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Barriers Team Meeting notes 5/09/02 <br /> 9:30 —11:30 <br /> The bold indicates the next step in the process. <br /> Review of the process steps: <br /> Meeting 1 review the purpose and boundaries <br /> Meeting 2 — Brainstorm issues <br /> Meeting 3 ApriI18— Continue to brainstorm issues and group them. <br /> Meeting 4 April 22— Prioritize and begin problem solving <br /> Meetings 5 May 02 — Identify driving issues and prioritize key issues. <br /> Meeting 6 May 09 — Finish exploring key issues and wrap up process <br /> Report results to the large group May 17 <br /> Next steps - <br /> 1. The team needs to develop an outline for the final report. (Roland will develop a proposed <br /> draft outline and team revise and edit. <br /> 2. Decide who will report results to the larger group. <br /> Meeting steps <br /> The team used the following analysis method to continue exploring the <br /> Issue related to decisions. <br /> 1. Frame issues — identify current state. <br /> 2. Develop aim and not goals. <br /> 3. Analyze helping and hindering forces. <br /> 4. Identify key strengths (Key helpful issues in bold). <br /> 5. Develop strategies to address problem or current state. <br /> Current: Aim / Desired Future Not Goals: <br /> Decision model State: 1. Arbitrary decisions <br /> not identified To have decision model 2. Multiple decision on same issue <br /> that is clearly identified 3. Endless process <br /> 4. No decision <br /> 5. Not dictatorship <br /> 6. Overly hierarchical & structured <br /> model <br /> Helpful forces Hindering forces <br /> - Having regular / consistent meetings in - Competing positions or interests create <br /> each division. problems. i.e., advocy vs. leadership; Garden <br /> way or Candlelight projects. <br /> - Good at making decisions w /in divisions. - Decision get made when all relevant parties are <br /> not present. <br /> - Pushing decisions down in the Some projects develop an authority to move <br /> organization — has limits. forward. Questioned at appropriate time. <br /> - Strong capable staff. Expectations for communication are not clear. <br /> How do you individuals negotiate? <br />