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Facilitation . The Key to Productivity in the Workplace. FACILITATE. - TO MAKE EASIER (Webster’s 11th Collegiate Dictionary ). INDIVIDUAL VS. GROUP DECISION MAKING THE MENTAL ASPECT.

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facilitation
Facilitation
  • The Key to Productivity in the Workplace
facilitate

FACILITATE

-TO MAKE EASIER

(Webster’s 11th Collegiate Dictionary)

slide3

INDIVIDUAL

VS.GROUP DECISION MAKING THE MENTAL ASPECT

facilitators are process managers
FACILITATORS ARE PROCESS MANAGERS
  • The Facilitator is like an orchestra leader. She or he must keep everyone on thesame sheet of musicplaying the same note, in the samebeat, all at the same time
good facilitators are neutral servants of the team
GOOD FACILITATORS ARE NEUTRAL SERVANTS OF THE TEAM

THEY DO NOT

EVALUATE

OR

CONTRIBUTE IDEAS OF THEIR OWN

MANAGING PROCESS IS YOUR ONLY JOB

slide7

“Put your energies into guiding rather then ruling. The more unobtrusive you lead, the more people will grow and learn to use their powers wisely. Make your aim as a leader to be unnoticed and eventually unneeded!”

--from My Tao, by R.W. Russell

common meeting problems the facilitator s role
Common Meeting Problems & The Facilitator’s Role

SEPARTING ROLES: LEADER

(Facilitator, Leader, and Member)

Leader

Participant

Traffic Cop

slide9

Can you be Captain, Coach, Quarterback, Referee, and Cheerleader all at the same time?!Which Role(s) would you give up; keep?

the facilitator is the meeting chauffer

THE FACILITATORISTHE MEETING CHAUFFER

He/She is the Neutral

Servant of the group.

With the basic decision making process and the specific “road maps,” proper facilitation will help you avoid potholes and detours, and get you where you want to go in an efficient, effective manner.

key facilitative behaviors active behaviors

KEYFACILITATIVE BEHAVIORSACTIVE BEHAVIORS

  • Things You Can Do To Intervene
  • and Get Things Back on Track
  • When They Start To Go Wrong
  • Enforce process agreements
  • Constantly encourage
  • Accept/legitimize/deal or defer
  • Be non-defensive
  • Use body language
  • Don’t talk too much
  • Boomerang
  • *
  • *
  • *
  • Check for agreement
  • Recycle to last level of agreement
  • Play dumb
  • Say what is going on
  • Maintain/regain focus
  • Use team memory
  • Avoid process battles
  • *
  • *
  • *
slide12
Facilitating CommentsRemember to do the little “Sesame Street” commercials to constantly educate the team/group on process.
  • There’s no one right way to solve problems; we can try lots of

different tools. Which do you want to try first?

  • You can only do one thing at a time.
  • It’s OK to disagree.
  • People don’t stick to agendas they haven’t agreed upon.
  • Having timeframes can keep up on track.
  • People don’t feel understood unless they get a response.
  • You can’t solve two problems at once; which do you want to work on?
  • If you can’t agree on the problem, you won’t agree on the solution.
continuation of facilitating comments
…Continuation of Facilitating Comments

12) It’s your team/group/meeting.

13) Terrific! You’re all terrific!

14) Gee, you all look tired/sad/unhappy….

15) I’m feeling frustrated – what about you…?

16) Let’s review the Team Memory and see if we can get back on track.

17) Are you discussing what to do, or how to do it?

18) Could we slow down; I don’t think everyone is clear on what

the problem is?

19) It’s not the role of the facilitator to solve your problems.

20) Let’s freeze and look at our process.

21) It’s good to share information, not evaluates right/wrong.

22) We need to remember where we are in the P-S process.

23) Go slow now to go fast later.

copy cut and carry
COPY, CUT, AND CARRY

FACILITATIVE BEHAVIORS

FACILITATOR CONTRACT

  • Boomerang
  • Maintain/Regain focus
  • Play dumb
  • Say what’s going on

(say the unsayable)

  • Check for agreement
  • Avoid process battles
  • Enforce process agreements
  • Accept/Legitimize/Deal or Defer
  • Be non-defensive
  • Use body language
  • Use the Team Memory
  • Try to stay neutral
  • Not contribute my ideas
  • Manage process (be meeting

“chauffeur”)

  • Focus team energy on the

task

  • Defend you from personal attack
  • Make process suggestions
  • Need your help to keep in

role

  • It’s your meeting

KNOW WHERE YOU’RE GOING

PAVE THE WAY

DEFINE YOUR ROLE

further reading
FURTHER READING:
  • The One Minute Manager Builds High Performing Teams

by: Kenneth Blanchard, Donald Carew,

and Eunice Parisi-Carew

2) The Wisdom of Teams

by: Jon R. Katzenbach, Douglas K. Smith