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Group Problem Solving and Facilitation

Group Problem Solving and Facilitation. Gemini Skills Workshop July 1998. Contents. Group problem solving Problem solving/team building (PS/TB) approach Facilitation skills and the facilitator role. Why Use Groups for Problem Solving?.

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Group Problem Solving and Facilitation

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  1. Group Problem Solving and Facilitation Gemini Skills Workshop July 1998

  2. Contents • Group problem solving • Problem solving/team building (PS/TB) approach • Facilitation skills and the facilitator role

  3. Why Use Groups for Problem Solving? • Collective experience is more powerful than individual experience • Building on the ideas and knowledge of other creates positive synergy • Efficiency and productivity are enhanced • Group interactions ensure face-to-face interaction of all involved parties resulting in more effective communication • Creates automatic ownership of solutions for those involved.

  4. What is Effective Group Problem Solving? A planned and informed attack on a problem which is conducted in a cooperative manner and draws out the collective best from the assembled resources to achieve the best resolution of the problem through an action plan that has the commitment of the implementors

  5. Determine DecisionCriteria Follow-upandMeasure ClarifyProblem InvestigateCauses Identify Solutions Evaluate Solutions Implement Solution Key steps in the problem solving process 1. Determine what we know and what we don’t 2. Gather information 3. Identify constraints 4. Determine if you should proceed 1. Identify possible causes 2. Design tests 3. Perform tests 4. Determine causes or re-test 5. Determine to proceed 1. Determine criteria 2. Determine decision process 1. Determine solution approach 2. Develop solutions 1. Compare with decision criteria 2. Decide on solution(s) 3. Validate 1. Prepare action plans 2. Prepare follow-up plan and measures 3. Implement 1. Measure expected benefits 2. Collect feedback 3. Incorporate feedback into ongoing work There are many variations of this process, but these are the basic steps you should follow.

  6. PS/TB Approach

  7. What Is PS/TB? • Structured approach • Iterative participative process • Team building experience • GETS RESULTS—SOLVES PROBLEMS!

  8. 7-Step Team-Building/Problem-Solving Approach 1. Headline the problem 2. Provide background 3. Generate ideas 4. Select ideas 5. Get benefits/concerns 6. Work critical concerns 7. Get action plan/next steps

  9. PS/TB: Problem Statement • Initial statement of: problem, task, opportunity and challenge • Must be concise and accurate • Should be action oriented, "How to” ProblemStatement

  10. PS/TB: Background • Additional information • Clarification, definitions • Constraints • What we tried before (and the outcomes) • Motivating statements Background

  11. Problem Solving/Team Building Flow • 1. Headline the problem • 2. Provide background • 3. Generate ideas • 4. Select ideas • 5. Get benefits/concerns • 6. Work critical conditions • 1. Headline the problem • 2. Provide background • 3. Generate ideas • 4. Select ideas • 5. Get benefits/concerns • 6. Work critical conditions Yes None • 7. Get action plan/next steps None

  12. PS/TB: “Where to eat tonight?” Problem Statement: • H2 identify and make plans needed for my wife and I to eat dinner out this evening Background: • Don’t want to cook • Ate Chinese last night • Don’t want to drive more than 30 minutes Idea Generation/Restaurant: • 1. Herr Gruber’s German Restaurant • 2. McDonalds • 3. Chi-Chi’s Mexican Restaurant • 4. Madame Frenchy’s French Foods • 5. Guiseppi’s Italian Cuisine • 6. The Backfin Seafood Restaurant

  13. PS/TB: “Where to Eat Tonight” (cont.) Concerns: Selection: • 6. The Backfin Benefits of the Selected Idea: • 10 minutes away • New place • Recommended by friends (great swordfish!) • IWIK how much it cost • H2 get specified directions • H2 deal with my wife’s allergy to fish • IWIK if there were a table available this evening ID Critical Concerns: • H2 deal with my wife’s allergy to fish

  14. PS/TB: “Where to Eat Tonight?” (cont.) Idea Generation: (New) Problem Statement: • H2 deal with my wife’s allergy to fish Background: • If even she smell fish, she throws up • 1. Oxygen tent • 2. Gas mask • 3. Fumigate the building • Killer concern

  15. PS/TB: “Where to Eat Tonight?” (cont.) Concerns: Make New Selection:Restaurant • Chi-Chi’s Mexican Restaurant Benefits of the Selected Idea: • 12 minutes away • Allergies no problem • Good past experiences • Great margaritas! • H2 know if there’s a table available with less than a 30 minute wait • No reservations ID Critical Concerns: • None Action Plan: • Plan to leave for Chi-Chi's at 5:00 p.m. tonight (to avoid the dinner rush)

  16. Facilitation

  17. Good Facilitation Skills Apply in Many Meeting Situations Controlling Facilitating • Facilitating Leader’s Role: • Listen • Ask questions • Direct group process • Coach • Teach • Build consensus • Share in goal setting • Share in decision making • Empower others to get things done 20% Leader is responsible for decision making 80% 50% Team members and leader share responsibility for decision making 50% 80% 20% • Controlling Leader’s Role: • Tell • Sell • Direct • Decide • Delegate • Solve problems • Set goals • Use authority to get things done Source: How to Lead Work Teams: Facilitation Skills, Fran Rees.

  18. Good Facilitation Includes Specific Behavioral Skills • Ask open ended questions • Positively respond to contributions from the group • Ask for more specific examples • Redirect comments or questions to other group members • Avoid stating your opinion while facilitating • Paraphrase for clarity and understanding • Role model and encourage good meeting behaviors

  19. Meeting Roles: Facilitator • Guides the process • Make it “safe” for everyone to participate • Records group ideas and decisions • Monitors time contract • Brings team back on-track when needed • Helps headline and clarify ideas • Aids team performance • Provides feedback

  20. The Group Memory: Flipchart Recordings • Helps the group focus • Provides instant record of meeting content • Encourages participation • “Depersonalizes” ideas • Increases sense of accomplishment

  21. Meeting Roles: Client/ Team Leader • “Owns” the meeting—sets the objectives • Determines the participants • Provides support, information, and resources • Sets the tone • Encourages creativity • Makes decisions

  22. Meeting Behavior: The Leader Sets the Tone • Demand serious preparation, attention, and effort • Set high—but reasonable, achievable expectations • Speak in terms of “we” instead of “I” • Make the team realize that the task is important

  23. Meeting Roles: Resource/ Team Member • Generates ideas and recommendations • Adheres to the agenda • Practices good meeting behaviors • Completes assigned tasks • Participates actively

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