March 26, 2014

1. Facilitation and Group Dynamics – Applications to Support QI March 26, 2014

2. Welcome & Introductions

3. Today’s Agenda • Facilitation Basics • Introduction on Group Dynamics • The Focused Conversation Method • Overview, walkthrough, and practice • Structured Brainstorming Techniques • Questions, Plans for Day Two

4. Training Pre-Assessment

5. Facilitation Basics • In work where collaboration and consensus are critical, facilitation can be a key to success Facilitate verb (used with object), fa·cil·i·tat·ed, fa·cil·i·tat·ing. to make easier or less difficult; help forward (an action, a process, etc.): Careful planning facilitates any kind of work. 2. to assist the progress of (a person).

6. Facilitation Basics • How many of you have facilitated a meeting before? • How would you describe your experience as a facilitator? • What has gone well for you when you have facilitated meetings in the past? • What has not gone so well for you when you have facilitated meetings in the past? • What do you see as your areas to improve to become a better facilitator?

7. Facilitation Basics During a meeting…

8. What does a facilitator DO? Uses planned methods to guide the conversation towards a common goal Redirects the conversation when ‘off-track’ Manages participation Summarizes discussion and decisions Brings closure to a meeting with an end result or action

9. Leaders as Facilitators

10. Common Facilitator Challenges Information overload Sticking to the process without getting caught up in content Attending to the conversation and all members of the group (includes intervening in difficult situations) Guide the group to eventually work productively without you

11. Questions?

12. Break

13. Group Dynamics • What comes to mind when I say “group dynamics?” • What types of groups have you been involved in… …that were successful? …that were unsuccessful? • What makes some groups successful and other groups less successful?

14. Group Dynamics “The influential, interpersonal processes that take place within groups.” • The members of a group are interconnected or linked in different ways which influence dynamics • The size and members of a group influences its nature in many ways • Group dynamics leave an “imprint” on group members that influence future behaviors

15. Group Dynamics INTERACTION: transactions between individuals; what people do to or with one another. • Task interaction: focused primarily on the group’s work, project, plans, and goals. • Relationship interaction: focused primarily on the interpersonal, social side of group life.

16. Group Dynamics Can be complicated Can change over time Can be uncomfortable Can be guided using good facilitation skills and tools

17. Group Development Most groups will develop and change over time in predictable ways Understanding phases of group development will help guide a facilitator’s work Form-Storm-Norm-Perform

18. Stages of Group Development Adapted from the Tuckman Model Tuckman, Bruce (1965) “Developmental sequence in small groups”. Psychological Bulletin, 63, 384-399

19. Stages of Group Development • Goal: “Count me in.” • Task: Orientation • Concern: Inclusion

20. Facilitation Strategies • During the Forming stage: • Clearly explain the purpose of the group • Revisit purpose and goals often • Plan and support introductory (“get to know you”) activities • Discuss roles early, formalize roles • Develop consensus around expectations for the group • Make visuals to remind the group of goals and purpose

21. Stages of Group Development • Goal: “We’re all in charge.” • Task: Organization • Concern: Control

22. Facilitation Strategies • During the Storming stage: • Attend to individual needs • Draw out individual strengths • Attend to people, process, and purpose • Revisit roles and expectations • Use the Circle Conversation to establish consensus around process and priorities • Carefully prepare facilitation plans for meetings • Use Active Listening

23. Stages of Group Development • Goal: “Speak your mind.” • Task: Communication • Concern: Openness

24. Facilitation Strategies • During the Norming stage: • Use Circle Conversations to elicit open dialogue about expectations and roles • Revisit roles and adjust as needed • Watch for alliances to form and bring them back into the whole group

25. Stages of Group Development • Goal: “We’re succeeding!” • Task: Collaboration • Concern: Success

26. Facilitation Strategies • During the Performing stage: • Identify group successes • Celebrate group successes • Use Circle Conversations to review progress and discuss what’s working and what could go more smoothly • Use visuals to track progress • Revisit goals and adjust as needed

27. Stages of Group Development (Tuckman & Jensen, 1977)

28. Group Conflict • Conflict isn’t always bad • Whether and how the facilitator should intervene in conflict depends upon: • The level or type of conflict • How the group is responding to it

29. Group Conflict • Conversations about differences in opinions/views • Emotional disagreements • Disrespectful arguing When might a facilitator need to intervene?

30. Team Behaviors Being able to identify and understand both constructive and destructive behavior of team members is critical The group looks to the facilitator as a model of what behaviors are acceptable in the group setting

31. Constructive Team Behaviors

32. Destructive Team Behaviors

33. Intervening in Difficult Situations Some situations may call for facilitator action to help the group Finding the balance between maintaining the group’s autonomy and being helpful can be a challenge

34. Ask yourself… • What type of group behavior do I see? • If I do not intervene, will another group member? • Will the group have time to process the intervention and move forward? • Is the group too overloaded to process the intervention right now? • Is the situation important enough to intervene? • Do I have the skills to intervene?

35. Listening Skills for Facilitators Use three levels of listening: • Listen to self (thoughts, reflections) • Listen for meaning (content) • Listen for depth (intent, emotion, intuition) • To help you listen at a deeper level… • Be present • Be comfortable with silence • Assess and manage your “inner chatter” • Use Active Listening Skills

37. Intervention Approaches High-level Direct and immediate Medium-level One-on-one with team member Low-level Summarizing, reminding, taking breaks, etc. Prevention Ground rules, etc.

38. Questions?

39. The Focused Conversation MethodCircle Conversation Adapted from The Institute of Cultural Affairs – Technology of Participation A planned approach that brings about… • Meaningful dialogue • New perspectives • Clear ideas and conclusions • Active participation …by traveling through four levels of dialogue.

40. Circle Conversation

41. Facilitation Plan

42. Focusing your Plan Your topic is the focus or subject of the conversation. It sets the boundaries of the conversation. Adapted from The Institute of Cultural Affairs – Technology of Participation

43. Goals of the Conversation The Rational Aim is the stated intent, purpose, or practical goal of the conversation. It guides the collective thinking process and determines the direction of the conversation. Adapted from The Institute of Cultural Affairs – Technology of Participation

44. Goals of the Conversation The Experiential Aim is the inner impact of the conversation. It affects the mood of the group and sets the tone of the communication between participants. It is underlying what you want participants to walk away feelingor believing as a result of the dialogue. Adapted from The Institute of Cultural Affairs – Technology of Participation

45. Opening the Conversation The Opening orients your participants and sets the stage and tone for the conversation. Adapted from The Institute of Cultural Affairs – Technology of Participation

46. Using ORID Questions • The majority of the conversation will be led by a series of planned questions that are: Objective Reflective Interpretive Decisional

47. Objective Level Questions Adapted from The Institute of Cultural Affairs – Technology of Participation To engage the five senses of sight, sound, taste, smell, and sound: Focus on the facts and objective data Get your participants’ attention with easy questions Invite participation “What sticks out in your mind from what you heard as we opened the conversation?”

48. Reflective Level Questions Adapted from The Institute of Cultural Affairs – Technology of Participation To elicit and acknowledge imaginative, intuitive, and emotional responses: Invite participants to use their imaginations Acknowledge emotions, memories, and associations “What does this remind you of?”

49. Interpretive Level Questions Adapted from The Institute of Cultural Affairs – Technology of Participation To elicit the sharing of experiences and individual meaning: Build shared awareness within the group Identify available options and possibilities “What does this mean for our group?”

50. Decisional Level Questions Adapted from The Institute of Cultural Affairs – Technology of Participation To develop collective opinions or resolve that may lead to future action: Draw out deeper meaning from participants Make conversation relevant to the future Focus on individual and group choice “What will this mean for the clients we serve?”