Exponentially elevating team meeting performance and productivity through group memory, learning and knowledge building practices...
Mandy Lacy PhD, TSTA (O), M.LST,
Facilitator, Consultant, Trainer
Professional Development Coach
Mandy's PhD research produced Meeting Intelligence = MQ
Visit www.meetingintelligence.global to find out more
MQ = Meeting Intelligence
In November 2018, Mandy submitted her PhD through the Centre for Research on Learning and Innovation at the University of Sydney, Australia. Her research over five years examined team meeting productivity by incorporating group memory, learning and knowledge building practices. MQ is the modern meeting process for elevating meeting performance.
Companies spend millions on meetings and measuring the return on investment has received little attention. Group memory, learning and knowledge building practices are critical assets for organisations that are often referred to as the intellectual capital.
The research project focused on the connections between rich meeting summaries produced at team meetings and knowledge building. Notational systems for representing epistemic objects, maintenance of group memory, team learning and meeting reflections were the components of the rich meeting summaries.
More meetings are happening in the workplace than ever before. Workplace teams worldwide are grappling with the complexities of implementing change. Meeting information gets lost or forgotten during and after meetings due to poor meeting and knowledge practices. Learning opportunities are missed during team meetings due to competing priorities, information overload, lack of shared attention and failure to actively identify and incorporate relevant learning sessions. Team members often have divergent mental models of meeting topics and ambiguous approaches to contributing to team learning.
Though an interpretivist research paradigm and qualitative research methodology this research sought to understand the real-world phenomena of knowledge practices, learning and group memory in team meetings. The research design was grounded in design-based research. The two qualitative data analysis methods applied were video ethnography and conversation analysis.
The study took the form of a developmental sequence from spontaneous to structured knowledge practices, team learning and group memory. An initial observational study of corporate team meetings was followed by the main research project of analysing six meetings with a senior leadership team in the telecommunication industry. The main study combined strategic planning, the knowledge practice of rich meeting summaries, micro-learning sessions, and meeting reflections in the meetings. A digital group memory was implemented as the central online repository to store all meeting artefacts and information accessible in real-time at meetings and in between meetings.
The learning scaffolds of the micro-learning sessions and meeting reflections were immediately applied in meeting practices. The micro-learning topics of meeting group agreements, recognition, change competence and the balance scorecardwere deliberately chosen for their role in leading change, improving meeting practices and professional development. The meeting reflexivity outcomes were continually applied to improving meeting performance and practices. Both learning activities were incorporated into the rich meeting summaries meeting knowledge practices for on-going improvements and deepening group memory.
The group memory phenomena of ‘looking back acts’ emerged. These phenomena were the catalyst to investigating group memory in depth and how it served the need to deal with uncertainty, provide confirmation and a sense of structure. The knowledge practice of rich meeting summaries deepened group memory. The meeting reflections contributed to group memory and improved meeting performance.
Fundamental to meeting group memory was the importance of recording and retrieving meeting information through a digital group memory and learning as critical components in advancing meeting performance and practices. This research shows that attention to group memory in team meetings improves learning and knowledge building and ultimately meeting productivity. This research resulted in nine design principles and intervention guidelines to improve meeting productivity with a strong emphasis on measuring meeting benefits, group memory, learning and knowledge building practices.
Keywords: group memory, team meetings, learning in meetings, meeting knowledge practices,
These links take you to the research centre and the university of Sydney along with Mandy’s LinkedIn Profile.
If you are interested to know more about Mandy’s research you can call her on +64273981744 or email firstname.lastname@example.org
Mandy's PhD articles: