Recognize and avoid problems at an early stage.
Conflict situations can arise time and again in the course of a moderation. Sometimes they are foreseeable, sometimes they come as a surprise. At in-house events in particular, participants often find themselves in stressful situations that can lead to conflict. With the right technique, delicate situations can be recognized earlier and managed better.
It is a great help for the moderator to be able to recognize conflicts at an early stage and initiate appropriate countermeasures. For many participants, the moderation method itself is a stress factor. Especially if they have previously only taken part in conventional events and have always been able to withdraw into their shell. Because now they suddenly have to express themselves in writing and for everyone to see (including their boss, colleagues and subordinates).
What participants in seminars and workshops criticize
Criticism of methods
- The participants criticize the moderation method. They describe it as childish, irrational paperwork and demand faster progress.
- Criticism of factual statements is welcome. Make sure that the criticism remains factual and does not get out of hand.
- If people are criticized, this usually has nothing to do with the moderation method - in most cases it is based on purely personal aversions.
- Questions that lead away from the topic can cause moderators to run out of time. Therefore, always prepare a pinboard with the heading "We should continue with this" and post the relevant topics on this wall.
- Participants who feel attacked tend to try to justify themselves. Insist that statements are not criticized.
- Humor enriches every moderation. Ridiculing someone, on the other hand, is dangerous and hurtful. There is a very fine line between these two possibilities.
- There can be various reasons for increasing disinterest: Perhaps a topic is being rolled out too broadly, the room climate is poor, the group is suffering from excessive demands or the participants have a sinking feeling in their stomachs. If you encounter such a situation, it is best to take a short break. In most cases, concentration is restored after the break.
- In the eyes of the participants, the moderator is responsible for keeping to the schedule. However, an extension is accepted in most cases if the topic is interesting or the participants recognize the need for an extension.
- There is no hierarchy in the moderation method. This is also accepted by the participants in most cases. But it does play a certain role - despite all efforts.
- Weak group results, which are also poorly presented to make matters worse, annoy the group and the plenary. Particularly with inexperienced groups, there is a risk that they will not have time for the visualizations because they are so busy discussing. In certain situations, it makes sense for the moderator to cover up poor performances.
10 golden rules for conflict resolution
The art of moderation lies not least in recognizing conflicts in good time and acting accordingly. The moderation method offers a wide range of options for preventing and managing conflicts. Apart from the personal charisma of the moderator and their experience, there are 10 golden rules for conflict management. They represent a very good methodical toolkit.
Rule no. 1: Create an outlet for emerging aggression
Prepared pinboards with the headings "Questions that remain unanswered" and "Grumbling corner" help to provide an outlet for aggression right from the start. The walls must be accessible to everyone in the room and the moderator must keep an eye on them. The moderator must address the walls during the event critique at the latest. Because criticisms, objections and reservations are written on a wall, moderators can prepare themselves optimally for the discussion.
Rule 2: Refer to the rules of the game.
If someone wants to criticize a statement on a pinboard, point out the rules of the game to them. Give them the opportunity to attach the "lightning bolt" themselves - this usually goes a long way to appeasing critics.
Rule 3: React flexibly to disruptions.
If an unforeseen turn of events suddenly occurs, quickly put up a new pinboard and write about it:
Rule 4: Switch to co-determination
If someone wants to bring up a topic that has nothing to do with the matter at hand, let the other participants vote on whether and for how long the topic should be dealt with. Use a dot question on a new pinboard for this purpose.
If the majority of the group thinks that this question is important, you must address it.
Rule 5: Do not tolerate any criticism of the method at the beginning.
It often happens that people who are inexperienced with pinboards criticize the method and its rules at a very early stage. Do not get involved and point this out:
- The "Open questions" and / or "Complaints corner" boards.
- That every method must be measured by its results (results only become apparent at the end).
Rule 6: Hand out green cards.
If the treatment of a topic degenerates into lengthy discussions, use the "30-second" rule: bored participants can write the number "30" on a green card and hold the card up if necessary. For the moderator, such a card means that he or she should "cut off" the discussion within the next 30 seconds. If necessary, they can have an interested group continue working on the topic on a separate pinboard. A green (instead of red) card says: "We want to continue and move forward."
Rule 7: Use the co-facilitation method.
If the participants want a discussion but you have not prepared a pinboard, use the "co-facilitation" method. If the topic is outside the scope of the task, this will very quickly bring the necessary written form to light. In addition, the request for visualization has the effect of quickly shutting down any discussion that goes astray.
Rule 8: Take a break.
Aggression often arises when participants are overtired. A bit of fresh air, a glass of water or a cup of tea or coffee will quickly lighten the mood. In many cases, a break also offers the opportunity for a conversation "in private". This also raises the self-esteem of the person concerned.
Rule 9: Express "soft" discomfort instead of harsh criticism.
One or two participants may feel the need to express their discomfort.
A pinboard with the controversial twin
often meets this need better than the heading "grumbling corner". After all, nobody likes nailing themselves to the wall as a complainer. Pay attention to the careful wording "discomfort": A discomfort weighs much less than a "harsh criticism", and a way out of this softer wording is much easier. Evaluation questions such as:
- That was good, I will use that
- I have reservations here
- I missed this
- I particularly liked this
A "mood barometer" can often be used to very quickly and reliably concretize moods that have been recorded emotionally. In addition to its function as an element of relaxation, a mood barometer is also a good way for participants to let off steam.
