1. Cynthia and Jean April 27, 2015 The Clearwater Counties
facilitation
Cynthia and JT will welcome the group and each give a 45-second background on the experience they bring to the day.
Cynthia and Jean
April 27, 2015
The Clearwater Counties

2. This little light of yours!

3. Opening Round Name Organization/ Agency Facilitation Experience Level
1_______________2_______________3_______________4_______________5
Little to None My Fair Share Expert Level
Name
Organization/ Agency
Facilitation Experience Level
What will make this a successful day for you?
Where do you need to use facilitation?
What is your greatest strength or facilitator quality?
What is your greatest challenge or area you want to improve?
How do you want others to describe the meetings you facilitate?
Cynthia

4. Ground rules for today Here’s what we want:
The cell phone thing- take it outside!
Assume good will
Ask questions
We’re all in this together
Let’s help each other make this a fun and energizing day of learning
Feeling negative? Let’s talk about it instead of you checking out on us.
Cynthia

5. What do you want????
Cynthia
Ground rules for today

6. What have you experienced?
Recall an example of experiencing good facilitation and poor facilitation.
Share in small groups (5-7 minutes).
Identify the best example of each with associated characteristics and share with large group.
Large Group Recorder – Record characteristics/ actions associated with good and poor facilitation.
Cynthia

7. Self-awareness assessment
Jt will get something from ACL

12. Find your like groups. Here are the people who may approach things like you and who can be supportive
AND
These other groups are people who approach things differently than you who might stretch you in some different directions.

13. Group Dynamics
Forming
Adjourning
Storming JT
Performing
Norming

15. The facilitator’s role
Support the voice of the person with disabilities
Cope with uncertainty
Use power of credibility to help address issues
Be calm in times of emotion
Support and counsel others
Be understandable
Mobilise energy
Surface difficult issues and help others to do so
Take themselves less seriously
Empathize JT

16. What is a facilitator? Literally means: ‘making things easy’
A person who helps a group or team to:
Achieve results in interactive events
By using a range of skills and methods
To bring the best out in people as they work together
Focus on the process of how JT

17. Paradigm Shift for Facilitators
Keys to Effective Facilitation
Paradigm Shift for Facilitators
Instead of:
Try this:
Talking about the person.
Thinking about having the answers.
Searching for agreement.
Speeding up to get the end.
Focus on individual thinking.
Support the urge to compete.
Expecting perfection.
The person’s voice is front and center.
Think about having the questions.
Search for input.
Slowing down to savor the journey.
Benefit from collective thinking.
Engage and collaborate.
Embrace uncertainty and trust the process. JT
© 2010 NCAA Student-Athlete Affairs

18. Great facilitation
What does it look like?

19. What are the elements of great facilitation?
Supporting the person to lead the meeting to the best of their ability;
Listening;
Asking probe questions;
Managing the room;
Managing the meeting;
Handling conflict; and
Respecting cultural dynamics. JT

20. Good Facilitation Also Requires Some Deep Digging!
Digging Principle 1: ASK WHY?
Is it what the person desires or what they think is the “right answer”
Digging Principle 2 : ASK WHY?
Does it make sense? Match PCP tools?
Do they match . . .
This may become confusing for the person during meeting. S
Principle 3: FIND OUT WHY!
Best to “EXPERIENCE LIFE WITH THE PERSON” as directed by the Person!
Learn so much more when your interactions occur places other than over a desk or around a table!
Cynthia

21. Some ideas from Seneca STIR that may help.
The Co-Pilots “The people who will be most
impacted by your great skills of facilitation!”
Some ideas from Seneca STIR that may help.

22. Organizing for an effective meeting
The meeting
Organizing for an effective meeting JT

23. Outcomes of a good meeting
Meeting Outcomes
Share Information
Advance the Thinking
Improve Communication / Dynamics
Build Community
Build Capacity
Make Decisions
Obtain Input JT

24. Preparation is crucial!JT

25. Preparation is crucial!
Purpose
Why are we holding the session?
What are the key objectives?
Product
What do we want to have produced once we are done?
How will we know we are successful?
Participants
Who needs to be involved?
What are their perspectives?
Probable Issues
What are the concerns that will likely arise?
What are the “gotchas” that could prevent us from creating the product and achieving the purpose?
Process
What steps should we take during the meeting to achieve the purpose, given the desired product, the participants, and the probable issues we face? JT

26. Having an agenda can really help
Overall goal for the meeting
Specific objectives and correlating outcomes for this meeting/session that must be met
Who must attend? Roles?
What pre-work or information will participants need?
What type of opener is needed to foster comfort?
What amount of time for discussion is needed?
What decisions must be made?
What is the potential resistance/ issues? Where? Who?
Are there any special norms that need to be established?
How will you know you it was successful? JT

27. Designing an effective agenda
What topics do you need to address?
Topics
For each topic, what outcome do you want to see?
Outcomes
What activity(ies) will best support the group to achieve each desired outcome?
Processes JT

28. The meeting: beginning, middle and end
Room set-up is critical. Ensure seating fits group needs. Post materials.
Greet members and engage with them as much as possible as it helps encourage future participation. Personal connection…
Introductions, roles, objectives, agenda, process, ask for comments, ground rules, solicit reports/actions from previous, start process and discussion, explain clearly
During
Ensure that all members participate, manage conflict, keep group focused, keep a positive tone, keep track of discussion , intervene as needed, help members adhere to ground rules, maintain energy level, move through agenda/ discussion/ process
The 3 P’s of Process Checking: check Pace, check on the Process and take the group Pulse
Periodically summarize the ideas that have developed
Eye contact.
Ending
Ensure objectives were met, decisions made, and action steps/commitments for member ownership are in place (with names and dates).
Summarize objectives, decisions and action items.
Conduct a written evaluation of session and solicit verbal feedback
Ensure all recorded notes (flipcharts) are in hands of right person to transcribe.
Determine follow-up date/time/actions.
Thank participants/ leadership. Make sure they understand and celebrate accomplishments. JT

29. Managing the room Take cues from the person who the meeting is about;
Model appropriate behavior;
Ensure involvement;
Enable understanding;
Keep a task-related focus;
Push for action outcomes;
Manage time;
Ensure that a record is created. JT

30. Managing the meeting
Decide in advance with the person what the shared responsibilities of managing the meeting will look like
Start on time
Welcome, thank everyone
Make introductions
Review agenda, objectives, and ground rules
Encourage participation
Stick to the agenda
Seek commitments
Bring closure to each item
Summarize results and follow-ups
Thank the participants
Close the meeting JT

31. Managing the meeting: Use your OARS!
Open-ended questioning
Affirming
Reflective listening
Summarizing JT

32. The 10 Commandments of Effective Listening
Stop talking
Put people at ease
Show you want to listen
Remove distractions
Empathize- put yourself in the other person’s shoes
Have patience
Hold your temper
Don’t argue or criticize
Ask questions
STOP TALKING
Cynthia

33. Using Questions
Questions of clarification What do you mean by _______? Let me see if I understand you; do you mean _______ or _______?
Could you give me an example? Could you explain that further?
Questions that probe assumptions You seem to be assuming _______. Do I understand you correctly?
All of your reasoning depends on the idea that _______.
Questions that probe reasons and evidence Why do you think that is true? What are your reasons for saying that? What led you to that belief? JT

34. Handling conflict Recognize these??? The person is marginalized
Individual domination
Intimidation
Tension
Someone expressing doubts
Side conversations
Cynthia

35. When People are Engaged When People are Not Engaged
Early Warning Signs…
When People are Engaged
When People are Not Engaged
Involvement in discussion
Low involvement in discussion
Words of encouragement
Complaints, objections
Laughs, smiles, head nods
Frowns, head shakes, nothing
Bodies leaning and legs crossed, toward the center of the room
Bodies leaning and legs crossed away from the center of the room
Look for:
Participants who are not speaking.
Participants who complain or object publicly to the group or privately to a neighbor in side conversations.
Participants whose outward expressions seem to indicate that they are not buying in.
Participants whose body language seems to indicate uneasiness.
Changes in communication patterns and dynamics.
Cynthia

36. STIR SPIRAL MODEL
FOR PROBLEM SOLVING…
Cynthia and Seneca STIR

37. Strategies for handling conflict
Timing matters…deal with the situation as soon as you recognize it and timing works:
identify points of agreement;
reformulate contributions to highlight common ideas;
encourage people to build on others’ ideas;
test consensus for relevance/motivation;
consider if a break would help.
Avoid public corrections, getting angry or emotional and losing objectivity or neutrality.
Cynthia

38. Handling conflict: dealing with the difficult person
Invite the resistor to express their rationale for resistance while you listen:
Tell me why you feel this way.
What happened last time?
Help me understand the facts of the situation.
After concerns have been acknowledged, ask questions to prompt the resistor to suggest solutions to barriers:
What would make you change your mind?
What assurance will eliminate your concerns?
What supports will enable you to continue?
Cynthia

39. Now you try it: large group exercise …a few scenarios LET’S LEARN FROM EACH OTHER!
Cynthia

40. Respecting cultural dynamics …a few stories from our personal experience…
Variable language skills;
Recognition of cultural differences without reinforcing stereotypes;
Different cultural norms about politeness and communication style;
Awareness of perceived status differences between cultures;
Loyalty towards one’s own cultural group.
JT with opening stories by Cynthia and JT

41. Regional Dessert Favorites!

42. Setting the cultural tone a brief story about the shredded chicken sandwich
We appreciate & enjoy cultural diversity;
We accept that our own perceptions are influenced by our own upbringing/culture;
We empathize with another’s view;
We are open-minded and we don’t stereotype people who are different than us;
We openly discuss how our different cultural backgrounds may be influencing an issue. JT

43. Setting the cultural tone (a little more)
We recognize and accept that physical contact differs across cultures;
We recognise that language is a barrier and make allowances without being patronising;
We always double-check understanding;
We plan our communication to eliminate the negative and accentuate the positive;
We communicate in a clear, direct, honest and open way. JT

44. A few suggestions for facilitating change
Change is happening everyday.
Each one of you is a change agent.
Be a change agent, not a change target.
Cynthia

45. Empathy: The overarching facilitation principle and it’s especially useful in supporting change
Creates environment conducive to change, instills sense of safety, of being understood and accepted, and reduces defensiveness.
Sets the tone within which the entire communication occurs.
Without it, other components may sound like mechanical techniques
Cynthia

46. Empathy: what it looks like
Open
Nonjudgmental
Reflective
Understand the speaker’s frame of reference
Acceptance and affirmation
No “authoritative/expert” tone
Listen to both what the person says and to what the person means
Check out assumptions
Cynthia

47. Warning signs that empathy has left the building
Challenging
Shaming
Warning
Finger-wagging
Labeling
Confronting
Moralizing
Being sarcastic
Giving unwanted advice
Playing expert
Cynthia

48. Using Empathic Reframing to Overcome Negativity
Perceived Problem
Reframed Problem
Them Us
Problem
Opportunity
Our goal is unachievable.
We need to break out goal down into realistic steps.
They won’t buy it.
We need to identify the value for them.
We don’t have enough resources.
We can use the resources we have better. Let’s identify waste.
We need to gather more input.
Let’s take a critical look at the input we are already
The people working on it are doing a terrible job.
The people working on it may not have the time to do a quality job
We don’t have enough money.
We haven’t figured out how to find new sources of money.
The group just can’t get along.
The group hasn’t made a commitment to work through the issues they have.
We don’t have any power in this system/ community.
We haven’t found our leverage points in the system/ community.
We don’t have enough time to do all these things.
We need to decide what to do now and what to do later…prioritize actions.
Cynthia

49. Non-facilitator Response Question Type and Purpose
The Perception
Non-facilitator Response
You don’t think what was said is correct.
I don’t think that is correct.
You don’t believe everyone understands what is said, but you think you do.
Let me explain to everyone what he is saying.
You don’t understand what is said and are not sure anyone else does.
I don’t understand your comment.
A potentially suitable solution has been overlooked.
I think we should…
The point does not appear to be relevant to the current discussion.
That point is irrelevant. Let’s move on.
The group has stalled.
Let’s move on to the next topic.
Facilitator Response
Question Type and Purpose
JT and Cynthia

50. Non-facilitator Response Question Type and Purpose
The Perception
Non-facilitator Response
You don’t think what was said is correct.
I don’t think that is correct.
You don’t believe everyone understands what is said, but you think you do.
Let me explain to everyone what he is saying.
You don’t understand what is said and are not sure anyone else does.
I don’t understand your comment.
A potentially suitable solution has been overlooked.
I think we should…
The point does not appear to be relevant to the current discussion.
That point is irrelevant. Let’s move on.
The group has stalled.
Let’s move on to the next topic.
Facilitator Response
Question Type and Purpose
Why is that important?
Direct Probe to Challenge
It sounds like what you’re saying is…Is that right?
Playback Question to clarify what you believe you know
Is that important because…?
Indirect Probe to provide a way for the participant to clarify
Are there solutions in the area of…?
Leading Question to seek other solutions
That’s a good point. Can we put that on the Issues list so we won’t forget it, and then get back to…..?
Redirection Question to get the conversation back on track
When have covered (a), (b), (c),…What else might we do to improve the hiring process?
Prompt Question to help keep the group moving
JT and Cynthia

51. Closing round:
JT and Cynthia
One word describing what you learned today and how you will use it. OK, that’s two words!