This is a workshop technique that I use regularly but the 2 questions are so vital that I recommend that any meeting you have where you want to get others involved you should use a variation of the 2 focus questions. The WHAT question and the HOW question.

When you plan the session (you do plan your meetings right?) the order in which to ask yourself the questions is as follows:

What is the core problem here? and then

How would a solution make a difference once we have found one?

The first question is always discussed at meetings usually with a pile of negativity. There is almost no time to discuss the second question.

So here's what to do.

At the start of the meeting ask the questions IN REVERSE.

By asking people to focus on the the HOW: the difference a solution would make we are giving the meeting an objective - getting to a solution. Much more important we are taking time to consider how a positive outcome would make a difference to them.  Get some kind of response from everyone involved and you will get buy in to the usefulness of the meeting - everyone will know why there are there, what they need to accomplish and what's in it for them.  You would be amazed how many meetings go on for hours and the participants may be still trying to work out what the point of the meeting is. This way you will get them on board right at the start.

It is also useful because if there are any saboteurs in the meeting the first question will smoke them out. Those who can't see the point of the meeting or are opposed to the outcome will usually be drawn to say they can't see the meeting making any difference or maybe even making things worse.  Once a saboteur is unmasked (they may not even realise themselves how negative they are) it means that their reservations can be taken into account. If you don't know who the saboteurs you can waste hours with people who are hostile and will throw out possible solutions because they don't believe in the outcome anyway.

Once you have have got feedback from everyone about question 1, then and only then turn to asking the WHAT question: what is the real problem is here. Yes there will be negativity and sometimes blame cast on individuals but within the framework you have set about the purpose of the meeting and the power of a successful outcome. So you are then able to get on with analysing the problem then finding answers.

I have cast this very strongly in a problem solution mode. But the framework can be used for any kind of discussion whether there is a formal meeting or not. To get the best out of people they have to know why they are doing it and believe they can make a contribution.  So sort out that out right at the beginning. You don't need to chuck your saboteurs out - in effect you have neutralised them by uncovering them. They may even buy into everyone elses meeting objective and start to help. If they continue to be unhelpful and this disrupts it may be tactful to remind them that they haven't bought into the goals of the meeting so can they continue to make a contribution - better if they went off and did something more useful with their time.

If of course you can't agree any positive transformation from the meeting right at the start then you have saved yourself hours! This may seem very self conscious and analytical but as the meeting leader (and remember I used this first as a workshop/brainstorm facilitator) you have received the gift of others time and attentionso you owe it to them to make the most of what they have given you.