We started with our General Manager Peter Komornik sharing relevant business context and data for our leadership team to consider. He closed by sharing three proposals for how our business strategy could evolve. Our goal for the meeting was to decide which of the three routes to take.
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To start the process, Peter ran a confidence vote to understand our current position.
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To make an informed decision, we split in two to explore option three further. Each group was to wear a different ‘hat’, with one side putting forward the argument to go with this option and the other against it.
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To keep it balanced, you have to argue for the opposing side to what you believe, e.g. the person voting one would argue for the proposal.
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Each group had a facilitator to ensure that everyone in the group had the chance to contribute and share their perspective.
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Enabling holistic decision-making
- View Highlight
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(highlight:: After 90 minutes, we came back together. To decide who went first, we ran a multiple choice poll. In these meetings, we always hide the poll results while the votes are coming in to prevent influencing the vote and keep the results democratic.

Each side had seven minutes to present their key arguments plus seven minutes for questions. Both groups opted to have one speaker present with the key arguments summarized on a slide.)
- View Highlight
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With all the arguments put forward, it was time to make a decision. To establish a benchmark, we ran exactly the same poll. The poll gave us something consistent to look at and feel the impact of our discussions.
- View Highlight
-

(highlight:: We like to practice the ‘Disagree and Commit’ concept. This is a principle where you ensure that everyone has space to express their opinion but once a decision has been made, everyone gets behind it wholeheartedly.
We asked the person who chose option one to share their opinion and then proceeded to plan for option two. While the outcome wasn’t as originally anticipated, Peter summarized a proposal based on all the inputs from our discussions.)
- View Highlight
-

To wrap up the day, we ran one final poll to understand the confidence of the team with that proposal.
- View Highlight
-

We started with our General Manager Peter Komornik sharing relevant business context and data for our leadership team to consider. He closed by sharing three proposals for how our business strategy could evolve. Our goal for the meeting was to decide which of the three routes to take.
- View Highlight
-

To start the process, Peter ran a confidence vote to understand our current position.
- View Highlight
-

To make an informed decision, we split in two to explore option three further. Each group was to wear a different ‘hat’, with one side putting forward the argument to go with this option and the other against it.
- View Highlight
-

To keep it balanced, you have to argue for the opposing side to what you believe, e.g. the person voting one would argue for the proposal.
- View Highlight
-

Each group had a facilitator to ensure that everyone in the group had the chance to contribute and share their perspective.
- View Highlight
-

Enabling holistic decision-making
- View Highlight
-

(highlight:: After 90 minutes, we came back together. To decide who went first, we ran a multiple choice poll. In these meetings, we always hide the poll results while the votes are coming in to prevent influencing the vote and keep the results democratic.

Each side had seven minutes to present their key arguments plus seven minutes for questions. Both groups opted to have one speaker present with the key arguments summarized on a slide.)
- View Highlight
-

With all the arguments put forward, it was time to make a decision. To establish a benchmark, we ran exactly the same poll. The poll gave us something consistent to look at and feel the impact of our discussions.
- View Highlight
-

(highlight:: We like to practice the ‘Disagree and Commit’ concept. This is a principle where you ensure that everyone has space to express their opinion but once a decision has been made, everyone gets behind it wholeheartedly.
We asked the person who chose option one to share their opinion and then proceeded to plan for option two. While the outcome wasn’t as originally anticipated, Peter summarized a proposal based on all the inputs from our discussions.)
- View Highlight
-

To wrap up the day, we ran one final poll to understand the confidence of the team with that proposal.
- View Highlight
-