Creating Order from Chaos: Facilitating Groups and Teams
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Presentation on using tools, scripts, and tips for working with groups or teams in four situations: meetings, brainstorming, problem-solving, and arriving at consensus.
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Creating Order from Chaos: Facilitating Groups and Teams
- 1. Creating Order from Chaos: Facilitating Groups and Teams Presenter: Joy Lovejoy, ABC B2BCinci 19 November 2011
- 2. FACILITATE
- 11. TOOL: PASS YOUR SHEET
Notes de l'éditeur
- We will use the second definition of facilitate
- Today, we’ll look at facilitation methods and models in four situations. For each situation, we will discuss a tool that can be used effectively in that situation. I have experienced all of these situations and tools as an association leader and have used in the workplace and for association groups. The more facilitation I do, the more I learn how to combine various methods or piggyback on the models. Each of the methods and models we explore today can be combined in various ways to meet a variety of situations and present the opportunity for using multiple tools. As we go through this presentation, we will work through two situations using specific tools.
- But First – A couple of things to keep in mind whenever you facilitate a group. A good facilitator is always prepared with a bag of toys and supplies – You’ll see how we use these later in the presentation.
- If possible – Visit the room where you will hold the facilitated event before hand. Are there tables? What kind of tables – rectangle, round, oval? I prefer using round tables because it makes conversation easier. Round tables usually seat 6-8 people which is a good size for a smaller working group. If no tables – do the seats have writing surfaces? What are the seats like – theatre style, two sections divided by an aisle, are the seats moveable? What types of collaborative media are in the room? Are there whiteboards, flipcharts, screens or monitors in the room – what are the locations of each? Will everyone be on the same level or are there tiers or balconies? Is there room for people to get up and walk around? Can the lighting be adjusted? – Dimmed, Brightened, Blinds or shades on the windows? Is the room comfortable – can the temperature be controlled from inside the room – keeping the room cooler, but NOT COLD, will help stimulate thinking and creativity; Can people have coffee, water while in the room – is there a place for them to set their drink on? If you can’t visit room in person prior to the presentation – see if the facility has a website. On the website, check out the room by looking at room layouts, seating arrangements, photos. Call the facility’s event manager or banquet manager and ask questions. If you can’t do that, plan to arrive at least 1 hour before the scheduled start of the event so that you can inspect the room and ask questions from the facility staff.
- Why Schedule: Status Updates, Reviews, Planning, Conduct official business, Power Play, Provide Information, Learn Something Why Hate: Waste Time, Nothing Gets Accomplished, People are not Prepared
- I call this the Hallmark Model because I was introduced to it by a manager at Hallmark who used it for our association’s board meetings. He used the same model for workplace meetings. Email agenda 7 Business Days prior to Meeting Email agenda a second time (without materials) 2 business days prior to meeting – Note if there are changes from first agenda or if attached simply as a duplicate Because questions/fact finding (dialogue) is done separately from the deliberation, the time spent in deliberating is significantly reduced. Further, by separating the two processes, people focus on the issue and process, rather than arguing back and forth.
- All Norms are listed in Resources at end of presentation
- Features: * Date – Time – Conference call in instructions * Time of item – Name of Item – Person responsible or champion * Times indicated for Dialog and Deliberation and Vote * Definitions of Dialog and Deliberation at bottom of Agenda
- When – want lots of ideas, want different perspectives, want range from practical to outrageous, inexpensive to off the chart How – Norms (expected behavior); in oral brainstorming, watch that all ideas initially accepted at face value Disadvantages Round the Group – trying to come up with idea when it’s your turn; may elicit expressions of support or boos, may be sentences rather than 1 or 2 words or simple phrase
- As the facilitator, you’ll have to give the group some instructions. The first instruction: Tell them they will need to take out a sheet of paper and find a piece of scrap paper or the margins of second sheet (they can use the sheet your taking notes on) Remember -- A Good facilitator always has a supply bag of goodies – in this case, have sheets of paper and a few pens or pencils on hand in case someone needs something. GIVE INSTRUCTIONS: On the next slide is an issue that needs to be brainstormed. Take a couple of minutes to jot down as many thoughts, ideas, words, phrases that you can think of – you should have at least five ideas --- and you may want more ….Don’t compare with your neighbor or best friend – these are your ideas. Just jot your ideas down on your scrap paper or in the margins of your notes ….
- Give people a couple of minutes to read the slide. Your next instruction: Take a couple of minutes to jot down as many thoughts, ideas, words, phrases that you can think of – you should have at least five ideas --- and you may want more ….Don’t compare with your neighbor or best friend – these are your ideas. Just jot your ideas down on your scrap paper or in the margins of your notes … (then give them 2-3 minutes. Remember to check that everyone has jotted down ideas before you proceed. All instructions that the Facilitator must give to participants are indicated in green type.
- Facilitator MUST Give the instructions
- Important to remember that the facilitator is part of the team addressing the problem. The team or champion or CEO or Board will make the final determination on how to resolve the problem. Facilitator’s role is to help the problem-solving process go smoothly and effectively. WHEN TO USE – When decisions need to be made; when you need consensus from a group, when new or different perspectives are needed WHY USE -- to address leadership or management issues, to improve business processes, to find the cause of a problem
- I call this the Zurich model because I was introduced to it by a communications manager from Australia who uses it in her work with Zurich Financials. By the way she was promoted and now works in Zurich, Switzerland! Time should enable robust and full discussions – suggest minimum of 30 minutes per session; maximum of 1 hour per session
- TOYS -- This is a Great time to use some of the TOYS in your bag to stimulate creativity – provide some crayons, colored ink pens, modeling clay, water paints – even items that can be twisted into different shapes – Anything that will help people to tap into all areas of the brain to express themselves and stimulates thinking Paper – I like to use Freezer Wrap – Put shiny side down. When people draw, doodle, write on paper, it does not “bleed through” to the tablecloth. Cut into sections long enough to run length of round table. Be sure to have plenty of extra sections because scribes will likely use at least 2 sheets per session.
- Critical to have as wide a representative sample of participants as possible so that multiple perspectives are working on the problem If the problem is isolated to one location, then only include participants from that location; if systemic throughout organization, then hold multiple meetings at various sites OR bring in participants from other locations Most round tables will seat 6-8 people comfortably
- Scribe/reporter – This is a KEY PLAYER in success of Event. You can ask for volunteers OR you can populate each table with pre-selected scribe/reporter that you personally know (or has been recommended) can handle the duties. If a large group and a critical problem-solving event, then I would pre-select scribes/reporters and meet with them as a group about 30 minutes prior to start of event to explain duties and answer their questions. They can also help with table needs – i.e. paper, toys.
- AFTER DISCLOSING RESOLVE -- If all this sounds a bit familiar – we talked about this earlier in discussing NORMS. One suggestion, as you work with managers to shape and agree on the questions used in this exercise, you might also agree on the Norms that the groups will use during the exercise. If you use Norms, these should be clearly posted around the room so that all participants can see them without having to turn around (that action may disrupt the group synergy)
- Number of questions determines the number of sessions Questions should be designed to get at the heart of the problem/root cause of problem and possible solutions ASK if everyone knows what progressive disclosure is
- Remember to limit to 3-5 questions. Arrive at consensus for the questions from those on the team. Questions must reflect the problem at hand and will vary from business to business – organization to organization. Questions should be broad in scope to encourage discussion and varying perspectives.
- Welcome – tell them why they were selected (multiple perspectives) Describe the problem – very briefly indentify the WHAT of the problem (i.e., net profit or membership decreased 150% in last fiscal year) – Do not go into the why, the how, the who – this should surface during the discussions If using Norms, explain why they are used and what they are (acceptable behavior and expectations for participants) – point out postings around the room Scribe/Reporter – If scribes/reporters not previously selected, describe what duties are and ask for volunteer at each table. Each table MUST have scribe/reporter If table(s) don’t have a volunteer – Ask entire group if there are X number of people who would like to be a scribe/reporter and have them switch places with someone at the table(s).
- READ ALL GREEN INSTRUCTIONS
- READ ALL GREEN INSTRUCTIONS
- READ ALL GREEN INSTRUCTIONS
- READ ALL GREEN INSTRUCTIONS
- READ ALL GREEN INSTRUCTIONS
- READ ALL GREEN INSTRUCTIONS Suggest that the person collecting the sheets from each scribe, staples all sheets from the same table together. Makes it easier to sort later on as team considers all the input. Remember – the Event’s questions all lead to possible solutions. It is up to the team – not the Event participants – to examine the comments to the questions and the possible solutions and to make the final choice or decision. PRESENTER AND AN ASSISTANT: ANNOUNCE A 10 MINUTE BREAK. DURING BREAK, PRESENTER AND ASSISTANT CREATE BUCKET SHEETS FROM THE BRAINSTORMING SESSION (TOOL 2)
- Why Consensus: You may have noticed that in the Zurich model, we strongly suggested getting a consensus of the managers when drafting and deciding on the questions to be used for a Zurich event. WHY Consensus – Everyone is part of the decision-making; people more likely to support decisions when their concerns have been heard; easier to implement decisions when people understand the “WHY” that formed the consensus
- PULL ITEMS FROM BAG AND DISPLAY