Facilitation and Facilitative Leadership Some tricks of the trade - - PowerPoint PPT Presentation

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Facilitation and Facilitative Leadership Some tricks of the trade - - PowerPoint PPT Presentation

Sep 05, 2022 334 likes •571 views

Facilitation and Facilitative Leadership Some tricks of the trade for New Jersey VISTA Leaders Facilitation is the art of small agreements What Facilitators Do manage the process of dialogue, learning, or decision making (involving a

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Facilitation and Facilitative Leadership

Some tricks of the trade for New Jersey VISTA Leaders

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small agreements

Facilitation is the art of

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What Facilitators Do…

➤ manage the process of dialogue, learning, or

decision making (involving a group)

➤ encourage participation and set a tone ➤ maintain focus on the task ➤ help build small agreements ➤ sometimes this is in the context of an educational

session; at other times it is in the context of a working meeting or even disagreement

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Setting the Stage…

Present basic information Who you are Context Desired outcomes or goals How goals fit into larger process Overview of the agenda/outline Clarify if necessary: Does anyone have questions? Does this make sense to everyone? Check for agreement: Look for cues Make eye contact

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The Flow…

Think, for example, that you are navigating a conversation or problem-solving attempt: First you might set out the question or issue (like defining an

  • utcome) in the context of a conversation, such as “What kind of

ice cream do we want for dessert? We can only have two kinds.” And you might open it up or guide it with a few constraints

  • r details, “Look they have 50 kinds of ice cream; might we go

around and hear preferences” Then, you might focus in a bit, “We will only have time to do two strategies fully; we need to decide what is most important.” Then, the process comes to a close or transition of some kind, “The surveys show that the partners brought in more than half the recruits and the others were tapped by alumni; we believe that strategy should take first priority.”

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Clarify the process…

When starting a new item or segment:

  • Clearly state the content of the next segment
  • r step and desired outcomes.
  • Clearly present the process. Use concise,

straightforward language.

  • Clarify if necessary. Ask if anyone has

questions.

  • Check for agreement.
  • If there is disagreement or confusion, look for

small agreements.

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Open

Open consideration of a topic through open-ended activities (brainstorm, questions, etc.

Narrow

Use a process to narrow the information and considerations.

Close.

Reach closure

  • r transition

(e.g. next steps for process).

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Open

๏ Brainstorm ๏ List ๏ Survey ๏ Review ideas ๏ Once Around (Hear from each participant) ๏ NOSTUESO ๏ Open-ended Questions

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Narrow

๏ Material, time/urgency, resource (budget) constraints ๏ Polling or Prioritizing Technique ๏ Eliminate duplicates ๏ Voting ๏ Consensus process (if agreed on as decision-making approach)

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Close

๏ Negative poll ๏ Decision - Prioritizing Technique or Voting ๏ Combine and build agreements until goal is reached ๏ Define next steps for decision (e.g. “Okay we have three possibilities to research – let’s come back next week with the information and we’ll decide based on that”)

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Bag of Tricks

Plus/Delta fist of five

  • nce around

the funnel most interesting thing

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Back on Track

boomerang grounding in the ground rules where are we affirm then defer whats going on

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Facilitative Leadership

Lead • er a person who has commanding authority or influence

Fa • cil • i • tate to make easier

Facilitative Leaders empower others to work together to achieve common goals. They make it easier for people to:

  • Contribute their ideas and expertise
  • Speak up when they have problems
  • Work with others
  • Make and implement decisions
  • Achieve high-quality results
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Facilitative Leaders Balance

Coach Guides others towards improved performance, self- awareness, and full potential

Team Leader Manages the process by which a team accomplishes its goals and tasks

Change Agent Encourages continuous improvement of the

  • rganization and

systems

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Eight Practices

Celebrate Accomplishment

Team Leader

Share an Inspiring Vision Focus on Results, Process, & Relationship Seek Maximum Appropriate Involvement Model Actions that Facilitate Collaboration Design Pathways to Action Bring Out the Best in Others Build the Clock

Change Agent Coach

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Share an Inspiring Vision Create and community an image of the future and get others engaged in its pursuit. Keep the mission out front. Focus on Results, Process, Relationships Build a framework for performance and satisfaction that balances what gets done, the way it happens, and how people treat each other. Seek Maximum Appropriate Involvement Leverage the talent & interests of

  • thers around you by including

them appropriately in the decision- making process. Work to increase trust and commitment through engagement. Model Actions that Facilitate Collaboration Encourage diversity of opinion and honor individual perspectives. Help team members stay focused on task at hand through modeling. Design Pathways to Action Guid others in planning how to solve problems and realize

  • pportunities. Help people see

alternatives when implementing a

  • plan. Provide a roadmap.

Bring Out the Best in Others Coach individuals to do their best. Listen as an ally. Support the expression of others’ ideas and

  • aspirations. Seek out the best in
  • neself. Work to overcome
  • bstacles.

Celebrate Accomplishment Seize the moment to celebrate small

  • successes. Acknowledge individuals

and teams for their contributions. Provide authentic praise. Build the Clock Build systems, talent, and structures so that the work can continue (perhaps even better) when you are

  • gone. Nurture new leadership.

Personal Development Plan

Where I’m strongest... Where I need to grow...

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Balancing Results, Process, and Relationships

We got the job done!

Focus on Results, Process, & Relationship

But things were confusing from the beginning... ...and people didn’t really listen to me.

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Results

Focus on Results, Process, & Relationship

Relationships

Do team members/ colleagues feel supported? Do team members/ colleagues feel valued? Do I trust others and feel valued?

Process

Was the process inclusive? Was the process clear/ transparent? Is/was the process appropriate to the task and context? Were the results high-quality? Did it get done on time? Was your organization/those involved satisfied?

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Facilitation

Outcomes/Goals Relationships /Dynamics

The facilitator has to be aware of and observant about the individuals’ and group’s behavior and participation, attempting to reaffirm and trust participants’ contributions

Process/ How

The facilitator is concerned about how to get to the aim, paying attention to the quality

  • f the process, its flow,

and its efficiency. The facilitator is attempting to get to a particular outcome or end. This is usually a goal or aim.

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Take 2: Seek Maximum Appropriate Involvement

Level of involvement

Seek Maximum Appropriate Involvement

Time and Other Constraints

Decide & announce Gather input from individuals & decide Gather input from team & decide Use Consensus Delegate decision with constraints

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Approach Advantages/Uses

Disadvantages/ Misuses

Keys to Success

Delegate decision with constraints

  • Frees leader up for other work.
  • Minimizes underming of the
decision.
  • Develops leadership capacity
  • Team may not have the skills,
experience, or perspective to make informed decision.
  • May take more time.
  • Team may take on extraneous issues
(drift).
  • Explain how people will be involved.
  • Explain rationale and constraints (i.e., time, costs).
  • Build in milestones for process and content checks.
  • Be available for questions.

Use Consensus

  • Educates through active
participation.
  • High level of support for decision.
  • Implementation can be quicker, due
to higher buy-in.
  • May take more time, demand better
facilitation.
  • Team members may not have
collaborative skills to agree.
  • People may interpret leader’s choice of
consensus as weakness.
  • Explain what consensus means in the given
situation and why you chose this mode.
  • Outline contraints, including time and money/
resources.
  • Identify a fallback level if consensus cannot be
reached.

Gather input from team & decide

  • More creative thinking because of
group synergy.
  • Increased likelihood of well-informed
decision.
  • People feel included and may be
more committed to implement.
  • Takes more time; requires some
management of process.
  • May surface issues or conflicts, at times
disruptive.
  • If resulting decision is in conflict with
input, people may sabotage implementation.
  • Explain how people with be involved in decision
making and the rationale of the approach.
  • Set guidelines for the type of involvement & input.
  • Set a time limit for the decision and results.

Gather input from individuals & decide

  • More relevant (differentiated)
information for decision.
  • Increased likelihood that decision
will be carried out.
  • Doesn’t require a meeting or
involvement of all players.
  • Some players may feel arbitrarily
excluded or may not feel process was as collaborative.
  • If decision is in conflict with input,
players may undermine decision or be less likely to implement well.
  • Explain how people with be involved in decision
making and the rationale of the approach.
  • Explain what considerations or criteria you will use
to make final decision (especially if input is not all considered equal).
  • Be clear about type of input/info you need.

Decide & announce

  • Decision can be made quickly and
deal with situations requiring urgency or action.
  • Leader is in immediate control.
  • Implementation can begin quickly.
  • May not be or may be perceived as ill-
informed, lack of process, or unfair.
  • Those assigned to carry out may balk at
implementation.
  • Those affected may harbor resentment.
  • Explain the context for the decision (i.e.,
constraints, factors) and announce the decision itself.
  • Explain why you chose this approach.

Levels of Decision Making

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Take 2

Focus on Results, Process, & Relationship

Scenarios

Analyze Alternatives? Role Play Freeze/Switch Discuss