How to Facilitate Precise, Productive, Powerful Meetings

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How To Facilitate Precise, Productive, Powerful Meetings

How to Facilitate Precise, Productive, Powerful Meetings


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Learning Objectives

Understand the role of a facilitator

Indentify communication tools and techniques

Learn the value of various decision options

Learn how to evaluate meetings to ensure maximum results


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True or False

Part 1: Introduction


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What is Facilitation

Facilitation is the art of leadership in group communication

Facilitation largely focuses on the “how” as opposed to the “what” of the meeting

Facilitation is the method of guiding groups in timely decision making while ensuring all voices are heard



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What is Facilitation


Facilitator = CONDUCTOR


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What Does a Facilitator Believe


Beliefs

The IntellectOf People

The PowerOf Groups

Opinions holdEqual Value

Creation Fosters

Commitment

Conflict IsManageable

Members AreGreatestAssets


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Definition of Roles

The methods and procedures

How relations are maintained

The tools being used The group dynamics The climate

The subjects for discussion

The problems being solved

The decisions made The agenda items The goals

Facilitator (Process) Member (Content)

Part 2: Conducting Precise Meetings


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Additional Roles

Note Taker Takes notes of discussions and

decisions Incorporate flip chart notes Minimal participation Role can be rotated



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Additional Roles

Time Keeper Monitors time Reminds group of time Participative in discussion Role can be rotated



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Additional Roles

Recorder Manages flip chart Coordinated with facilitator Removed from discussion Role can be rotated



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Activity


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Evaluation Methods

Method Description

Force-field Analysis Strengths, weaknesses and corrections

Exit Survey Briefly measures output, use of time, participation, decision making, action plans & organization. 10 questions max

Formal Survey Measure same items in exit survey, but in greater detail. 20-35 questions.



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Sample Agenda



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High Participation Techniques

Part 3: Conducting Productive Meetings


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HPT Through Activities


One-on-One

Think Inside the Box

MVP Award


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HPT Through Empathetic Responses


Paraphrasing

“It sounds like you’re saying . . . ““I hear you saying . . . ““Let me see if I understand you . . . “

Explore Further

“I understand so far, now tell us more”“What do you mean by . . . ““How so?” “You said . . . , because . . . ?”

Mirroring Speaker: “I like giving two book awards”Facilitator: “Tell us why you like . . .”

Stacking “WOW! This topic is stirring a lot of interest. Barry, I saw your hand first, Susan second, and Michael you are third.


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HPT Through Empathetic Responses (cont’d)


Encouraging “Who else has an idea?”“The women (men) have been quiet. Do you have any comments?”“Let’s hear from someone who hasn’t spoken for awhile.”

Balancing “Okay, we have heard one position, does anyone have a different position?”“Is there another way to look at this”

Making Space “Would you like to speak to this?”“What are your ideas?”“You looked like you wanted to say something.”

Magic Wand “If time and money were no obstacle, how could we solve this problem.”


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HPT Through Effective Questioning


IF YOU WANT TO . . . THEN . . .Stimulate everyone’s thinking Direct the question to the group

Allow people to respond voluntarily or avoid putting an individual on the spot

Ask a question such as “What experiences have any of you had with this issue?”

Stimulate one person to think and respond

Direct the question to that individual. “How should we handle this, Allen.”

Tap the resources of an “expert” in the group

Direct the question to that person. “Laura, you have had a lot of experience with this. What would you do in this instance?”


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Redirecting Negative Behavior

Four Behavioral Choices:

1. Direct aggression

2. Indirect aggression

3. Submissive

4. Assertive


http://www.google.com/url?sa=i&rct=j&q=mad+person&source=images&cd=&cad=rja&docid=DPX1k2myAnSToM&tbnid=3hMAWt6-badsUM:&ved=0CAUQjRw&url=http://www.inspiringgenerations.org/2010/02/26/are-you-an-angry-person/&ei=c1_EUfq0IKPL0gG0joCYBQ&bvm=bv.48293060,d.dmQ&psig=AFQjCNHUa2uZfLDHPVA6Om57dGwEWDOseQ&ust=1371910365433049


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Defining Empowerment Zones

Part 4: Conducting Powerful Meetings

Zone 1

Management Controlled Team Controlled

Management decides then informs staff

Zone 2

Management gets team input before

deciding

Zone 3

Team decides and recommends

Zone 4

Team decides and acts


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Decision Options


Spontaneous

Agreement

One Person

Compromise

Multi-voting

Voting

Consensus Building


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Spontaneous Agreement



One Person

Compromise

Multi-voting

Voting

Consensus

Building

Pros

• Fast• Easy• Unites

Cons

• Too fast• Lack of

discussion

Uses

• When full discussion is not critical

• Trivial issues


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One Person



One Person

Compromise

Multi-voting

Voting

Consensus

Building

Pros

• Can be fast

• Clear account-ability

Cons

• Lack of input

• Low buy-in

• No synergy

Uses

• When one person is the expert

• Individual willing to take sole responsibility


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Compromise



One Person

Compromise

Multi-voting

Voting

Consensus

Building

Pros

• Discussion

• Creates a solution

Cons

• Adversarial

• Win/Lose• Divides

the group

Uses

• When positions are polarized; consensus improbable


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Multi-Voting



One Person

Compromise

Multi-voting

Voting

Consensus

Building

Pros

• Systematic

• Objective• Participati

ve• Feels like a

win

Cons

• Limits dialogue

• Influenced choices

• Real priorities may not surface

Uses

• To sort or prioritize a long list of options


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Voting



One Person

Compromise

Multi-voting

Voting

Consensus

Building

Pros

• Fast• High

quality with dialogue

• Clear outcome

Cons

• May be too fast

• Winners and losers

• No dialogue

• Influenced by choices

Uses

• Trivial matter

• When there are clear options

• If division in group is okay


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Consensus Building



One Person

Compromise

Multi-voting

Voting

Consensus

Building

Pros

• Collaborative

• Systematic

• Participative

• Discussion-orientated

• Encourages commitment

Cons

• Takes time• Requires

data and member skills

Uses

• Important issues

• When total buy-in matters

Results achieved : Work completed : Work outstanding : Next steps

That was a great meeting. I’m sure I’ll get to my part

one of these days!

Follow-up Report Essentials


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How to Facilitate Precise, Productive, Powerful Meetings

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