In a world with an increased focus on efficiency and changeability, it is important to understand the value in effective meetings. Effective meetings require both a clear structure and clear objectives to ensure that participants reach productive decisions.
What is the Gamemaster Model?
The Gamemaster Model is a facilitation approach and method that can be enormously useful for framing and targeting effective meetings. A “gamemaster” manages and facilitates the meeting, framing and ensuring that all participants have a role to fill in the process.
The model is used to structure meetings by creating a contract around the topic, managing the conversation, allowing for “time outs” (we'll get into what they entail later) and concluding with a summary of the payoff for the meeting. So we are dealing with two levels and 3 steps in the gamemaster model.
- The process level: Here the participants talk about the conversation itself, its form and framework. You can see it a bit like the meta-part of the model - the conversation about the call.
This, then, is the level of innovation, transformation and creativity for the conversation. It must be decided how the meeting should be structured, conducted and framed - that is, how Should the meeting take place?
- The content level: Here the case itself and the professional topics that the meeting deals with are discussed. Here we take a sod deeper than meta-level. Here we are going to talk about the actual content of the meeting. At the same time, the purpose of the meeting must be taken into account in order to maintain efficiency - that is, where Shall we go with the meeting? However, efficiency is mostly ensured by thoroughly completing the process level first and then relating to the content level.
By distinguishing between these two levels, the gamemaster ensures that the meeting remains purposeful, efficient and structured, while participants can relate both to the content and the way the conversation unfolds.
Read more about effectiveness and constructive conversations: What is assertive communication and how is it used?
Contract: Setting goals and frameworks
At the first stage of the meeting, a contract is established. A contract should act as a kind of 'anchor' for the meeting. The contract must be a firm starting point for the conversation, so that it does not run off track or overcomplicate it. This contract is an agreement on:
- Topic of the meeting: What is the central theme and topic to be discussed? Is there a specific problem that needs to be solved?
- Objectives and Objectives of the Meeting: What do you want to achieve during the meeting?
- The framework for the meeting: How should the meeting be structured? What methods will be used to reach decisions and/or solve problems?
The gamemaster is in charge of ensuring that all participants agree to this contract before the meeting starts. It is difficult to maintain a common understanding of the meeting if not all parties become involved in the contract from the start. Therefore, make sure that everyone knows about the contract and is ready to follow it. This helps to create a common understanding of what the meeting should lead to and how it should proceed.
Read and learn more: Systemic leadership: Create holistic thinking in the DNA of the organization
Time out: Reflection and adjustment of the process
A bit like in football or other sports, the gamemaster can declare a time out during the meeting. This allows participants to take a break from the content discussion and reflect on the meeting process itself. We are now again at a meta level:
- Is the conversation on the right track? Are we moving in the desired direction?
- Should there be adjustments in the agenda or working style of the meeting? Are we being constructive and efficient right now?
- Do all participants have the opportunity to be heard? Is there a nice atmosphere for the meeting and does the contract work?
Read more: Psychological safety - Create a culture where people are comfortable contributing
The time out phase is about renegotiating the contract, if necessary, to ensure everyone remains engaged and focused on the goals of the meeting. This is where the process level comes into force, where a conversation is taken about the conversation itself.
Conclusion: Summary and Dividend
As the meeting draws to a close, it is the gamemaster's job to summarize the proceeds of the encounter. Sometimes meetings can be confusing or feel long, even if you comply with the contract and that your time-outs have given good reflections. A summary can therefore serve as a positive conclusion to the meeting. In a summing up, emphasis is placed on the things the meeting has concluded, decided, reassessed or points for continuation.
The focus will therefore be on how effective the meeting has actually been and what it has achieved. Of course, it must also be taken into account whether the meeting has come up with some pitfalls or has illuminated blind spots. In this way, problem-solving can be streamlined in the future, because the meeting has illuminated any challenges. In the closing phase, the meeting manager shall ensure:
- That all the agreements that were made are clear to the participants. A summary of what the meeting should contain and how it should take place.
- That there is agreement on who will be responsible for which tasks going forward. This is precisely important to promote continuous effectiveness after the meeting. Participants must also feel that their input during the meeting makes sense for their role going forward. In this way, collective responsibility is also created.
- That the meeting has met its objectives, which was stipulated in the contract. Anything else can seem demotivating in that the contract was therefore not respected. It is therefore important to highlight the things you have achieved.
A clear ending ensures that the meeting not only ends without conclusions, confuses or feels like an eternal repetition, but that there are clear decisions and that everyone agrees on the next step in the process.
Advantages of the Gamemaster Model
The gamemaster model is particularly effective because it integrates structure, flexibility and autonomy in a way that ensures meetings are both productive and engaging. Of course, these are all positive outcomes that come from using this particular model for meetings. In addition to the above, we have collected some very concrete advantages related to the implementation of the Gamemaster model:
- Structure and framework: The model ensures that the meeting has clear objectives and follows a predefined agenda. This creates clarity for both the gamemaster and the participants, allowing inputs and ideas to be processed along the way.
- Focus on process and content: By distinguishing between the level of process and content, participants can discuss both the substance of the case and the actual way the meeting proceeds. How and why. It will automatically feel more constructive to hold meetings because there is a constant eye on whether you are following the contract and the common framework that the meeting embraces. At the same time, this meeting structure also provides for an increased and more in-depth use of feedback.
Read more: Feedback & Dialogue
- Flexibility with time outs: The gamemaster can adjust the meeting process along the way to ensure attendees stay engaged and focused. It also gives participants a chance to shape the meetings so that they feel co-responsibility for the effectiveness. Time outs also help to give all participants in the meeting a break for reflection and room for reassessment.
Implementing the Gamemaster Model in your organization
If after reading the above section you think that the gamemaster model sounds like a brilliant option for you, read on here. We have tried to collect some things you can do to implement the gamemaster model in the best possible way in your organization.
Exercise does..?
Practice makes master. Therefore, you also need to be trained to use the principles of the model. If you are not the meeting manager yourself, you should also train other meeting leaders in the principles of the model so that they can act as gamemasters and create a clear framework for the meetings. It may seem artificial at first, but over time it will come more and more naturally as you turn to the approach.
Culture of structure
Create a culture where it is natural to reflect on the meeting process on a metaplane and at the same time also natural to take time outs when necessary. Such a culture does not change overnight and therefore it is important that you remain open to any skepticism of your employees. Resistance or negative approaches and questions may arise. You need to be ready to respond to them and act on them with reflection. Engage your employees with the benefits of the gamemaster model and be open to their input.
Evaluation, assessment and thought process
Evaluate meetings on an ongoing basis to ensure that contracts are respected and that clear decisions are made that are actually implemented. An implementation doesn't happen overnight either, and it doesn't go without saying that the full form of the gamemaster model is perfect for you. As a leader, you must assess what you as a team and meeting leader/participant benefit best from and how elements from the model can possibly be used to promote your meeting culture across the organization.
