2-03 Session slides
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Transcript of 2-03 Session slides
Meetings and facilitation skills
Insert name of presenter
Some facts about meetings…
• CEOs – 17 hours per week• Senior managers – 23 hours per week• Middle managers – 11 hours per week
• Senior and middle managers say only 56% of meetings are productive
Wharton Centre for Applied Research
Aims of session
• To improve your skills for facilitating, chairing and attending meetings.
• To explore some principles of working with large and small groups.
• To learn some skills, tools and techniques for a more creative approach to solving problems
Some problems to solve…
Some solutions
identified…
Some new ideas
to take away…
Some techniques to test…
How we’ll do it…
Problem 1
• When, where, how and why to use icebreaker exercises effectively
Technique 1• Progressive charting
Progressive charting - method
1. ‘A’ tables - When would you use an ice breaker?‘B’ tables - What are the potential benefits of
using ice breakers?‘C’ tables - What are the worst things about
ice breakers?2. Take your pen with you…and move on.
A to B, B to C, C to A. Add new ideas to the list.
3. Then move on again.
Feedback
• Feedback on icebreakers– Each group to pick three IMPORTANT
things from the finished charts
• Feedback on progressive charting– Each group describe one situation where
you WOULD use that technique and one where you would NOT.
Problem 2
• Setting the ground rules for teams and groups to work together effectively
Technique 2
• Idea collection– Using post-it notes– Using the flip chart
Idea collection - method
1. Identify a facilitator 2. In pairs – discuss what you need to
feel safe and productive in this group– ‘A’ groups – put each issue on a separate
post it– ‘B’ groups – write the ideas on a flipchart
3. The facilitator gathers these comments to compile a final flip chart with the agreed ‘group contract’
Feedback
Three minutes to give me:
• One sentence on the problem (what have you learned about ice breakers)
• One sentence on the technique (what have you learned about idea collection – either method)
Slight pause for thought…
Let’s think about being a bit more creative….
Scores in NASA creativity test
Age No. tested % “highly creative”
5 1600
Scores in NASA creativity test
Age No. tested % “highly creative”
5 1600 98
Scores in NASA creativity test
Age No. tested % “highly creative”
5 1600 98
10 same group
Scores in NASA creativity test
Age No. tested % “highly creative”
5 1600 98
10 same group 30
Scores in NASA creativity test
Age No. tested % “highly creative”
5 1600 98
10 same group 30
15 same group
Scores in NASA creativity test
Age No. tested % “highly creative”
5 1600 98
10 same group 30
15 same group 12
Scores in NASA creativity test
Age No. tested % “highly creative”
5 1600 98
10 same group 30
15 same group 12
>25 200,000
Scores in NASA creativity test
Age No. tested % “highly creative”
5 1600 98
10 same group 30
15 same group 12
>25 200,000 2
Self-Organizing SystemsdeBono’s River & Topology Analogy for Thinking
Streams of thinking Valleys
Three principles behind all tools of DirectedCreativity
Attention Escape Movement
Paul Plesk
Creative Problem Solving…
1 Mess finding
2 Data finding
3 Problem finding
4 Idea finding
5 Solution finding
6 Acceptance finding
We need both divergent and convergent thinking…
Brainstorming
• Principles– Defer judgement– Quantity breeds quality
• Rules of brainstorming– Criticism is ruled out– Freewheeling is recommended– Quantity is wanted– Combine and improve (hitchhike)
Rules for all divergent thinking!
Problem 3
• Contributing effectively to meetings
Technique 3
• Reverse brainstorming (divergent thinking)
Reverse brainstorming - method
• Use the principles and rules of brainstorming to address this problem:
You are have been invited to attend a Process Mapping event
What could you do during the meeting to ensure that other members of the group are as unwilling as possible
to participate in the session?
Brainstorming
• Principles– Defer judgement– Quantity breeds quality
• Rules of brainstorming– Criticism is ruled out– Freewheeling is recommended– Quantity is wanted– Combine and improve (hitchhike)
Rules for all divergent thinking!
…and now…convergent thinking! (Technique 4 – Top three)
• Look at all of the ideas you have generated in the reverse brainstorm
• Pick the three that you think will have the most impact on making the meeting really bad
• Turn these around into practical suggestions to make your contributions to meetings more effective
Feedback
• What was the best thing about that exercise?
• How will you apply that to your work?
• What was the worst thing?
• How can you learn from this/avoid it when working with groups?
Problem 4
• Leading meetings effectively
Technique 5
• Picture provocations (divergent thinking)
Picture provocations - method
• Look at the selection of pictures you have in front of you
• Remember the principles and rules for divergent thinking… and get out of the mental valleys
• Use the pictures to provoke ideas about the skills, talents, style, approaches, techniques that make for effective leadership of meetings
Brainstorming
• Principles– Defer judgement– Quantity breeds quality
• Rules of brainstorming– Criticism is ruled out– Freewheeling is recommended– Quantity is wanted– Combine and improve (hitchhike)
Rules for all divergent thinking!
Technique 6
• Coloured dots(convergent thinking)
Coloured dots - method
• Take five dots each (any colour)
• Walk around the flipcharts and award your dots to your favourite ideas (ie those you are most likely to use)
• You may award between one and five dots to any idea, but use up all five dots
Feedback
• On leading teams… which idea has the highest number of votes on your chart?
• On Picture Provocations and Coloured Dots… when could you use these techniques?
Variations on coloured dots…
• All doctors have one colour, nurses another, managers another etc
• Only one vote per idea
• One colour for a positive vote, one for a negative
…and so on
Planning and preparation
Planning checklist
Who are the stakeholders in the design of the meeting?
What do they want out of the session? What is the profile of the group? Are you sharing the facilitation? Who with? Time available? Venue details Who is recording? Action points and success criteria What tools will you need?
Top Tips forTools of the trade
• Flip chart paper (and stand!!)
• Flip chart pens (different colours)
• Felt pens (for writing on to post – its)
• Post – its (different sizes and colours)
• Coloured dots• Blu Tack
• Time – things always take longer than you think !!!!!
• Process Tools• What else?
Managing a session
• You’re running out of time?• Unclear objectives?• People aren’t listening?• Domination by one person?• Someone not contributing?• You’ve forgotten where you
are and what comes next!
CYNICS?• Be open to what
everyone says• ACCEPT IT – there is
probably a good reason for their views
• Build the bridge
FACILITATOR’S ASSUMPTION:People are doing the best they can
with the experience, resources and tools they have
And finally – always be prepared for the unexpected!