There are three key moments when Synthetron can facilitate your management process. At Synthetron we call this the management wave (see picture). Using Synthetron to get targeted feedback or input at these key points improves decisions and speeds up implementation.

Your Synthetron session will reflect your stage in the management wave:

• at the scoping stage it will focus on identifying the most critical issues as input for your planning
• before implementation, it will test the plan and gather the necessary feedback to avoid pitfalls
• during implementation the Synthetron debate can test alignment and identify ways to accelerate the process
  

Typically in any discussions the script alternates between:

• closed questions or polls to measure strength of feeling around an issue
• open questions to understand the drivers for this point of view

We have given examples of each type of question below.

1. Scope issues

Aim: Involve large groups to understand a situation or problem from their point of view.

For example:

• Understand organizational issues before they become problems
• Prepare for a conference by identifying participants’ key issues in advance
• Accelerate learning for new managers
• Understand what the real problems are and how to fix them
• Hold peer level policy discussions as input for board decisions

Typical questions:

• Closed: To what extent do you recognise problem X? Scale: not at all, a little, somewhat, quite a lot, very much
• Open: Thinking back to a successful example, what were the key factors and characteristics?

Outputs: Actionable intelligence on key issues, root causes, key success factors, possible solutions, levers and conditions for improvement.

2. Test

Aim: Test out propositions on target groups.

For example:

• Test robustness and understanding of a new strategy
• Build buy-in to new marketing approach among sales force by giving them a chance to influence
• Reduce market risk by getting key user feedback
• Find weak spots in alignment and what would need to change to remedy this

Typical questions:

• Closed: How comfortable are you with plan X?
• Open: What specifically needs to be done to ensure successful implementation?

Outputs: Feedback on propositions, measure of alignment, input to resolve bottlenecks, send clear message that top management is listening

3. Review

Aim: Consider progress according to change agents or project team. 

For example:

• Involve the extended project team in a review of progress so far
• Monitor the degree of alignment / resistance to change

Typical questions:

• Closed: How important do you think our change program is to you now?
• Open: What are the main bottlenecks regarding X?

Outputs: Bottom up perceptions of success, reasons to cooperate with / oppose change and how that might be different

4. Involve and engage

Aim: Involve key groups of employees; listen to their collaborative input and sense alignment. Participation in a Synthetron discussion will engage them and build a basis for commitment to the changes.

For example:

• Involve virtual teams (worldwide) in project management
• Listen to feedback from sales force and identify priorities
• Reduce resistance to engage by giving more employees/stakeholders an active role

Typical questions:

• Closed: How important do you think our change program is to you now?
• Open: What are the main bottlenecks regarding X?

Outputs: Bottom up perceptions of success, reasons to cooperate with / oppose change and how that might be different