Sdaqm Facilitation Presentation Final Fall 09

The Fast Track Approach to Gainingthe Most from Your Team

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© 2009 J Peterson & Associates, Inc.

South Dakota Association of Quality Managers2009 Annual Convention

September 24, 2009Sioux Falls, South Dakota

Jack L. Peterson, MS, FAAMA, CPHQPresident, J Peterson & Associates, Inc.

Facilitation

Class Roster Pre-testLearning ObjectivesSeminar SchedulePresentation ComponentsGround Rules

3© 2009 J Peterson & Associates, Inc.

Pre-TestIndividual effort, 3 minutes

Group review, individual scoring

Results secret, except for person with highest score

Used to establish learning point of reference and re-enforce important concepts and information


Learning Objectives

Broadly define: “Facilitation” and Principles of facilitation

Discuss features of 5 stages of facilitationDescribe effective decision making traits,

most effective methods for managing conflict and principles of meeting management

Articulate uses of conversation types and levels of empowerment in facilitating decision making


Seminar Schedule1:45 – 2:35 pm

2:35 – 2:50 pm Break

2:50 – 3:45 pm

Pre-testGround RulesFacilitation DefinedFacilitation StagesKnow Your Participants

Gaining ParticipationDecision MakingConflict & ResolutionManaging MeetingsFacilitation Tools

© 2009 J Peterson & Associates, Inc. 6

Ground RulesCommitment

To LearnTo UseTo Teach

ExpectationsParticipate fullyAsk questionsReflect on application to work


Facilitation Defined


Facilitation DefinedDefinition

Somebody who enables a process to happen, especially

somebody who encourages people to find their own

solutions to problems or tasks


Facilitation Defined

Role Differentiation: Process vs. Content

Process (How) Methods How relations are maintained Tools being used Rules or norms set Group dynamics Climate


Facilitation DefinedRole Differentiation: Process vs. Content

Content (What) Task Subject of discussion Problems being solved Decisions made Agenda items Goals


Facilitation DefinedPrinciples

Maintain NeutralityActively ListenInquire SensitivelyParaphrase for understandingIntegrate ideasKeep team focusEngage members


Facilitation DefinedJob

Establish the ground rulesControl the environment Bring the issue to conclusion or resolutionCelebrate the successThree Penguins (get ‘er done, change and

have fun!)


Facilitation DefinedAura

EnthusiasticAttentive and listenFlexible and gain consensusCheck ego


Facilitation DefinedProblematic Aspects

Listening to respondInquiring of irrelevant issuesSubstituting your words for theirs without

permissionFavoring (advancing) an idea you likeAllowing diversionsDisrespectful or insensitive commentsFailure to recognize, encourage, reward active

thoughtful involvement© 2009 J Peterson & Associates, Inc. 15

Facilitation DefinedFacilitation Core Practices Observation

Sheet Exercise (“Facilitation at a Glance! 2nd Ed., page 26)

Pair up 1 minute per person1st person: select 1 behavior that helps and

explain to partner2nd person: select 1 behavior that hinders and

explain to partner


Facilitation DefinedFacilitation Core Practices Observation

Sheet Exercise (“Facilitation at a Glance! 2nd Ed., page 26)

Provide feedback – 1 Minute

Did you learn something you had not previously considered?

Were the explanations explanatory?


Stages


Facilitation StagesDesigning

Initiating

Conducting

Ending

Follow-up


Facilitation StagesStage 1: Designing

Two-Step StageAssess the setting, issue and participants

(Interviews , Surveys, Emails, On site observation)

Create an agenda Draft and staff with leaders and participants (can be

sample) Request feedback Resolve inconsistencies Publish final (preferably in advance)



Time CommitmentUsually preparation time equals delivery timeFactors Affecting Preparation Time

Length (e.g., hours, days) Complexity (e.g., several established teams, multi-

aspect issue(s) Participants (e.g., 5, 50, 500) Tools (e.g., preparation of new or tailored tools) Research (e.g., new or emerging problem, old

problem with new twist)



Meet with team leader (content expert, senior official)Review agendaReview objective(s)Review roles (including recorder, time keeper)Review logistics

Roomaudiovisual, flip charts, lighting, meals/snacks)



Potential IssuesUse of a template (e.g., focus team handout;

discussed in Stages 2 and 3)Charter (purpose)not well understoodDisagreement between leaders and teamDisagreement among members


Facilitation StagesStage 2: Initiating

Centering

Meet team leader 10-15 minutes



Seating (Room set-up important) Least effective: classroom Most effective: tables (seating minimum 4,

maximum 10)

Lighting Adequate to interact, take notes Controllable for slide and video presentations

Room Temperature – temperate



Barriers addressed Pillars Walls Obstructions to view of participants

Use of Agenda Template (Handout) Two meetings, 1-2 weeks apart 1st for review of issue and preliminary solutions Intervening 1-2 weeks for obtaining buy-in,

conducting any further research, developing draft documentation

2nd for finalization and education material creation© 2009 J Peterson & Associates, Inc. 26

Facilitation StagesStage 3: Conducting

ManagementEnsure members participateKeep to the ground rulesManage any conflicts that ariseUse parking lot for items to be discussed

laterStay positiveStay on course


Facilitation StagesStage 3: Conducting

Check the Progress (discussions moving in right direction)

Check the Pace (implement ideas quickly; if participants not engaged, ask if pace satisfactory)

Check the Process (Keep to agenda; if participants not engaged, ask whether discussion /tool helpful; or take a break)

Take a Group Pulse (Stay tuned in to group/individuals; reconnect group/individuals, periodically summarize activity)


Facilitation StagesStage 4: Ending

Use template/format that leads group through phases

Ensure there is clarity onNext stepsWhat decidedWho responsibleWhen next steps/actions due

Create or agree on next meeting agenda and rolesCheck the Parking Lot - revisit if uncovered or

dispose


Facilitation StagesStage 4: Ending

Evaluate the meetingWere objectives accomplished?Did participants participate?Were tools effective?Improvements?Were meeting arrangements/environment

conducive to participants needs/meeting purpose?

Reward participation and recognize accomplishments


Facilitation StagesStage 5: Following-up

Team Leader Handles (normally)

Ensures agreed upon actions/activities took place as planned and implementation successful)

Communicates implementation progress, timely monitoring results (1st to participants, then to others)


Facilitation StagesProblematic Aspects

Team Leader changes or leaves without replacement (and actions or activities remain)

Implementation FailsHandling dysfunctions of a team

Absence of trustFear of conflictLack of commitmentAvoidance of accountabilityInattention to results


Facilitation StagesTeam Assessment Tool

Lencioni, P: The Five Dysfunctions of a Team: Jossey-Bass, 2002, pages 192-193

See Handout


Learning About Your Participants


Know Your ParticipantsFirst Steps

Either prior to beginning your work as a facilitator or upon starting, learn about your participants’ relationship

Various scenarios


Know Your ParticipantsAssessing a Group

Determining the status of the team members in relation to the team

Methodologies Sample questions for functional level @ page 41,

Facilitation at a Glance! If the team otherwise functioning entity, consider

Lencioni tool See Group Assessment Survey tool at pages 42-44,

Facilitation at a Glance!


Know Your ParticipantsAssessing a Group

Problematic Aspects

Team is comprised of strangers

Team is dysfunctional

Team gets along well, but is mildly dysfunctional


Know Your ParticipantsAssessing a Group Personal History Exercise:

Work in three’s3 minutes (1 minute to complete, 2 to share)Complete name and 3 questions on handoutShare with partners

J Peterson & Associates, Inc. 38


BREAK TIME !

(Back in 15)

Gaining Participation


Gaining ParticipationBarriers to participation

Lack of familiarity with material or issueOne or more dominant participantsLack of security about what they have to offerNo buy-in to the issue (do not see as issue)Presence of “senior” staff Personal matter interfering with normal

behavior


Gaining ParticipationCreating Conductive Environment

Conditions conducive to participation Comfortable space (size, temperature) Well-lighted Furnishings (chairs, tables) Adequate audiovisual (flip charts can be used, white

board) Participants prepared for their part on team Facilitator prepared for his or her part Environment is “safe” Environment is “valued”


Gaining ParticipationCreating The Conditions

Ensure participants & leader are preparedEvaluate space in advance or discuss

accommodations with person on site, convey needsLearn about your participantsRead the reference and research materialConfirm the issue to be resolvedPrepare for the facilitation (rest, interested,

engagement)Play a game (“Facilitation at a Glance!”, pages 54-

57)


Gaining ParticipationRemoving Barriers

Break the ice (even if you know them; see resource list)

Engage participants and learn names quicklyNeutralize dominant participants

1st Acknowledge input 2nd Interrupt if needed; call on another 3rd Interrupt early on dominant persons – others

need in 4th Call a break – understand passion, measured

input


Gaining ParticipationRemoving Barriers (cont.)

Engage quiet members “safely” Begin with introductions (participants and

issue(s))Buy-in to the issue to be resolved – see

activities in “Facilitation at a Glance!, pages 49-50


Gaining ParticipationProblematic Issues

Room (fixed classroom seating, table too large, room too large or too formal)

Participants reluctant to speak up (senior staff present)

Group unruly


Decision Making


Decision MakingTraits of Effectiveness

Assumptions are uncovered (by participants)

Conflict confronted

All ideas given fair shake


Decision MakingConversation Types

Useful in determining phase group is in1. Sharing of Information: reporting2. Perception and Assumption (expressing

impressions and foundations for discussion) 3. Planning (objective, strategy construction) 4. Solving a Problem (discussing to resolve) 5. Building Relationships (team/relationship

building)May necessitate redirection if conversations not

constructive © 2009 J Peterson & Associates, Inc. 49

Decision MakingOptions

Consensus

Compromise

Majority Vote

Subgroup

Leader (or other single individual)© 2009 J Peterson & Associates, Inc. 50

Decision MakingConsensus

IS mutual understanding, “best” answer, can live with it

Is NOT unanimous, everyone happy, “on Board”

RequiresTimeEngaged participationImaginative thinkingOpen mindsCommunication skills


Decision MakingProblematic Aspects

Poor decision makingAimless conversationsVoting versus consensusTime expiresDysfunctionalAssumptions


Decision MakingExercise: Nominal Group Technique or

Multi-Voting (one of many approaches)Need a volunteer scribeStep # 1: Individually write down, then state what

you perceive is main reason others are not hereStep # 2: Eliminate duplicationsStep # 3: Letter, not number, the remaining

reasonsStep # 4: Individually, rank order of importance,

numbering each of the lettered reasonsStep # 5: Combine rankings – address next time!


Conflict and Resolution


Conflict & ResolutionArguments and Debates

Differences of opinion are healthyArguments are not

See Facilitation at a Glance!, page 84 for characteristics of each


Conflict & ResolutionSome key aspects

Recall body language, tone, inflection

Breath!

Solutions, not problems; future, not past


Conflict & ResolutionStarters for the Conflictees

“Be aware of yourself” (look in the mirror – issue real, or just “yours”)

“Be aware of others” (trust, high EBA with you, good of group or just care; listening to learn)

Set the scene for cooperative resolutions.

You can’t make people do things they don’t want to do


Conflict & Resolution1st Approach: 4 Questions

“What do you want?” – the most important question you can ask someone, then listen!

“What are you doing to get it?”

“Is it working?”

“Do you want to figure out another way?”


Conflict & Resolution2nd Approach – 3 Stages

1st : ask how much really needed; tell their point of view

2nd: let them determine path to take to get there

3rd : empowering – don’t “fix” it for them by telling them how you would do it


Conflict & Resolution3rd Approach

Allow emotions to be vented (but not endlessly!)

Restructure the discussion to allow for resolution (get to closure and move on)


Conflict & ResolutionIntervention Strategies

Deciding when to intervene

Is discourse unconstructive, personal, ongoing, circling around repeatedly?

Will intervention cause more disruption? (consider doing nothing)


Conflict & ResolutionIntervention Strategies

Deciding how to interveneState what you are seeing in behavior State effect behavior is apparently having Ask group/individual if effect is conducive

to resolving issueAsk how we can move onStay positive & don’t “get into the

gutter” with participants


Conflict & ResolutionHandling Resistance

Can be based onPoor environmentDistrustLack of communication

Rule # 1: don’t ignore it (results in no resolution, even deeper anger/resistance, festering emotions


Conflict & ResolutionHandling Resistance

Consider:

Invite participant(s) to state why they are resisting

After actively listening, ask for suggested resolution


Managing Meetings


Managing MeetingsMeetings that do not work: those

Without an agendaUnless topic very narrowly defined, chair

identified, participants know why attending - all in advance

Can still fail due to lack of guidance on the start, run and finish

Attended by unprepared participantsNot leadWithout closure


Managing MeetingsFundamentals

Create and use an agendaPurposeTopicTime estimatesMethodsDesired outcomesPerson presentingDiscussion process (for facilitated meetings

and can be held by chairman and presenter)© 2009 J Peterson & Associates, Inc. 67

Managing MeetingsFundamentals (Cont.)

Develop process notes

Describe how meeting will be facilitated (tools and techniques to be used)

Describe how participation managed (group discussion, small group discussion, individual effort)



Clarify roles and responsibilitiesFacilitator – processTeam Leader or chairman – contentRecorder – meeting minutes Timekeeper – allotted time

Set Ground rules



Manage participation – agenda to participants, keep on track, keep discussion active

Periodically check status or process – 4 P’sProgress – if none being made or to close out issuePace – discussion is languishing or moving too

quicklyProcess – if tool not yielding desired results or

properly used Pulse –if members distracted or appear frustrated



Take minutes – summaries are best (unlike those in “official” healthcare!)

Decide next step(s) – decisions made, who, what, when (and perhaps how)

Evaluate – improvements (including facilitator); ask if objectives met – improve process

Tools include Forcefield “analysis”, exit survey, formal survey (infrequent) and thumbs up



Set ground rules, such as Attendance Timeliness Confidentiality Interruptions Pagers and phones Respect Accountability Participation


Managing MeetingsEffective Discussion Process

Start/open discussionExplore ideas on topicAsk for any needed clarificationManage participation process, timePeriodically summarizeTest summary for agreementKeep digressions in checkAttain closure


Managing MeetingsTechnical Aspects

Tools Flipchart Parking Lot Neutral Position Agenda Media

Use different stimuli (video, audio) More important if a lengthy facilitation Exercises, Small and Large Group Discussion


Managing MeetingsTechnical Aspects

Techniques Flipchart

Dark colors, not redPrint – and in their wordsAnimatePost

SlidesGenerally few wordsUsed for participant, not facilitatorLeave something to the imagination (omit details)


Facilitation Tools


Facilitation ToolsVisioning BrainstormingWritten BrainstormingForcefield Analysis (pros, cons)Multi-voting, Nominal Group TechniqueCause and Effect and Fishbone or

Ishikawa DiagramDecision GridsTroubleshooting


ResourcesCovey, Stephen R. Principle-Centered Leadership. Covey

Leadership Center, 1991Goal QPC and Joiner Associates, The Team Memory Jogger II,

1st Edition, 1995 Bens, Ingrid, Facilitation at a Glance! 2nd Ed.: Goal QPC: 2008Scholtes, P.R. et al. The Team Handbook, 3rd Edition. Joiner,

1996Lencioni, Patrick. The Five Dysfunctions of a Team: A

Leadership Fable. Jossey-Bass. 2002Newstrom, J.W. and Scannell, E.E. Games Trainers Play.

McGraw-Hill. 1980. Newstrom, J.W. and Scannell, E.E. Even More Games Trainers

Play. McGraw-Hill. 1994Oriel Incorporated, The Team Handbook, 3rd Edition. 2003


Contact InformationContact InformationJack L. PetersonPresidentJ Peterson and Associates, Inc.Suite A506 Autumn Willow WayEl Paso, TX 79922-1858

Phone 1-915-203-3606Facsimile 1-913-832-9597

www.jpandacorp.com

Documents

Sdaqm Facilitation Presentation Final Fall 09