the locals.
Answer Setting up a stand at the market requires virtually no money, but could really give us some exposure with the locals.
If we strip one branch office to the bones, we can keep both of them operating for now.
Answer.
If we strip one branch office to the bare bones, we can keep both of them operating for now.
Selling inferior goods is definitely not the to-go if we want to keep our high profile.
Answer.
Selling inferior goods is definitely not the way to go if we want to keep our high profile.
That's all for this second episode on problem solving meetings.
We've studied language and expressions for closing a discussion, critiquing ideas, eliminating impractical suggestions, confirming a solution and suggesting action points.
See you next time and thanks for listening.
