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Facilitating with Technology. New Technology and New Techniques to: Increase Project Team Productivity Optimize Individual Time. [email protected] (312) 664-1948 [email protected] (847) 673-2288. Scenario. Project team needs to make a collaborative decision

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facilitating with technology

Facilitating with Technology

New Technology and New Techniques to:

Increase Project Team Productivity

Optimize Individual Time

[email protected] (312) [email protected] (847) 673-2288

All Rights Reserved 1991-2000

scenario
Scenario
  • Project team needs to make a collaborative decision
  • Decision is needed within a short time
  • Team members have limited time for additional meetings

Jordan-Webb - All Rights Reserved 1991-2000

collaborative team activities
Collaborative Team Activities
  • In meetings, project teams will perform some or all of the following activities in various combinations and iterations while producing their desired outcomes and deliverables

Jordan-Webb - All Rights Reserved 1991-2000

collaborative team activities4
Collaborative Team Activities
  • Ideation
  • Organization
  • Analysis
  • Evaluation
  • Integration
  • Exploration
  • Proposition
  • Decision

Jordan-Webb - All Rights Reserved 1991-2000

conventional response work harder
Conventional Response(Work Harder!)
  • Organizing a Project Team Meeting
    • Anyone who has tried to organize a meeting has probably found out that it is very hard work!
    • Just trying to agree on a mutually convenient date & time, contacting team members, re-organizing calendars and then re-scheduling when key members cannot attend are some of the more complex aspects.
    • This is before taking into account the planning of the desired outcomes, deliverables and activities of the meeting.

Jordan-Webb - All Rights Reserved 1991-2000

conventional response work harder6
Conventional Response(Work Harder!)
  • Organizing a Project Team Meeting
    • The notion to “work harder” to get things organized ignores the fact that there are technologies and techniques that can allow your team to “work smarter”.
    • The following worst case scenario represents how the activities at a conventional 5-day planning workshop might be organized - requiring all participants to be present at all times.

Jordan-Webb - All Rights Reserved 1991-2000

conventional action steps all meetings face to face
Conventional Action Steps(All Meetings Face-To-Face)
  • Phase I (face-to-face, synchronous)
    • Orientation + Ideation + Organization
    • Analysis + Evaluation
  • Phase II (face-to-face, synchronous)
    • Ideation + Organization
    • Analysis + Evaluation
  • Phase III (face-to-face, synchronous)
    • Integration of Phases I & II + Exploration
  • Phase IV (face-to-face, synchronous)
    • Exploration + Proposition
  • Phase V (face-to-face, synchronous)
    • Proposition + Decision + Closure

Jordan-Webb - All Rights Reserved 1991-2000

today s response work smarter
Today’s Response(Work Smarter!)
  • Organizing a Project Team Meeting
    • The notion to “work smarter” to get things organized utilizes technologies and techniques that transform the concept of a “meeting” that no longer requires everyone to be at the same place, at the same time, for all of the time.
    • In the new model of a meeting, activities performed while participants are separated can be integrated with activities that teams must perform when they are face-to-face.

Jordan-Webb - All Rights Reserved 1991-2000

today s response work smarter9
Today’s Response(Work Smarter!)
  • Organizing a Project Team Meeting
    • The following scenario represents how the activities of a conventional 5-day planning workshop might be re-organized into both distributed and face-to-face activities, requiring only one (1) day of face-to-face time.
    • While some of the distributed activities would be conducted at the same time (synchronously), participants could join other distributed activities at any time (asynchronously)

Jordan-Webb - All Rights Reserved 1991-2000

today s action steps distributed face to face
Today’s Action Steps(Distributed + Face-To-Face)
  • Phase I (distributed, synchronous)
    • Orientation + Ideation + Organization
    • Analysis + Evaluation
  • Phase II (distributed, asynchronous)
    • Ideation + Organization
    • Analysis + Evaluation
  • Phase III (distributed, synchronous)
    • Integration of Phases I & II + Exploration
  • Phase IV (sub-grouped, distributed, asynchronous)
    • Exploration + Proposition
  • Phase V (face-to-face, synchronous)
    • Proposition + Decision & Closure

Jordan-Webb - All Rights Reserved 1991-2000

group support technology for virtual and distributed teams
Group Support Technology for Virtual and Distributed Teams
  • Optimal Utilization of People - Your Most Valuable Resource
    • Helping Individual Time Management
    • Supporting Knowledge Management
  • Optimal Utilization of Time - A Non-Renewable Resource
    • Reducing Cycle-Time and Expense
    • Enhancing the Ability to React to Change
  • Support for Collaborative Decision-Making
    • Bridging Time & Place Constraints
    • Providing Structure & Group Memory
  • Better Outcomes
    • Asking Better Questions
    • Getting Better Answers

Jordan-Webb - All Rights Reserved 1991-2000

groups across time and place robert johannsen s four square model
Groups Across Time and PlaceRobert Johannsen’s Four Square Model

Same TimeSame Place

Different TimeSame Place

Same TimeDifferent Place

Different TimeDifferent Place

Jordan-Webb - All Rights Reserved 1991-2000

technology for group work
Technology for Group Work
  • Group Decision Support Systems provide work environments & tools that:
    • enable groups to do real work in:
      • the same place - face-to-face
      • different places - distributed
      • any place - virtually
    • enable teams to collaborate at:
      • the same time - synchronously
      • different times - asynchronously
      • any time - virtually

Jordan-Webb - All Rights Reserved 1991-2000

small group technology support synchronous same time same place
Small Group Technology Support(Synchronous, Same Time - Same Place)

Leader

Participants have

access to shared

workspace in

a fixed meeting space

Jordan-Webb - All Rights Reserved 1991-2000

small group technology support synchronous sub grouped same time same place
Small Group Technology Support (Synchronous, Sub-Grouped, Same Time - Same Place)

Leader

Sub-groups have

access to shared

workspace in

a fixed meeting space

Sub-Group C

Sub-GroupA

Sub-GroupB

Jordan-Webb - All Rights Reserved 1991-2000

virtual group technology support synchronous or asynchronous same or different time different place
Virtual Group Technology Support(Synchronous or Asynchronous, Same or Different Time - Different Place)

Leader

Participants join from a common

workspace or from their

own workspace at a

mutually agreed upon time

or at a time

convenient to their own schedule

Jordan-Webb - All Rights Reserved 1991-2000

out of the box planning for virtual and distributed teams
“Out of the Box” Planning for Virtual and Distributed Teams
  • Context for out-of-the-box planning
    • Envisioning or creating group processes that do not exist within our current frame of reference
  • Current State
    • Difficult to coordinate individual schedules for face-to-face sessions
    • Expensive and time consuming to convene teams for multiple days
  • Desired State
    • Easy setup for distributed sessions while minimizing face-to-face sessions
    • Team collaboration from convenient places at convenient times
  • Bridging the Gap
    • Enabling facilitators and planners to design new processes that “distribute” certain activities across time and place boundaries when:
      • such activities might not necessarily require a face-to-face interaction
      • time constraints make face-to-face interaction impossible
      • budgetary constraints make face-to-face interaction impractical

Jordan-Webb - All Rights Reserved 1991-2000

next steps action items
Next Steps & Action Items

End Presentation

Jordan-Webb - All Rights Reserved 1991-2000

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