Excerpts from Facilitaiton Training

Proprietary & confidential. © Decision Lens 2010

Excerpts from Facilitaiton Training

Spring 2012

Desired Outcomes - Training

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Understand what occurs in a meeting (and in group dynamics) in order to conduct effective meetings.

Apply fundamental facilitation skills to improve the effectiveness of Decision Lens meetings

Become proficient in facilitating stakeholders through developing and refining criteria: brainstorm, cluster, define, refine

Become proficient in facilitating stakeholders through establishing priorities in a pairwise comparison process

FACILITATION PERSPECTIVES

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Facilitation/Facilitator Definitions

What definition that resonates with you

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“Facilitation is the process of helping a group complete a task, solve a problem or come to agreement to the mutual satisfaction of participants… one good measure of good facilitation is that the group members feel they’ve done their work themselves” (Great Meetings, Great Results, 7).

“A facilitator is an individual who enables groups and organizations to work more effectively; to collaborate and achieve synergy. She or he is a ‘content-neutral’ party who by not taking sides or expressing or advocating a point of view during the meeting, can advocate for fair, open, and inclusive procedures to accomplish the group’s work” (Facilitator’s Guide to Participatory Decision-making, xv)

“A facilitated session is a highly structured meeting in which …the facilitator guides the participants through a series of predefined steps to arrive at a result that is created, understood, and accepted by all participants” (The Secrets of Facilitation, 23).

Facilitator Roles

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Service Role Expertise

Meeting Organizer Schedule and organize the logistics of a meeting

Understanding of space requirements, schedules, equipment, refreshments, room set-up

Unbiased Facilitator Objective/unbiased facilitation; setting aside existing knowledge to focus on group process

Assessment, meeting design, process expertise, facilitative behaviors and skills, group dynamics, conflict management, graphics, communication skills

Complex Process Designer

Design steps in a multiple meeting process involving a variety of stakeholders

Same as a facilitator, plus information gathering, stakeholder analysis

Consultant Use understanding of the subject matter to guide and support group decisions

Bringing knowledge about a preferred outcome (i.e. decision, idea)

Subject Matter Expert

Educate a group or advise them on specific knowledge

Specific and relevant expertise in an industry; understanding of leading practices

Which hats do you typically wear in a meeting?

Modified from Great Meetings, Great Results, p. 9

Greatest Fear

What is your greatest facilitation fear?

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Facilitator Role: Time Management

The group is running behind 30 minutes. The facilitator says:

“Just a time check. Let’s speed up the comments so that we can make sure we accomplish the objectives.”

Nothing. He/she doesn’t notice they are behind schedule.

“Just to jump in… We have a lot of rich discussion going on right now, and it is naturally beginning to replace what we plan to accomplish later. Is that OK with everyone?”

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Participant Role: Tangents

The group is 15 minutes into a 1 hour meeting. One of the subject matter experts begins to enlighten the rest of the group in extensive detail about one of his many areas of expertise. Many find it very interesting, but it is not on topic. As a participant, what do you do?

Nothing. It is the team leader’s meeting, so defer to her.

Say, “This is very interesting, but will it help us achieve our objectives? Just don’t want to rehash this in another meeting.”

Join in the conversation, and use the time to build relationships.

Other?

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Facilitator Role: Revisiting the Agenda

The group established objectives and the agenda at the beginning of the session. Half-way through the meeting they get off track because of another pressing issue relevant to the group but not related to the purposes of the meeting. Facilitator says:

Nothing, knowing that this is a pressing issue that the group needs to resolve.

“I’m noticing we are starting to focus on another extremely important issue outside the scope of our meeting. My job is to help us stay on task, so can we put that in the parking lot and revisit if there is time?”

“I’m noticing that we are starting to focus on another important issue that is not on the agenda. Is this something that the group would like to address now?”

9Paradigms

Participant Role: Agenda Setting

There is no stated purpose or agenda to the meeting. As the meeting begins, it is still not very clear what the intended outcomes are. As a contributor, what do you do?

Say Nothing, hoping that the purpose and outcomes of the meeting will become more clear.

Recognize this is not a great use of time, and turn to your laptop, tablet, or smart phone. Or all three.

Ask what the end goal of the meeting is. In other words, why do we need to talk about …?

State what you hope to get out of the meeting, and ask if that is consistent with the rest of the group.

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Participant Role: Follow up

There is seven minutes left in the meeting and you know that several have “hard stops” at the hour, including you. The success of your job depends on people taking specific actions as a follow up What do you do?

Say Nothing. Not your responsibility. Just plan to email the others later.

Ask the meeting leader: So what actions do we need to take?

Call out those you are dependent on for action: “Debbie, will you do this for me?”

Insert yourself and state, “This has been productive. Since I have to leave, I just want you to know that I plan to do the following…”

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Facilitation Perspectives

Energy Levels

Stages of Group Development

Divergence vs. Convergence

Group-Oriented vs. Self-Oriented Behaviors

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Managing Energy

Energy is defined as the level of engagement and attention of participants in a meeting. The trick is to keep things interesting!

13PerspectivesMeeting Duration

Low

Col

lect

ive

Ene

rgy

A Full-day Facilitated Session

10:00 amBreak

Lunch Break 3:00 pmBreak

8:30am 5:00 pm

High

Attention Activities More frequent breaks

Small-group participation

Multiple Presentation Styles

ForeshadowingVisuals

Group Discussion

Writing

Music

Facilitation Perspectives

1. Forming

2. Storming

3. Norming

4. Performing

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Convergence and Divergence: Part 1

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Perceived Discussion of Ideas

= expressed idea

Decision

Stakeholder 1

Stakeholder 2

Stakeholder 3

Adapted from Sam Kaner, “Facilitator’s Guide to Participatory Decision-Making.”

Convergence and Divergence: Part 2

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Actual Portrayal of Group Decision-making

= expressed idea

DecisionGroup

Divergence Convergence

GROAN ZONE

Adapted from Sam Kaner, “Facilitator’s Guide to Participatory Decision-Making.”

Group Oriented vs. Self-Oriented Behaviors

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Types Defined Examples

Task Oriented (Other) Any Behavior that promotes the accomplishment of a task.

Initiates ideas Seeks or provides information Summarizes data Clarifies problems Questions assumptions Tests decision making readiness

Relationship Oriented Behavior (Other)

Any behavior that promotes group cohesion.

Checks on feeling level of group Offers encouragement Promotes inclusion Resolves conflicts Is friendly Gives positive feedback

Self-Oriented Behavior Any behavior that diverts the energy of the group, damages group cohesion or group effectiveness.

Arrives late or leaves early Dampens energy of the group Interprets others’ remarks Holds side conversations Withholds needed information Dominates air time Puts down efforts of others “yes, buts” ideas Ignores group process Refuses to participate

“Great Meetings, Great Results”, p. 27.

Facilitator Roles

Within your environment, what do you see as your role with respect to facilitation?

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FUNDAMENTALS

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Fundamental Skills

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Preparation Setting the Stage

Moving to Consensus

Designing an effective meeting

Outlining the Purpose

Establishing the Agenda

Tracking against the agenda

Identifying Ground Rules

Using a Parking Lot

Wearing Different Hats

Engaging Participants

Mirroring, Tracking, & Summarizing

Thinking on Your Feet

Building Consensus

Fundamental Skills

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Establishing purpose/agenda and tracking against it



Designing an effective meeting

Outlining the Meeting Purpose

Succinctly outline why you are all thereProvide ContextAnswer the “so what” questionCreate a stake in the game

22Fundamentals


Moving to Consensus

Outlining the Purpose: Activity

Activity: Below are examples of purpose statements. Give a purpose statement for a recent or future meeting.Example Purpose Statements:

“The board and staff will refine the criteria developed by the core team that will be used to prioritize IT assets.”

“The facilities planning committee will identify the data required for evaluating facilities and, if no data is available, modify the criteria/projects accordingly.”

“The Human Resources Director and staff will develop initial 360 evaluation competencies for the HR senior manager position.”

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Moving to Consensus

Setting an Agenda

Review the agenda; instill ownership (e.g., this is “their” agenda)Constantly and visibly track progress against the agenda (use a parking lot as necessary)Review, Preview, Big View

24Fundamentals


Moving to Consensus

Setting an Agenda: Activity

Activity: Pick a point on the agenda. Turn to the person next to you and explain how you might review, preview, and provide the big view for the agenda.

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Time Topic9:00 Introductions, Purpose, and Ground Rules

9:15 Refine Criteria (developed in core team meeting)

10:30 Conduct Pairwise Comparison on criteria

12:00 Lunch

12:30 Review/Refine Rating Scales (developed by core team members)

1:30 Begin Evaluation of Alternatives

Fundamentals


Moving to Consensus


Prepare a few simple questions ahead of timeCreate good starting questions using image building phrases (“Think about…,” “Imagine…,” “If…,” and “Consider…,”)Make it easy for group members to contribute (writing, breakout groups, explain the need for participation, etc.)

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Moving to Consensus


Repeat back what was said (e.g., “So if I hear you …” or “So your saying…”)Don’t try to change the meaning; establish understanding, then build from thereTracking/Prioritizing Conversations (e.g., “We have a couple of different thoughts here…”)Summarizing and moving in one direction (e.g.,“So Bill has said X, and Jane has said Y… does it make sense to…”)

27Fundamentals


Moving to Consensus

Thinking On Your Feet

Stay poised under pressure – preparation helps!Focus on good reacting questions; guide the group’s flow by asking, not tellingFloat ideas to the group (e.g., “Have you thought about…?”)Peel the Onion Technique (Continue to ask “why…” to uncover rationale) Avoid dwelling on or generating unneeded discussion; summarize and move on

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Moving to Consensus

Building Consensus

Define consensus at the beginningOutline what we will ask at the end: Can I live with the decision made here today? Can I refrain from behaving or speaking negatively to others

about the decision? Can I readily support the decision and devote the resources

necessary to make the decision successful?

A 70% solution is usually better than no solution.

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Moving to Consensus

BACK UP SLIDES

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Facilitator Role: Side Conversations

The group is 15 minutes into the meeting. To enhance the productivity of the group, they established a ground rule that there would be no side conversations. However, due to a controversial topic, a couple of participants begin to offer their opinions to each other quietly. Facilitator says:

Nothing at this point. If it gets worse, he/she will intervene, but knows the group is going through a storming phase and wants to let them work it out. Besides, the two involved in the side conversation are the CEO and CFO.

(Addressing those inside conversations): “If you wouldn’t mind, I’m trying to hear what the others are saying. Could you keep the ground rules so that we can stay on task?

“I’ve noticed there are side conversations going on, which is something we talked about at the beginning. Is that OK with everyone?

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Facilitator Role: The Whiner

Things are running smoothly and the group is performing well, except for one junior member of the group. He begins to voice his skepticism of the process, and then disagreement. He folds his arms and continues to suggest another process would be better. Facilitator says…

Nothing. She/he just ignores him because he is a junior member of the group and not really going to impact the decision-making process.

“So what you’re saying is…(express the concern). That must be frustrating because… (express the emotion). Is the issue that…? Do you have a solution you would recommend?”

“Thank you for your comments. I understand your concerns and wonder if we can take them off-line to discuss in more detail without detracting from the group’s decision-making process.”

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Excerpts from Facilitaiton Training

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