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Transcript of LeadershipArlington2015final
Leadership Arlington Class of
2015
January 8, 2015
Presented by:
Diane Kresh, Director of libraries
Arlington County Government
The Art of Facilitation
in words and pictures
“I really believe there are things nobody would see if I didn't photograph them.” -- Diane Arbus
Overview of the Training
Facilitation and the Facilitator
Elements of Effective Meetings
Process Design of Meetings
Sampling of Facilitation Tools
Documenting the Meeting and Next Steps
Questions??? Answers???
Skills of a Facilitator
Meeting Management Skills Determine group expectations and outcomes
Handle meeting logistics, agenda creation
Establish ground rules
Manage time and process
Group Development Skills Be aware of group dynamics
Accommodate group culture and norms
Become familiar with group’s history
“Arlington Way”
Skills of a Facilitator
Process Skills
Provide tools for inclusion and discussion
Manage conflict
Helps to create a “safe” environment
Problem-Solving Skills (not always)
Analyze group problems
Provide problem-solving tools
Develop a clear problem statement and get buy-in
Skills of a Facilitator
“Soft Skills”
Effective listening
Unobtrusive manner
Skill in asking good questions
Skill in timing intervention(s)
Openness and candor
Tolerance of ambiguity
Getting started -- Introduction Techniques
Examples of Ice Breakers: Standard introduction of each participant Ask each person an interesting question Arrange them in pairs and ask each pair to interview
each other and introduce each other Arrange in groups of 4 and ask them to find all the
commonalities among all group members
Large Group Warm-Ups: 1)Find everyone with shoes like yours and stand
together; Now find out one more thing that you have in common.
2)Find everyone who lives in the same state (including DC) as you do and stand together;
3)Find everyone who has a similar job and stand together.
Characteristics of an Effective Meeting
Engaging – opportunities to participate
effectively; everyone feels valued & safe
Useful content – information that needed to be
shared
Purposeful – defined outcomes;
value for time spent; decision(s)
made
Design of Meetings: Differentiating between
Content and Process
CONTENT - What PROCESS - How
Tasks
Subject for discussion
Problems to be solved
Decisions to be made
Agenda items
Goals and desired outcomes
Methods
How relationships will be maintained
Tools to be used
Rules or norms
Group dynamics
Level of engagement
Climate for the discussion
How to achieve end result
Meeting Design:
The Starting Point
1) PURPOSE: What is the purpose of the
meeting/process?
2) OUTCOMES/GOALS: What is/are the desired
outcome(s)? E.g., new ideas, consensus or
agreement, strategic plan, process design, etc. How
will the client define success?
3) ROLES: Identify who will have roles in the meeting
and define what those roles are
4) AGENDA: Create an agenda using the best tools
matched to desired outcome
Other Design Factors
Stakeholders – who are they? What do we know about their perspectives and positions?
Meeting Location/Logistics
Promotion/Outreach and Press Traditional vs. social media
Website and other notices
Meeting Format Level of participation desired –
Meeting time – constraints and opportunities
Defined roles – chair, facilitator, etc.
Meeting Agenda Elements
OPENING Purpose and Stated Outcomes
Agenda review
Ground rules/outline of process/parking lot
Defining roles
Decision-making
TASK – content/substance
CLOSING Review agreements/decisions
Review parking lot and address outstanding item
Define next steps/future action
Sample Ground Rules
Refrain from any personal attributions
Use of respectful language and behavior
Consideration of other’s perspectives
Willingness to listen attentively
One person speaking at a time
Permit side conversations only on breaks
Begin and end on time
Agree to consistent attendance and other representatives
Debate issue and positions, not individuals
Rules of the Road Multiple Routes: We have diverse group with differing perspectives, so
consensus is not our goal today
No Road Rage: Respect different points of view and try to minimize
conflicts
Consider Taking a New Route: we will challenge some of your
assumptions and previous approaches
Traffic Calming: slow down, one speaker at a time, raise hands, and
be patient
Look Both Ways and Listen: Before you enter the discussion, carefully
consider your points and do not forget to listen to the flow of the
discussion
Traffic Flow: Try to respond directly to the topic at hand or let us know
if you would like to raise a new point
Parking Lot: keep track of ideas and topics that we can discuss later or
in a different venue
Hands Free: Smart Phones on vibrate only
Travel Log: Reports from small group discussions will generally
synthesize all ideas and perspectives, but will not attribute statements to
individuals
ROAD TRIP: Have some fun
Tools Organized by Process Step
Generating Ideas Evaluating Ideas Deciding
Brainstorming
- Idea writing
Consolidating/Narrowing
- Affinity group
Voting
- Majority or Super
Defining/Analyzing
Issues
-Mind mapping
-Fishbone diagram
-Picture it
-SWOT analysis
-Gallery walk
-Design Thinking
Listing in Priority Order
-Multi-voting with dots
-Pick 3 and Drop 3
-Nominal Group Technique
-Paired comparisons
Consensus
-Levels of consensus
-Opposition needs to
convince others
-Thumbs up
Visioning
-Wish, want, wonder
-Defining the vision
-Graphic representation
of the vision/constraints
-World Café
Evaluating Options
-Force Field analysis
-Pro/Con sheet
-Other ranking schemes
Sense of the Group
- Thumbs up, down,
across
- Other non-verbal cues
Process Tools for Facilitation
Idea Writing
Form several small groups of 3 – 6 people
Present a triggering question to the group
Silent generation of ideas in writing by each person
Exchange of written sheets among group members with opportunity to comment/add
Group discussion to clarify key ideas or concerns
Presentation of a report verbally from each group which summarizes ideas generated by the entire work group
Exercise 1: Using idea writing, to create a policy on
presenting Performing Arts in Arlington County
Other Facilitation Tools
SWOT Assessment – Strengths, Weaknesses, Opportunities and Threats
Visioning with World Café
Design Thinking
Mindmapping
Fishbone Diagramming
DRIVING FORCES RESTRAINING FORCES
Ex
Ex
Ex
Ex
EX
EX
EX
EX
Exercise 2: The County Manager has recommended that the
Artisphere be closed, despite three years of intense effort by
dedicated County staff and Artisphere’s growing reputation for artistic
excellence and creativity. Continued operation of Artisphere would
require ongoing tax support, in contradiction to the original promise
the County made that Artisphere would not require additional general
fund revenue. What impact will the closing of Artisphere have on
the growing art scene in Arlington?
OPTIONS ROBERT MARY JAMES
1. Assign new office
spaces by seniority1 3 1
2. Assign spaces by
teams3 2 2
3. Assign by
hierarchy/status2 1 3
NOMINAL GROUP TECHNIQUE
RANKING: 3 – highest score; 1 – lowest score
Consensus and Other Voting
Options for Groups
Consensus
Super Majority – decide on % needed
No Individual Veto – Must persuade another person to join your view in order to “block”
Majority by Interest Group – require that each interest group achieve a majority (e.g., enviro. reps, neighborhood members, business leaders, etc.)
Recommendations Offered by Level of Consensus –discussion of issues where no consensus is achieved
Managing the Record (Flipchart)
Decide whether to scribe exactly or to synthesize (& then check in with speaker to ensure that it is correct)
Use verbs and make phrases complete/understandable
Talk and write at the same time – maintain a good pace
Move around and act alive; use your energy to energize and control behaviors of others
Write so that everyone can see the words (size, penmanship, color of markers)
Post chart paper around the room as a reference tool
Allow others to help with this role (empowering)
Handling Difficult Participants
Establish and enforce ground rules
When problems surface, address them
Move closer to the source and engage that person
Give the “troublesome” person a role to play
Change the meeting format to alleviate the negative situation
Techniques for Handling Conflict
Return to the Operating Norms: Reaffirm the group’s agreement to abide by the norms
Interrupt the Dialogue when Emotions Dominate: Intervene with to ask for a reflection on where the group is, or to offer a strategy on how to redirect, or to suggest a break in the agenda
One-on-one Clearing: Take a break and ask individuals to approach others privately to discuss behaviors or issues. The facilitator can assist. Once discussions have occurred, reconvene the entire group and report out if necessary.
Re-energizing the Group: After a break, invite participants to share their ideas on how to get more fully engaged. Brainstorming –no judgments! Map out the suggestions and ask for consensus on how to proceed or as the facilitator, you make the decision on next steps.
Techniques to Energize Groups
One-on-one Clearing: (Use when only a few are stuck) Take a break and ask individuals to approach others privately to discuss behaviors or issues. Ask the facilitator to assist if needed. Once discussions have occurred, reconvene the entire group and report out if necessary.
Group Clearing: Reflect on the purpose or vision of the group. Invite participants to express what is getting in their way to full engagement.
Clearing Yourself: Take a short break to refocus and strategize on how to modify the process design. Or perhaps to check your emotions.
Re-energizing the Group: After a break, invite participants to share their ideas on how to get more fully engaged. Brainstorming –no judgments! Map out the suggestions and ask for consensus on how to proceed or as the facilitator, you make the decision on next steps.
Ensuring a Safe Environment
Neutrality of the Facilitator
Ground Rules or Operating Norms
Balance – all views are shared and respected and conflict is managed
Facilitation Process – tools and techniques
Creating an Environment to Make the
Dialogue Safe
Create an accepted set of norms that everyone can agree to use
Be clear about the purpose of the dialogue and the spirit of collaboration
Share “air time” so that everyone has the opportunity to be heard
Permit individuals to speak only from their own perspective
Monitor individual’s vocal tone and body language in order to maintain the spirit of collaboration
Address conflicts – interpersonal, topical and values
Written/Online Resources
Alliance for Innovation – transform.gov
Great Meetings! Great Results! – Dee Kelsey and Pamela Plumb
The PRIMES: How Any Group Can Solve Any Problem – Chris McGoff