Facilitation Skills for Chaotic TimesEnneagram Workshop Method Mental Models Enneagram Paired...
Transcript of Facilitation Skills for Chaotic TimesEnneagram Workshop Method Mental Models Enneagram Paired...
Facilitation Skills for Chaotic
Times
MendoFutures
Module 3– January 2015
www.stevezuieback.com
Assumptions of Appreciative Inquiry
v In every organization something works
v What we focus upon becomes our reality
v The act of asking questions influences the group & determines the focus
v People have more confidence & comfort to journey to the future (the unknown) when they carry forward parts of the past (the known)
v It is important to value differences
v The language we use creates our reality
v We create a preferred future through on-going conversations
Sample Questions
v Thinking about your experience with this group, what have been the high points?
v What is it you appreciate/value most about the people you work with?
v Where’s the passion in the system?
v How can we create what we want in the future?
v How will we measure our progress and success?
Appreciative Inquiry Method
1. What was the most intriguing aspect of the Process Enneagram from out last module?
2. What applications have you considered or tried using the Process Enneagram? What lessons are you learning?
3. What questions do you know have that will deepen your understanding and application of the Enneagram?
Leadership Map of Excellence
4 Areas of Assessment
1. Functionality
2. What to do to increase functionality
3. Level of complexity of the work
4. Best dialogue process
Leadership Map of Effectiveness Matching Complexity and Group Functionality to the Right
Management and Facilitation Approach
Complexity of Issue
Straightforward Complicated Complex Chaotic
Capable Not Capable
Functionality of Group
Unformed Formed
Management, Discipline
and Facilitation
Management for Formation
Management, Discipline and facilitation for
Functionality
Management, Facilitation & Capacity Building
Facilitation Processes
• Discussion Method
• AAR • Appreciative
Inquiry
• Workshop Method
• 4 Step Action Planning
• Mental Models • Decision Matrix
• Process Enneagram • Mental Models • Sequence of
Processes
Formed and Functional/Healthy
Formed and Dysfunctional
Unformed, Formed and Health Groups
1. Unformed: An “unformed group” is a collection of people who come together for the first time or meet so infrequently that they are not gelled. They really aren’t a group yet
2. Formed: A group of people with a common vision/mission, practice and shared work.
3. Formed and Dysfunctional: A formed group that experiences dynamics that hinder or prevent it from achieving its stated goals.
4. Healthy Group/Teams: When a group accepts members as human beings and still holds their behavior accountable - symbolizes by the expression, "Manage the behavior, not the person.
Leadership Map of Effectiveness Matching Group Functionality and Complexity to the Right
Leadership Approach
Functionality of Group
Unformed Formed
Formed and Functional/Healthy
Formed and Dysfunctional
Leadership Map of Excellence
Assessing Functionality
1. Observation
2. Intervention
- Role Playing Exercise -
Management, Discipline and Facilitation
1. Management: In the context of group dynamics, management is what you do with formed groups to developed higher levels of functionality. Management deals with individual dynamics in ways that connect individuals to the rest of the group
2. Discipline: Our use of the word discipline refers to group dynamics in which the group cannot function because of an individual’s or subgroups behavior. In this case disciple is how the person-in-charge removes, isolates or ignores the behavior in order to teach the group what it cannot seem to do for itself.
3. Facilitation: Facilitation refers to what the leader does through the dialogue process. Prevention strategies are steps that the leader can take prior to an interaction with their team. Intervention Strategies are process steps that leader can use when an unanticipated dynamic arises in a group. These are very context specific
Classic Cause of Chronic Dysfunction
1. Dysfunctional Meetings
2. Irritability at group member behavior
3. Individual as a Bully
4. Adolescents and Fairness
5. Rumors
6. Pushing a Group
7. Leader’s dysfunctionality
Michael Grinder
Strategies for Dealing with Chronic Dysfunction – Micro Skills
1. Keep our bodies still, especially our heads.
2. Talk with slow, deliberate gestures.
3. Pause frequently
4. During the pause, freeze the gesture until we start to talk again.
5. Breathe from the abdomen
6. While delivering the message, maintain eye contact without blinking.
7. While delivering the message use a whispery voice.
8. Use position rather than person - be in charge.
9. Split the dysfunctional person or persons from the group
Michael Grinder
Strategies for Dealing with Chronic Dysfunction – Macro Strategies
1. Dysfunctional Meetings
• Unclear focus and purpose
• Members are at different stages of understanding or decision making
• Group can’t stay on topic
• Person-in-charge lacks power to punish and this creates safety issues
Michael Grinder
Strategies for Dealing with Chronic Dysfunction – Macro Strategies
2. Annoyance and Irritability at Group Member Behavior.
• Shocked – gently respond
• Confused – “see me later”
• Annoyed – discipline
• Annoyed w/o authority - ignore
Michael Grinder
Strategies for Dealing with Chronic Dysfunction – Macro Strategies
3. Individual as a bully
• If possible, remove the bully
• Isolate the bully
• Appear fair to group
• When beaten down verbally, switch to visual
Michael Grinder
Strategies for Dealing with Chronic Dysfunction – Macro Strategies
4. Adolescents and Fairness
• In a chronically dysfunctional group it is more likely that the group will view an inappropriate individual, who clearly has a negative impact on the group, as a leader.
• Publicly warn the individual of discipline and then consistently apply it.
Michael Grinder
Strategies for Dealing with Chronic Dysfunction – Macro Strategies
4. Rumors
• This can happen when the person-in-charge disciplines in private.
• The group needs to know that discipline is happening so that they aren’t shocked if the person suffers more severe consequences.
Michael Grinder
Strategies for Dealing with Chronic Dysfunction – Macro Strategies
4. Leader is contributing to dysfunctionality
• Lack of clarity of focus or purpose.
• Inconsistent behaviors and practices.
• Inconsistent messages.
• Lack of relationships with the group
Michael Grinder
Management, Discipline
and Facilitation
Management for Formation
Management, Discipline and facilitation for
Functionality
Management, Facilitation & Capacity Building
Leadership Map of Effectiveness Matching Group Functionality and Complexity to the Right
Leadership Approach
Functionality of Group
Unformed Formed
Formed and Functional/Healthy
Formed and Dysfunctional
Management, Discipline
and Facilitation
Management for Formation
Management, Discipline and facilitation for
Functionality
Management, Facilitation & Capacity Building
Leadership Map of Effectiveness Matching Group Functionality and Complexity to the Right
Leadership Approach
Functionality of Group
Unformed Formed
Formed and Functional/Healthy
Formed and Dysfunctional
Complexity of Issue
Straightforward Complicated Complex Chaotic
Capable Not Capable
Ralph Stacey
Copyright © 2006 Dalmau Network Group
Far From Agreement
Close To Agreement
Types of problems we face in our organizations
Far From Certainty Close To Certainty
Far From Agreement
Close To Agreement
Far From Certainty Close To Certainty
For these problems, use hierarchy, top down control, be in role/position, demand accountability
For these problems, use networks, relationship
building, influence
Difficult and complex problems • Wherever the situa7on is complex • Wherever the change you seek is complex • Wherever the outcomes are vague or unclear • Wherever there are unknown or unpredictable forces that can influence
or interfere • Whenever people’s feelings or reac7ons are likely to be triggered
significantly • Whenever you will need to equip, educate or train others to implement
and sustain the change • Whenever there any poli7cs involved or likely • Whenever individuals or groups have the poten7al to feel disenfranchised
as a result of the change
The business and its future
Far From Agreement
Close To Agreement
Far From Certainty Close To Certainty
Straightforward
Chaotic
Far From Agreement
Close To Agreement
Far From Certainty Close To Certainty
The Process Enneagram is a very useful tool
for addressing problems that fall in the
middle ground
Management, Discipline
and Facilitation
Management for Formation
Management, Discipline and facilitation for
Functionality
Management, Facilitation & Capacity Building
Leadership Map of Effectiveness Matching Group Functionality and Complexity to the Right
Leadership Approach
Functionality of Group
Unformed Formed
Formed and Functional/Healthy
Formed and Dysfunctional
Complexity of Issue
Straightforward Complicated Complex Chaotic
Capable Not Capable
Management, Discipline
and Facilitation
Management for Formation
Management, Discipline and facilitation for
Functionality
Management, Facilitation & Capacity Building
Leadership Map of Effectiveness Matching Group Functionality and Complexity to the Right
Leadership Approach
Functionality of Group
Unformed Formed
Formed and Functional/Healthy
Formed and Dysfunctional
Complexity of Issue
Straightforward Complicated Complex Chaotic
Capable Not Capable
Facilitation Processes
• Discussion Method
• AAR • Appreciative
Inquiry
• Workshop Method
• 4 Step Action Planning
• Mental Models • Decision Matrix
• Process Enneagram • Mental Models • Sequence of
Processes
Discussion Method Confidence Line
Enneagram
Life Stories Appreciative Inquiry Need Set
Nominal Group Process
Mental Models Imaginization Appreciative Inquiry Enneagram
Mental Models Imaginization Ladder of Inference Crumple & Toss Handling Difficult
Totems Taboos and RI Need Set Appreciative Inquiry
Workshop Method Action Planning After Action Review
After Action Review Discussion Method Appreciate Inquiry Enneagram
Workshop Method Mental Models Enneagram Paired Weighting Decision Matrix Action Planning
Facilitation Process and the Process Enneagram
Management, Discipline
and Facilitation
Management for Formation
Management, Discipline and facilitation for
Functionality
Management, Facilitation & Capacity Building
Leadership Map of Effectiveness Matching Group Functionality and Complexity to the Right
Leadership Approach
Functionality of Group
Unformed Formed
Formed and Functional/Healthy
Formed and Dysfunctional
Complexity of Issue
Straightforward Complicated Complex Chaotic
Capable Not Capable
Facilitation Processes
• Discussion Method
• AAR • Appreciative
Inquiry
• Workshop Method
• 4 Step Action Planning
• Mental Models • Decision Matrix
• Process Enneagram • Mental Models • Sequence of
Processes
Leadership Decision Making Map Matching Complexity and Group Functionality to the Right
Management and Facilitation Approach
Complexity of Issue
Straightforward Complicated Complex Chaotic
Capable Not Capable
Functionality of Group
Unformed Formed
Management vs.
Facilitation Management for Formation
Management, Discipline and facilitation or
Functionality
Management, Facilitation & Capacity Building
Facilitation Processes
• Discussion Method
• AAR • Appreciative
Inquiry
• Workshop Method
• 4 Step Action Planning
• Mental Models • Decision Matrix
• Process Enneagram • Mental Models • Sequence of
Processes
Formed and Functional/Healthy
Formed and Dysfunctional