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 the first in a two-part series on running and participating in a problem-solving meeting.
One of the most common reasons for holding a meeting is to solve a problem.
A meeting can be a great place to do this, because it is possible for a variety of people with different experiences and perspectives to work together to identify the problem and come up with possible solutions.
But while we might have the right people at the meeting, the process is often flawed because one question hasn't clearly been asked and answered.
What is the problem?
So in today's episode we're going to focus on how to define the problem through discussion and then restate the problem as a challenge.
In the second part of this series, we'll look at how to evaluate and eliminate suggestions and then agree a plan of action.
We'll be listening to Catherine, the head of human resources at a medium-sized company, who is meeting with department heads to discuss a problem they have with low staff morale across all departments of the company.
Morale is a word used to describe a general feeling or mood.
Catherine wants everyone to consider possible hidden reasons for low morale at the company.
We'll see how she helps participants focus on breaking down the morale problem.
As the dialogue starts, Catherine calls everyone to attention and begins the meeting.
While you listen, try to answer the following questions.
The answers will be posted in a few days on our website.
1.
What is the surface problem that Catherine and the others can see?
Two, what does the group decide is the true cause of this problem?
Three, what is the challenge that the group faces at the end of the meeting?
Okay, everybody, let's get started.
I think we've all noticed that staff morale is extremely low.
Yeah, that's right.
We've got to get to grips with this before it comes back to bite us.
To start with, what exactly is the problem?
Is it budget cuts?
The economy?
Or are we missing something?
Let's have some input.
Well, look at the economy.
Who wouldn't be depressed?
I'm not sure I follow.
Could you explain?
I think he means that people are nervous.
We've had budget cuts and layoffs, and everyone's not too sure about...
I mean, economy affects everybody, but morale is worse here than other places, and I for one would like to know the root cause.
Actually, it seems obvious to me.
Lack of personal contact.
Neil's on Bleecker Street.
Torben is who knows where.
I have to take a cab just to file expenses.
I bumped into Sarah the other day, and she said, howdy, stranger.
You know, I don't see what you're getting at.
What does that have to do with... Hang on.
Let's hear Bill out.
Well, two years ago, when we were expanding, we rented offices in other locations and we all got spread out.
Yeah, I remember that.
I used to see Neil's team every day, but we email now.
Absolutely.
My department moved, and I only see you folks at meetings.
I think we're on to something here.
We've pinpointed the underlying cause of low morale.
Let's define it as being due to a lack of face-to-face contact.
So let's state it as a challenge.
How can we improve morale without spending a fortune?
Exactly.
Good.
We've got something we can really sink our teeth into.
Time for some brainstorming.
To start off with, I'd like everyone to just throw out some ideas.
Okay?
Here's one.
How about if we move everyone back into the same building?
Sounds good.
Let's look in detail at some of the language and expressions that focus the problem-solving process in this meeting.
Notice how Catherine gets straight to the point, right at the beginning.
Any small talk among the participants has already taken place, and she immediately directs their attention to the problem at hand.
Okay, everybody, let's get started.
I think we've all noticed that staff morale is extremely low.
Yeah, that's right.
Staff morale refers to the mood of the staff or the way they are feeling in general.
Catherine says, I think to start off because it is a soft way of introducing an unpleasant or negative idea.
She includes the meeting participants in her opening statement by saying we've all noticed this problem.
By using we, she is including everyone and saying we're all in this together.
Here are some other phrases to use for introducing a problem.
Well, let's turn to a problem that's on everyone's mind.
So we need to tackle a fairly pressing problem today.
I know we've all been discussing this particular issue recently.
As you all know, we're going to look at the problem of Now.
Listen to the way Catherine focuses the discussion.
She states how serious the problem is and starts to break the problem down.
We've got to get to grips with this before it comes back to bite us.
To start with...
What exactly is the problem?
Is it budget cuts, the economy, or are we missing something?
Let's have some input.
Catherine emphasises how serious the problem is by saying they must get to grips with the problem, meaning deal with the problem.
She is worried morale could get worse in the future, so she says the problem may come back to bite us.
She asks a direct question about the problem, makes some suggestions for possible underlying reasons and asks everyone to participate by giving input or suggestions.
What else can we say to focus discussion on a problem?
Let's practice a few more expressions.
Notice that many of them are questions.
We need to deal with this problem before it gets out of hand.
What are the underlying causes of the problem?
And what can you tell us?
What is at the root of this problem?
Any suggestions?
Perhaps we can begin by breaking down the problem.
Who can start?
As soon as there's an opportunity to make suggestions, Neil speaks up.
He asks a rhetorical question, which he doesn't expect anyone to answer.
This technique is often used to imply that the idea is obvious.
But Natalie doesn't understand what Neil means.
Well, look at the economy.
Who wouldn't be depressed?
I'm not sure I follow.
Could you explain?
Neil's contribution isn't very clear, is it?
He hasn't shown a direct relationship between the economy and low-staff morale.
Natalie politely asks for clarification, saying that she can't follow, that she doesn't understand his statement.
Notice how she uses could to make the question less direct and less challenging.
For more expressions used to clarify what someone else has said, please look at BEP 30 and 31.
After much discussion, Bill brings up an idea that he thinks is obvious, but others haven't mentioned yet.
Actually, it seems obvious to me.
Lack of personal contact.
Neil's on Bleecker Street.
Torben is who knows where.
I have to take a cab...
Who knows where is a placeholder, meaning I don't know where he is.
Before Bill can fully explain his point, Neil tries to interrupt.
How does Catherine stop Neil and encourage Bill to continue?
You know, I don't see what you're getting at.
What does that have to do with... Hang on.
Let's hear Bill out.
Catherine sees that Bill's idea may have a relationship to the problem of low morale and she wants to hear more.
She interrupts Neil by asking him to hang on and let Bill finish what he has to say.
To make sure a meeting stays on track and achieves its aims, we need to avoid too many interruptions.
Here are other ways of minimizing interruptions and letting someone finish their point.
Hold on.
Can we let Janine finish?
Sorry.
I think it's important to give everyone a chance to contribute.
One moment, John.
Perhaps we can allow Fred to continue.
Just a second.
I wonder if we can give Nadine an opportunity to complete that thought.
Can we just let Sally finish her point?
We can discuss objections later.
So, Bill is given a chance to speak, and both Paul and Neil agree with him.
They support his position like this.
Yeah, I remember that.
I used to see Neil's team every day, but we email now.
Absolutely.
My department moved, and I only see you folks at meetings.
Paul expresses mild agreement, while Neil expresses strong agreement by using absolutely.
At this point, Catherine steps in to confirm that they are heading in the right direction.
She uses we and let's to highlight the fact that they have come to these conclusions as a group.
I think we're onto something here.
We've pinpointed the underlying cause of low morale.
Let's define it as being due to a lack of face-to-face contact.
Catherine makes it clear that the group is well on its way to finding the true cause of the low morale problem.
She encourages them to think of themselves as a team and builds consensus within the team.
What other language can we use to highlight and encourage teamwork?
I think we're on the right track.
I can tell we're all on the same page.
We've covered a lot of ground together.
Once the group has agreed on the root cause of low morale, Natalie restates their problem as a challenge by making it into a how question.
So let's state it as a challenge.
How can we improve morale without spending a fortune?
Exactly.
A fortune means a lot of money.
Can you see how the company's challenge is to solve the morale problem without using a lot of money?
This type of question asks how people can achieve a goal without giving up something important.
Listen to these problems stated as challenges.
How can we meet our deadlines without working overtime?
How should we approach this problem without offending anyone?
How can we find the defect without shutting down the factory?
The group has agreed on the underlying cause of low staff morale and has restated the problem as a challenge.
Catherine indicates that they've finally answered the question.
What is the problem?
They have something solid they can work on or something they can sink their teeth into.
Good.
We've got something we can really sink our teeth into.
Time for some brainstorming.
To start off with, I'd like everyone to just throw out some ideas.
Okay?
Okay.
Here's one.
To start off the brainstorming session, Catherine encourages everyone to contribute whatever ideas come into their heads.
She doesn't want them to be very analytical during brainstorming, but to be relaxed and feel comfortable telling the group their ideas.
Now, it's your turn to practice some of the techniques we've looked at today.
First, let's review the language of stating a problem as a challenge.
Imagine you are in a problem-solving meeting.
You will hear a comment made on a problem issue.
You should restate the problem as a challenge by using the same information in the question that begins with how.
For example, if you hear The problem is caused by the new equipment.
We can't return it.
You can say How can we solve the problem without returning the new equipment?
Are you ready?
Let's give it a try.
The logistics are terrible, but we're locked into a contract with the supplier.
Quality has gone down since we started outsourcing.
We need to reduce office space but we're too busy to lay anyone off.
We must tackle this problem immediately.
We don't want to involve the union.
Now, let's listen to some example answers.
The logistics are terrible, but we're locked into a contract with the supplier.
Example answer.
Quality has gone down since we started outsourcing.
Example answer.
How can we continue outsourcing without losing quality?
We need to reduce office space but we're too busy to lay anyone off.
Example answer.
How can we reduce office space without laying anyone off?
We must tackle this problem immediately.
We don't want to involve the union.
Example answer how can we tackle this problem without involving the union?
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 We've really got to get to with this problem.
You can say, We've really got to get to grips with this problem.
After each response, we'll play the correct answer.
Let's begin.
I'm afraid this issue will come back to us in future.
Answer.
I'm afraid this issue will come back to bite us in future.
We should... him out before we criticize his plan.
Answer.
We should hear him out before we criticize his plan.
John could be something when he says the problem is poor communication.
Answer john could be onto something when he says the problem is poor communication.
If we can the flaw, we can improve the product Answer.
If we can pinpoint the flaw, we can improve the product.
This project is something you can really your teeth into.
Answer.
This project is something you can really sink your teeth into.
That's all for this episode on problem solving meetings.
We've studied language and expressions for introducing a problem, breaking it down, building consensus and stating the problem as a challenge.
See you next time, and thanks for listening.
