MEETINGMEETINGFACILITATIONFACILITATION

Presented by:Presented by:

Prof. John BarkaiProf. John BarkaiWilliam S. Richardson School of LawWilliam S. Richardson School of LawUniversity of HawaiiUniversity of Hawaii

FacilitatorFacilitator

RecorderRecorder

Group MemoryGroup Memory

Regular MeetingRegular Meeting

Special Task ForceSpecial Task Force

Negotiation & MediationNegotiation & Mediation

FACILITATION KEYS

Process v. ContentPurpose & desired outcomeMeeting roles:

Facilitator, Recorder, MemberGroup memory"Facilitator talk"Ground rules

Facilitation often uses consensus decision-making

FACILITATION KEYS

Detailed, visual agenda Decision making:

prefer consensusaccept voting

Preventions: - ground rules- process suggestions agreed to by group

Interventionsenforcing ground rules dealing with difficult people

Room arrangementStart and end on time

StakeholdersClarify positions, interests & emotionsOpening & introductionsBrainstorm listsNarrowing

prioritize or rank order (N/3) greatest hopes & fearsstrengths / weaknessesdevelop criteria & use

Balance MBTI types: E & I: Talk-a-lots; talk-a-littlesJ & P: Quick deciders; never

decidersCreating time linesNext steps:

get volunteers or assign homework

KEY INGREDIENTS KEY INGREDIENTS OF A OF A

SUCCESSFUL MEETINGSUCCESSFUL MEETING

The group must agree The group must agree upon upon

a a contentcontent focus focusandand

a a processprocess focus focus

CONTENT is: WHAT is accomplishedCONTENT is: WHAT is accomplished What is discussedWhat is discussed The problem being dealt withThe problem being dealt with Whatever is acted onWhatever is acted on The subject matter of the meetingThe subject matter of the meeting The ENDThe END

PROCESS is: HOW things are PROCESS is: HOW things are accomplishedaccomplished How the content is discussedHow the content is discussed How the group holds its meetingHow the group holds its meeting The MEANSThe MEANS

Meeting Purpose:

"WHY"

the meeting is being held or

"what" it is intended to accomplish.

Desired Outcome

Products or results you want to have at the end

of the meeting

Strategic Planning

Mission Statement

Vision Statement

Values Statement

FOCUS ON PROCESS

Provide or be a process facilitator

Use ground rules agreed to in advance

Make process suggestions and hold the group to them (unless they want to go elsewhere)

Manage the MBTI tensions

LEADER'S OBLIGATION TO SPEND TIME IN ORDER TO SAVE TIME

Plan for the meeting

Set an agenda

Distribute materials in advance

Minimize "information only" time and meetings(send it, don't tell it)

MEETING FACILITATION1. Negotiation

Position, interests, BATNA2. Communication

Questioning, active listening, reframing3. Mediation

Diamond Model: collect then decideSet ground rulesFocus on future, not the past

4. MBTIE v. I tensionsJ v. P tensions

5. Meeting FacilitationPreventionsInterventions

Focus on task

GROUND RULESGROUND RULES

Ground Rules are standards for Ground Rules are standards for meeting behavior that are meeting behavior that are agreed to by the whole group at agreed to by the whole group at the beginning of the meetingthe beginning of the meeting

The facilitator asks the group for The facilitator asks the group for the power to enforce the ground the power to enforce the ground rules during the meetingrules during the meeting

Ground Rules• Courtesy• It’s ok to disagree• Listen as an ally• Everyone participates, no

one person dominates– Limited air time; No one

talks 1st, 3rd, 5th, etc.– The first person to raise

a hand should not always speak first

• Honor time limits

Preventions&

Interventions

Using Preventions

• Get agreement on desired outcomes, agenda, roles, decision making, and ground rules

• Make a process suggestion

• Get agreement on how the group will proceed

Using Interventions

• Avoid Process Battles– Preventing lengthy arguments about which is the “right” way to

proceed.

– Pointing out that a number of approaches will work and getting agreement on one to use to start.

– “Can we agree to cover both issues in the remaining time?...OK, which do you want to start with?”

• Enforce Process Agreements– Reminding the group of a previous agreement

– “We agreed to brainstorm, you’re starting to evaluate the ideas. Would you hold onto that idea for now?”

Using Interventions• Accept/legitimize/deal with or defer

– A positive method for dealing with difficult people or situations that might get a meeting off track. Accept the idea without agreeing or disagreeing. Legitimize it by writing it on the group memory. Then decide as a group if the issue/idea is more appropriately dealt with her or deferred to another time. Record ideas or issues that are deferred and agree on when they will be addressed.

– “You may not be convinced we’re getting anywhere? That’s OK, you may be right. Would you be willing to hang on for 10 more minutes and see what happens?”

– “Thanks for raising this issue that wasn’t on the agenda. Do we need to address that now or should we put it on the Issues List for our next meeting?”

Examples of PROCESS:Examples of PROCESS:

BrainstormingBrainstorming PrioritizingPrioritizing SuggestingSuggesting ListingListing

DiscussingDiscussing OrganizingOrganizing EvaluatingEvaluating DecidingDeciding

Decision MakingMethods

Voting

Consensus

What is a Consensus Decision?

A consensus decision is reached when each participant can honestly say:“I may or may not prefer this decision, but I can

and will support it because it was reached fairly and openly, with genuine understanding of the different points of view, and it is the best solution for us at this time.”

Fist of Five• Fist “Yes” I can say an unqualified “yes” to the decision. I am

satisfied that the decision is, all things considered, a reasonable expression of the group’s wisdom.

• 2 Fingers “yes, but...” I find the decision perfectly acceptable.

• 3 Fingers “OK!” I can and will live with the decision even though I’m not especially enthusiastic about it.

• 4 Fingers “OK, but...” I do not fully agree with the decision and need to register my view to the group about it.

• 5 Fingers “NO.” I do not agree with the decision and feel the need to stand in the way of this decision being accepted.

3 Forms of Facilitation3 Forms of Facilitation

1.1. The Classic:The Classic:• Neutral, Independent Facilitator and Neutral, Independent Facilitator and

RecorderRecorder

2.2. Tricky Work:Tricky Work:• Group Leader as Facilitator (and Recorder)Group Leader as Facilitator (and Recorder)

3.3. The Most Delicate Work:The Most Delicate Work:• Group Member Provides Facilitative InputGroup Member Provides Facilitative Input

LEADER AS FACILITATOR

Ground Rules-explain and enforce ground rules-post rules in the meeting room

GROUP MEMORY-document with group memory-record where all can see

AGENDA-set detailed agenda-distribute agenda & handouts before meeting

USE FACILITATOR TALK-clarify and summarize ideas -define next steps, set time-lines, record names of the people responsible

LEADER AS FACILITATOR

PLANNING-have the "right" people and "right" number of people

TIME-have definite start and stop times

PROCESS-establish desired outcomes & procedures-determine the decision-making process-get input from "all" members to prevent objections and undermining

OTHER-train others to be facilitators

GROUP MEMBERS FACILITATE FROM THEIR SEAT

GROUND RULES-suggest that facilitator establish & enforce ground rules

GROUP MEMORY-bring a flip chart into the room-suggest the leader write on the board

ATTITUDE-be open minded-be focused

USE FACILITATOR TALK-use active listening-ask questions of others during the meeting to clarify, summarize, and increase participation

GROUP MEMBERS FACILITATE FROM THEIR SEAT

PLANNING-discuss with leader before the meeting-suggest that future meetings have a set agenda and establish ground rules

TIME-inform leader of your own time schedule-reinforce time constraints

PROCESS-offer to be the facilitator-recommend rotating the facilitator role

OTHER-sit with new or different group members-give the leader a book on how to run a meeting