Facilitating and Managing Meetings

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Facilitation - 1 © Minder Chen, Facilitating and Managing Meetings Minder Chen Associate Professor of MIS California State University Channel Islands [email protected]

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Facilitating and Managing Meetings. Minder Chen Associate Professor of MIS California State University Channel Islands [email protected]. Outline. http://www.businessweek.com/articles/2012-06-07/startups-war-on-meetings. Manage meetings What is facilitation - PowerPoint PPT Presentation

Transcript of Facilitating and Managing Meetings

Page 1: Facilitating and Managing Meetings

Facilitation - 1 © Minder Chen, 2012

Facilitating and Managing Meetings

Minder Chen

Associate Professor of MIS

California State University Channel Islands

[email protected]

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Facilitation - 2 © Minder Chen, 2012

Outline

• Manage meetings

• What is facilitation

• Creative problem solving process

http://www.businessweek.com/articles/2012-06-07/startups-war-on-meetings

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Why Meeting?

• Down with the meeting?

• “This ignores one of the most important reasons for having meetings. People are bad at communicating in just one form (e.g. written or verbal). Communication involves what we say, our body language, and how we say things with tone and emphasis on words. You lose a lot of that when you limit team communication to just written notes or institute artificial time limits. A meeting should go as long as it needs to in order to get the work done, and people should not be afraid of personal face to face interaction.”

• Status meeting should be emilimtated. http://postfrenzy.com/

• Meetings are only for really important matters that need a full discussion.

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Characteristics of Negative Meetings

• 83% -- Drifting off the subject

• 77% -- Poor preparation

• 74% -- Questionable effectiveness

• 68% -- Lack of listening

• 62% -- Verbosity of participants (keep talkinh)

• 60% -- Length

• 51% -- Lack of participation

From “Achieving Effective Meetings – Not Easy But Possible”

by Bradford D. Smart in a survey of 635 executives.

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What Are People Looking for in Effective Meetings

• 88% -- allow all attendees to participate

• 66% -- define a meeting’s purpose

• 62% -- address each item on the agenda

• 59% -- assign follow up action

• 47% -- record discussion

• 46% -- invite only essential personnel

• 36% -- write an agenda with time frames

Source: GM Consultants, Pittsburgh, 1993

Sample Meeting: http://v.youku.com/v_show/id_XMzk1NDIzMjQw.html

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Meeting Types and Purposes

• Briefing meetings: Inform

• Consultation meetings: Consult

• Planning meetings: Develop plans

• Review and Evaluation meetings (Status Meeting)

• Business meetings– Make decisions or reach consensus

– Create understanding

• Working meetings: – Develop ideas

– Solve problems

• Team formation meetings: – Encourage enthusiasm and initiative

– Provide a sense of direction

– Create a common purpose

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Making Decisions in a Meeting

• https://processarts.wikispaces.com/Kaner

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Effective Meetings

• They achieve the meeting's objective.

• They take up a minimum amount of time.

• They leave participants feeling that a sensible process has been followed.Source: http://www.mindtools.com/CommSkll/RunningMeetings.htm

“Successful meetings don’t just happen; they’re planned and managed.”

http://www.andyeklund.com/creativestreak/2010/03/seven-different-types-of-meetings-.html

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OARR: Clarify Roles and Rules

Outcome (Objectives)

Roles Rules

Agenda

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Visual Template

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Meeting Objectives

• Do you want a decision?

• Do you want to generate ideas?

• Are you getting status reports?

• Are you communicating something?

• Are you making plans?

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SMART Objectives

How to define objectives

•S: Specific

•M: Measurable

•A: Attainable

•R: Realistic

•T: Time-bound

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Outcomes

• Task outcomes: an action plan, a solution, a decision, an informed group

• Process outcomes: a cooperative attitude, commitment, motivated team members

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Prepare Agenda

• To prepare an agenda, consider the following factors:– Priorities – what absolutely must be covered?

– Results – what do need to accomplish at the meeting?

– Participants – who needs to attend the meeting for it to be successful?

– Sequence – in what order will you cover the topics?

– Timing – how much time will spend on each topic?

– Date and Time – when will the meeting take place?

– Place – where will the meeting take place?

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Meeting Agenda 

Meeting Agenda 

Date: Time: Duration: Place: Chair/Facilitator: Meeting Purpose: Participants:  

 Topic/Item Activity Type Time allocated Topic Leader Objective

1.        

2.        

3.        

4.        

5.        

6.        

7.        

8.        

Adapted from http://www.mindtools.com/pages/article/worksheets/AgendaTemplate.pdf

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Various Roles in Facilitated Meetings

Source: Adapted from http://www.grove.com/wkshp/wkshp.html

AgendaOutcomes

Roles

Participants

FacilitatorRules

Scribe(Technographer)

Public displays served as group or organizational memory

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Participants of Meetings

• Essential: People who… – Have relevant information or expertise

– Will make the final decision

– Are affected by or will carry out a decision

– Might significantly prevent or interfere with the implementation of a decision

• Optional: – Individuals with higher functional responsibility

– People with a general interest in the meeting information or outcomes

– Staff or support members who will be indirectly affected by the outcome

– People with similar problems or work situations

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Ground Rules • Ground rules are guidelines for desired behaviors that enhance the

process of the meeting and assist in accomplishing its purpose (task).

• They are standards that help clarify expectations regarding participation and can be used to address counterproductive behavior.

• Some example ground rules are: - Listen to the person who is talking

- One person talks at a time, without interruption

- Stay on track

- No side conversations

- Be creative

- Communicate directly, honestly, and respectfully

- Hold questions until a person has finished speaking

- Limit contributions to five minutes

• It is a good idea to ask a group to suggest changes or additions to add to an initial listing of ground rules.

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Facilitating the Meeting• At the end of each agenda item, quickly summarize what was

said, and ask people to confirm that that's a fair summary.

• Note items that require further discussion (open issues at parking lot).

• Watch body language and make adjustments as necessary. Maybe you need a break. (Flexibility)

• If certain people are dominating the conversation you may need to stop them, make a point of asking others for their ideas. (Full participation by everyone)

• Ensure the meeting stays on topic. (Focus )

• List all tasks that are generated at the meeting. Make a note of who is assigned to do what, and by when. (Follow up Actionable Items)

• At the close of the meeting, quickly summarize next steps and inform everyone that you will be sending out a meeting summary/minutes.

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Managing Meetings as a Problem-Solving Process

A meetingAgenda

Agenda item 1

Agenda Item 2

Agenda Item 3

A problem solving process

Problem-solving activity or task 1

Problem-solving activity or task 2

Problem-solving activity or task 3

Meeting Roles • Facilitator: Design, set up, and monitor the meeting • Participant: Participate in a meeting

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Creative Problem-Solving Process and TeamSpirit

Share informationDiscussion forumMulti-Aspect brainstormingBrainstorming

Idea consolidation

Rate alternativeRank alternativesSelect alternatives Multicriteria evaluation

Idea generation

Idea Organization

IdeaEvaluation

TeamSpirit ToolkitCreative Problem Solving Process

TeamSpirit is a Web-based group decision support system / creative group problem solving system. Every user can create and facilitate meetings.

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Divergent and Convergent Thinking

http://keyholesoftware.wordpress.com/2011/12/20/setting-the-stage-for-the-agile-retrospective-organizational-culture-of-collaboration-and-feedback-the-facilitator-and-creating-a-safe-environment/

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Diverge vs. Converge

Source: Gerard J. Puccio, etc., Creative Leadership: Skills That Drive Change, 2010, Sage Publication.

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Benefits of Defer Judgment

Source: Gerard J. Puccio, etc., Creative Leadership: Skills That Drive Change, 2010, Sage Publication.

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Learning Style Inventory (Kolb)

Source: http://www.primarygoals.org/models/learning-styles/ http://www.banffcentre.ca/leadership/assessment_tools/kolb/ and http://www.primarygoals.org/articles/individual-and-organizational-learning/

How we do things

Ho

w w

e thin

k abo

ut

thin

gs

Feeling

Watching

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Mind and Hand

• MIT's motto is "Mens et Manus," which translates from the Latin to "Mind and Hand." 

http://www.mensetmanus.net/mit-motto/motto.shtml

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David Kolb’s Learning Styles

Learning style Characteristic DescriptionConverger Abstract

conceptualization + active experimentation

• strong in practical application of ideas• can focus on hypo-deductive reasoning on

specific problems• unemotional• has narrow interests

Diverger Concrete experience + reflective observation

• strong in imaginative ability• good at generating ideas and seeing things

from different perspectives• interested in people• broad cultural interests

Assimilator Abstract conceptualization + reflective observation

• strong ability to create theoretical models• excels in inductive reasoning• concerned with abstract concepts rather than

people

Accommodator Concrete experience + active experimentation

• greatest strength is doing things• more of a risk taker• performs well when required to react to

immediate circumstances• solves problems intuitively

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Problem-Solving Life Cycle Idea generation

Idea Organization

Idea Evaluation

Gen

eric

Pro

ble

m S

olv

ing

Pro

cess

Identify problems or opportunities

Create/design solutions or systems

Implement solutions or systems

Idea generation

Idea Organization

Idea Evaluation

Idea generation

Idea Organization

Idea Evaluation

Problem-Solving Life Cycle

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Universal Aspects of Processes

• All processes are reconciliation of the tension between the “top line” freedoms of our visions and “bottom-line” constraints of current realities.

• All processes move through stages, with periods of crisis and periods of progress.

• All highly evolved Processes rely on simpler, repeating processes.

• All processes move through periods of unpredictability (Garbage can model-freedoms-creativity) and periods of predictability (realities).

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http://www.idea-sandbox.com/destination/2007/10/osborn-creative-problem-solving-process/

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CPS: Creative Problem Solving

Process Stage Steps

Explore the Challenge

Objective Finding (identify the goal, wish, or challenge)

Fact Finding (gather the relevant data)

Problem/Opportunity Finding (clarify the problems/opportunities to be solved/ exploited in order to achieve the goal)

Generate Ideas

Idea Finding (generate ideas to solve the identified problem)

Prepare for Action

Solution Finding (move from idea to implementable solution)

Acceptance Finding (plan for action)

http://en.wikipedia.org/wiki/Creative_Problem_Solving_Process

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CPS v3.0

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Teamwork Classifications

Same Time

Same Time

Different Time

Different Time

Multi-media presentation systems Key-pad based voting tools Facilitated meetings using a PC Networked PCs based GDSS

Project/team roomsShared offices

Screen sharing Audio/video conferencingWeb-based desktop conferencing (Skype)Instant messaging

E-mail Shared document database Group authoring tools Discussion forum

DifferentPlace

DifferentPlace

SamePlace

SamePlace

TeamSpirits

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Orientating to Facilitation

• What is facilitation?

• When is facilitation needed?

• What’s the biggest challenge in facilitation?

• Understanding process in action.

* Source: "An Orientation to Facilitation - Fundamental Principles" from The Grove Consultants International, 1994.

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Facilitation is the Art of Leading Peoplethrough Processes toward agreed-on objectives in a manner that encourages Participation, Ownership, and Productivityfrom all Involved.

Definition of Facilitation

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What is Facilitation?

• Groups need guidance

• Poor processes are costly

• Facilitation is process leadership

• Facilitation is key part of management

• You don't need authority to facilitate

Facilitation is the Art of Leading Group Processes

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What is Facilitation?

• Facilitators will work to help achieve the group’s desired outcomes, not their own.

• Facilitator's leadership will be focused on making process suggestions and following the agenda, while usually staying away from content-related positions.

• Facilitators will mediate any disagreements over how to proceed in a consensus-oriented manner.

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Handling Group Dynamics

• Understand and handle group dysfunction

• Build group identify

• Get the right people

• Prevent scope creep

• Stay flexible

• When should the facilitator interrupt

• Start on time

• Handle conflict

• Chill the dominator

• Encourage shy users

• Stifle the sidebar conversation

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Ground Rules of Facilitation

• The facilitator leads each session;

• The facilitator calls for suggestions from the participants;

• No criticism (of anyone's suggestion) by anyone is allowed; and

• All suggestions should be recorded on the board (even the crazy ones).

• http://cec.vcn.bc.ca/cmp/modules/brn-sto.htm

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In Successful Facilitation ...

• Everyone takes responsibility for outcomes.

• Participants feel safe.

• Everyone participates.

• Meetings and processes generate momentum and results.

• People enjoy the process.

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Understand the Challenge

• Framing problems

• Constructing opportunities

• Exploring data

“A problem well stated/defined/framed is a problem half solved.” --Charles F. Kettering

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Your job is to imagine the

flip side of the problem.

Reframe Problem as an Opportunity

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Two sets of competing expectations vie for a group’s attention. At first they seem contradictory. But the tensions and efforts to resolve them are actually a key source of creativity in a group.

Process/Relationship

Oriented

Work/Task

Oriented

Past/Historically

Oriented

Future/Change Oriented

Different Perspectives and Expectations

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The Biggest Challenge in Facilitation

• Facilitation requires understanding competing points of view.

• Backward- and forward- looking orientations.

• Memory “Freeze Frames” past experience for historic reference.

• Expectations for change are sparked by visions of the future.

• Task and relationship expectations mediate this tension in the here and now.

• Work-oriented perspectives focus on concrete results.

• Relationship-oriented expectations flow from feelings about the process Go with the flow

• Facilitation is a performance art.

Balancing Different Expectation

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Establish Ground Rules for Known Problems

• Dominators: People who talk too much

• Attackers: People who get personal

• Taskmasters: People who get impatient

• Contrarians: People who argue with anything you propose

• Drifters: People who come in and out

• Detailers: People who don’t want the process to be effective

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Understanding and Dealing with Problem Behaviors

• Silent Members: Could be an introvert. Did you give him or her enough information during the meeting to allow reflection? Be cautious, but try asking, “Joe, what are your thoughts on this question?”

• Challengers: Consistently challenges the presenter’s ideas and opinions. Acknowledge that the Challenger’s ideas or opinion have merit and say, “I will need to think about the effect that has on my thinking,” or ask the group what they think about the idea/opinion expressed.

• Out in Left Field: May be confused or misinformed. Be patient. Listen and rephrase. Compliment their asking questions. Get others to help you understand.

• Complainers: Defer to the group. Ask, “How are other people feeling about this?”

• Dominators: Talks often. Ask the rest of the group, “What does anyone else think about this point?” or “Who else has some ideas?” Redirect your body language in another direction.

• Long-Winded Members: Talks long. Wait a minute for a pause, however brief, and interrupt, saying, “Could you summarize your idea in a few words so I can write it down?” Celebrate diversity.

• Side Conversations. Talks to someone else at length. If possible, you can move to where they are. Try, “What are your thoughts on the point just raised?” or “Are we missing out on something important?”

• Side-Trackers: Brings up issues that appear not to relate. Try, “I’m not clear how that fits in with what we are discussing. Can you help me?” Get others to help you understand. The Side Tracker’s issues can be placed in a “Parking Lot.” (Open Issues)

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Probing Questions to Clarify Participants’ Thinking

What to do: What to say:

Gently ask about others conclusions.

- What leads you to conclude that?- What causes you to say that?

Use non-aggressive language. Avoid provoking defensiveness.

- What do you mean?- Can you help me understand your thinking here?

Find out as much as you can about why others said what they said.

 - What is your reason for thinking that?

 Ask for examples. - How would your idea affect…- Can you give me a typical example?

 Test understanding. - Am I correct that you’re saying…- Can I check to make sure we’re all understanding this the same way?

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Six Hats Thinking

Source: http://pictureshdd.blogspot.com/2011/10/watch-six-thinking-hats-2011-on-youtube.html

https://www.youtube.com/watch?v=e20lpMyXFj4&feature=related

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Six Thinking Hats

• Information/Objective: (White) - considering purely what information is available, what are the facts?

• Creativity (Green) - statements of provocation and investigation, seeing where a thought goes

• Optimistic/positive response (Yellow) - logic applied to identifying benefits, seeking harmony

• Emotions/intuitive (Red) - intuitive or instinctive gut reactions or statements of emotional feeling without any justification

• Discernment/negative (Black) - logic applied to identifying reasons to be cautious and conservative

• Process/Meta thinking (Blue)

http://en.wikipedia.org/wiki/Six_Thinking_Hats

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Dealing with Emotion

• Feelings: Accept, acknowledge, and process feelings in an organized way so the group can move on to facts.

• Facts: Objectively generate and develop facts so the group can use them to identify and analyze problems.

• Solutions: Have the group generate potential solutions, select one of them, and make decisions about implementing and evaluating it.

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Graphic Facilitation

http://www.youtube.com/watch?feature=player_embedded&v=iRL8ZxBhCa0

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Visual Thinking

http://www.futurefactor.dk/media/catalog/product/cache/2/image/9df78eab33525d08d6e5fb8d27136e95/g/a/gameplan_uk.jpg

http://www.cupahrregions.org/midwest/strategic.asp

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http://www.cupahrregions.org/midwest/strategic.asp

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Drawing

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Processes Needing Facilitation

• Communication Processes

• Team building processes

• Planning processes

• Decision processes

• Production processes

• Improvement Processes

• Transformation Processes

• Product design Process

• Information systems development process: Planning, Analysis, Design, & Testing

• Business process design process

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Initiate & Maintain an Open & Collaborative Climate

• Initiate and maintain an open and collaborative climate

• Present issues so the focus is on the situation, not on behaviors.

• Present issues so that they encompass common interests.

• Share your knowledge of the relevant facts regarding topics or issues.

• Resist the temptation to immediately influence the thinking of the group.

• Encourage contributions by asking questions and by inviting, reinforcing, and safeguarding participation.

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Facilitating Collaborative Participation

• Gate opening: Inviting a group member to contribute ideas or thoughts on the subject being discussed.

• Restating opinions: Making sure that everyone understands the opinions that have been expressed.

• Safeguarding an idea: Protecting an idea from being prematurely killed.

• Role splitting: When a primary facilitator moves back and forth between functioning as a facilitator and as a contributing member of the group.

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Types of Problems You Might Face

• Competing goals

• Resource allocation issues

• Different values

• Different skills and interests

• Different language and culture

• Customer/supplier conflicts

• Varying perception about roles

• Technical conflicts

• Lack of trust

• Different needs.

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Managing Differences and Resolving Conflict

• Encourage diverse views to improve quality and creativity.

• Make sure minority views are heard.

• Focus on the idea rather than the person.

• Suggest that each speaker paraphrase the previous speaker before presenting his or her own viewpoint.

• Set aside a separate meeting to deal directly with the conflict.

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Use These Steps for Resolving Conflict

• Define common ground, areas of agreement, or common goals.

• Isolate points of disagreement, asking each side to make clear statements and paraphrase everything that is said.

• Brainstorm or research alternatives to reach agreed-on goals or common ground and diminish differences. Allow sufficient time for alternatives to be generated and discussed.

• Decide by accommodation, compromise, or consensus on suitable solutions and actions.

• Plan for evaluation of ideas and solutions.

• Refocus the meeting.

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Conflict Resolving Strategies

• Take time to address the issue

• Take a break

• Ground yourself mentally

• Acknowledge that conflict is happening

• Accept the feeling you are having

• Ask for more information

• Allow everyone time to explain

• Identify concerns

• Encourage expression of feeling

• Actively listen - paraphrase for understanding

• Write down descriptions, needs, offers, ground rules

Understand the other PersonRegain your own Center

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Finding a Third Way-Strategies for Transforming Conflict

• Put things in the right/larger context - take a systems perspective of causes

• Appeal to a higher purpose - “what would our true nature do here?”

• Exaggerate the problem - play out possible catastrophic consequences

• Go deeper - get behind positions to real interests• Create alternate scenarios - “what might a resolution

look like if it happened?”• Look for win-wins - combine the best of both interests• Change perspective - “what would a stranger say if one

walked in?”• Reframe the problem as an opportunity - ask “what is

the opportunity here?”• Invent a “Third Way” - get beyond “My Way” and “Your

Way” to a shared third way.

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Facilitate Group Interactions/Manage Meeting

Start-upStart-up Move-OutMove-Out Wrap-upWrap-up

Hold shortwarm-up

Initiate an open and collaborative climate

Maintain an open and collaborative climate

Manage disruptive behavior

Manage differences

Conclude along the way

Tie up loose ends at session's close

Check session's outcomes against desired outcomes

Definesession purposeand desired outcomes

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Mining the Group Gold Process

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Planning a Meeting: The Nine Steps

1. Clarify the purpose (task) of the meeting.

2. Define the desired outcomes.

3. Design the sequence of meeting activities.

4. Determine attendees, roles, and ground rules.

5. Decide when to meet and when to end.

6. Determine logistics, equipment, and administrative matters, and notify participants.

7. Complete the agenda.

8. Communicate the agenda to participants.

9. Set up the meeting room.

Failing to plan is planning to fail.

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How to Run an Effective Meeting  Before the Meeting

 During the Meeting

 After the Meeting

 

Plan 

Start 

Conduct (Focus & Facilitate)

 

Conclude 

Follow-up

 Clarify purpose and desired outcome of the meeting

 

Start with a warm-up 

Cover one agenda item at a time

 Summarize decisions and accomplishments

 Write and distribute meeting minutes promptly

 

Identify meeting participants

 

Review the agenda:

• Purpose (task)

• Outcome

• Topics

• Methods

• Time allocations

 

Establish and maintain appropriate pace

 

Agree on action items:

• What needs to be done

• By whom

• By when

 

File the agenda, minutes, and other key documents

 Choose methods to accomplish the meeting’s purpose and outcome, for example:

• Brainstorming

• Reporting

• Analyzing data

• Decision-making: ranking, voting, consensus

 Set or review ground rules for the meeting

 Open discussions

 Draft agenda for next meeting

 Carry out all assignments

 

Develop the agenda and set the starting and ending times for each item

 

Clarify participant roles: facilitator, recorder, time- keeper, etc.

 

Maintain the focus of discussions

 

Evaluate the meeting:

• What went

well• Improvements

 

Set a time for pre- meeting planning

 

Send agenda to participants early

  

Manage participation

 

Thank everyone for their contributions and participation

 

 Arrange room and equipment  

 Check decisions    

    

Close discussions    

Microsoft Word Document

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How to Run an Effective Meeting  Before

 During the Meeting

 After

 Plan  Start Conduct  Conclude Follow-up Choose methods to accomplish the meeting’s purpose and outcome

 Set or review ground rules for the meeting

 Open discussions

 Draft agenda for next meeting

 Carry out all assignments

 

Develop the agenda and set the starting and ending times for each item

 

Clarify participant roles: facilitator, recorder, time- keeper, etc.

 

Maintain the focus of discussions

 

Evaluate the meeting:

• What went well• Improvements

 

Set a time for pre- meeting planning

 

Send agenda to participants early

  

Manage participation

 

Thank everyone for their contributions and participation

 

 Arrange room and equipment  

 Check decisions

   

    

Close discussions

   Microsoft Word

Document

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Facilitation Techniques

• Meeting rules

• Round-robin

• Brainstorming

• Storyboarding

• Open discussion

• Problem solving / solution development

• Small groups

• Consensus / Voting

• Process meeting / feedback

• Personal interventions

• Using public records (group memory)

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Using Flip Chart• Purposes:

– Record and display – Share data (Group memory) – Provide feedback– Serve as meeting minutes

• Tips: – Clarify: What people say???

Record

– Summarize ideas: What are the key points?– Record summarization: Use scribes and visual

aids/computer tools– Scribe as a participants (Role clarification) – Tape "charts" to the wall– Use "PARKING LOT"/"Open issues“ to delay

discussion of side-tracked and complex issues or issues that require further investigation

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Benefits of a Public Record

• People feel acknowledged.

• Mistakes can be corrected.

• Latecomers can catch up.

• Display focus discussion.

• Visualizing supports systems thinking.

• Records support keeping commitments.

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The Challenge of a Public Record

• You must be faithful to what people actually say.

• It’s tougher to hide agendas.

• Sometimes people need to work in less committed ways to explore feelings.

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Fundamental Principles of Facilitation

• Getting involvement and setting the pace.

• Making decisions and managing flow.

• Tracking progress and supporting performance.

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Facilitation - 73 © Minder Chen, 2012

Getting Involvement & Setting the Pace

• Imagine potential in every situation

• Assume a “We” frame of mind.

• Enroll management early in your plans.

• Use simple framework and stories.

• Set a pace you can keep.

• Create a safe environment.

• Prevent problems by naming them.

• Manage the hill of influence.

• Deal with conflict creatively Tai-Chi philosophy (There is a yin in yang and there is yang in yin)

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Making Decisions and Managing Flow

• Anchor in outcomes.• Agree how you’ll make decisions.• Know when to lead and when to

follow.• Balance pushing and pulling.• Use Helicopter-quality thinking.• Appreciate different realities and

perspectives.• Be a mirror (sounding board) not a

magnet.

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Tracking Progress and Supporting Performance

• Create public and visual records.

• Anticipate the process.

• Improvise with the magic of “Yes/And” or “Yes/But”.

• Reframe problems as opportunities In Chinese, Crisis also mean Opportunity.

• Manage transition.

• Maintain common ground.

• Create links and memories to serve as design rationales or organizational memories.

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Benefits of Good Facilitation

• Greater motivation and productivity.

• Flexibility in response to change.

• Better links to organizational goals.

• Participation and empowerment.

• Richer workplace learning.

• Time and resource economies.

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References

• http://library.state.or.us/services/training/DAS_Training_Materials/Files/EffectiveMeetingsPart1TheFundamentals.pdf

• http://library.state.or.us/services/training/DAS_Training_Materials/Files/EffectiveMeetingsPart2FacilitationSkillsToolKit.pdf

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Problem Solving and Consulting Skills

• http://www.movelearning.com/downloads/8_steps_in_the_consulting_process.pdf

• Block, Peter (2011) Flawless consulting: A guide to getting your expertise used (third edition), San Francisco: Jossey-Bass

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Facilitation - 80 © Minder Chen, 2012

Dealing with Resistance

• Verifying - “What I understand you to mean is...Is that correct?”

• Aligning - “Let me look at it from your point of view.”

• Probing - “Tell me more about your concerns.”

• Phrasing -“How can we work it out so that...(describe your concerns and theirs)?”

• Asking -“What will it take to...(describe your concerns and theirs)?”

http://www.fcps.edu/cco/fam/volunteer/documents/Resp_Resistance_Solv_Probs_0.pdf

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Decision-Making Processes

Po

wer

Concentrated

Diffused

Commitment to InstitutionalInterests

IndividualInterests

Collaboration• Consensual• Collegial• Dialogic

Rules• Majority rules• Minority rules• Procedural rules

Executive Decisions• Unilateral• Managerial• Consultative

Negotiations• Mediated• Contractual• Informal

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CPS 2.3

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Task Appraisal

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Graphic translation of Bill Pamberton’s ideas expressed in Sanity for Survival, a Semantic Approach to Conflict Resolution.

Reactive Response Proactive Response

1. Stonewall S

2. Attack A

3. Deceive D

4. Accept your reaction

Take a breathMake a second and

third transition

I 5. Ask for information

M 6. Express “My Feelings”

P 7. PositiveA AdultC CreativeT Translations

Responses to Problems

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Example of Graphical Facilitation

http://www.loosetooth.com/Viscom/gf/innovation_centers.htm

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Facilitation should help everyone commit to working together and getting results.

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Facilitation supports the whole group in being more productive - it becomes a set of competencies every manager, team leader or meeting leader has at his or her disposal.

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Facilitation - 94 © Minder Chen, 2012

Group Dysfunction

• Groupthink (Superficial unanimity)

• Risk shift (Taking high risk alternatives)

• Commitment errors (Over-commitment)

• Goal-setting errors

• Compromise for the worst

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Facilitation - 95 © Minder Chen, 2012

Processes Needing Facilitation

• Organization wide change.

• Teams

• Meetings

• Individual work

Time

Goal

Q1 Q2 Q3

Strategic processes

Information

• Tasks– Steps

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Maintain Balanced Participation

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Facilitation - 97 © Minder Chen, 2012

• http://store.readwritetechnology.com/Shared/FreeItems/2020kitsamples/2020%20Effective%20Meetings%20PPT%20Sample%20Notes.pdf

• http://www.fastcompany.com/26726/seven-sins-deadly-meetings

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Tools in the Toolbox

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Imagination

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Tools in the ToolboxIdea GenerationShare informationBrainstormingMulti-Aspect brainstormingDiscussion forumIdea consolidationDelete duplicate ideasMerge similar ideas (Affinity clustering)Combine ideas at different levels of abstractionIdea Evaluation Rate alternativeRank alternativesSelect alternatives Multicriteria evaluation

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Facilitation - 103 © Minder Chen, 2012

Creative Problem Solving Process

1. Problem finding 2. Fact finding 3. Problem definition 4. Idea finding 5. Evaluating and selecting 6. Action planning 7. Gaining acceptance 8. Taking action

“A problem well stated is a problem half solved.” --Charles F. Kettering

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Elements of Appraising Tasks for Meetings

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Facilitation - 105 © Minder Chen, 2012