Presentation on theme: "Facilitating Effective Meetings"— Presentation transcript:
2Session Goals and Objectives To review basic roles, skills, tips and tools of effective facilitationTo practice key facilitation interventions and skills
3Facilitator’s Faux Pas Recall a meeting you have facilitated or attended that did not go as planned…What were some of the things that you/the facilitator did that did not work?Goals:Generate a list of facilitation don’tsPractice facilitation techniques—Go around11:00 Write list on paper and the immediately into brainstorm11:05 Brainstorm—ask for a volunteer to lead us “Key QualitiesGoals:Generate a list of facilitation don’tsPractice facilitation technique—go around
4Effective Facilitation What are some key qualities, skills and roles of facilitators?Goal: Generate a list of facilitation do’sBrainstorm Volunteer needed Think about the positiveFinish brainstorm and move to “Basic Principles”Goals:Generate a list of facilitation do’sPractice brainstorming as a tool
5Facilitation — Basic Roles A facilitator guides and helps people move through a process togetherA facilitator focuses on HOW people participate, not just on WHAT gets achievedA facilitator is neutral and never takes sidesA facilitator encourages participationThe facilitator is not the seat of wisdom and knowledge. That means a facilitator isn't there to give opinions, but to draw out opinions and ideas of the group members.The facilitator is attentive to 3 different dimensions:The results—getting to the desired outcomesThe process—making sure that it is clear how move from here to there and what decision-making rules will be usedRelationships—how participants experience their interactions with the facilitator and one another—team building, collaborationREFER TO HANDOUT “WHAT ARE FACILITATION SKILLS” excellent overview and introduction to steps in facilitating a meeting—share with your colleagues back home
6Facilitation — Basic Tasks Understanding the goalsCreating an effective agendaSetting the toneCreating ground rulesIdentifying methods of decision-makingEngaging all participantsKeeping the meeting moving and on-trackHandling difficult people and challenging situationsSetting tone: Ice breakers; Personal manner + meeting on time, sticking to agenda, etc.Creating Ground Rules Jointly first meeting; keep them posted for the futureDecision-making Voting Consensus Advisory None—receivesKeeping it on track: 3 common problemsTopic drift "OK, let's come back and focus on the problem we need to solve. . ." Table it or change agendaBreaking time agreements—notice and ask for new agreement "I notice that we don't heed our stated start and end times, which causes a bind for me. Could we make a new agreement that reflects our true intentions and practice?"Subgroup focus--Make the spontaneous break-out session public by saying: "This discussion appears to involve only a few people. Is it something that can be resolved rapidly or is there another way to handle this? What does the group want to do?"Engaging all Participants: engaging quiet ones and dealing with domineering Once-around, brainstorming, direct questioningHandling Difficult people and challenging situations:Preventions—planning essentialEarly managing of expectations and setting toneInterventions—range of options
7Creating an Effective Agenda Understanding organizational goalsKnowing the participants and dynamicsInviting the right people at the right timeEstablishing a clear purpose for the meetingPreparing objectives for each segment of the agendaDetermining best method to meet objectives
8Creating Ground Rules/Agreements Purpose of meetingTime lines and length of meetingsMeeting leadership and other rolesParticipation and attendanceHow decisions will be madeExpected behavior in meeting*Communication with those outside the meeting* What guidelines should we keep in mind to ensure our work together is productive and enjoyable?Defn: logistical agreements or the standards of operating that determine how people conduct their discussions and how they will make their decisions. The value of ground rules lies in their very creation.What operating principles should we adopt in order to make our work more efficient and of higher quality?" Or "What are some important guidelines we should all keep in mind as we work together in these meetings?"
9Engaging All Participants Developing a structure that allows for everyone's ideas to be heardCreating a comfortable and safe environment for sharing all ideas and viewpointsEnsuring that the group feels that the ideas and decisions are theirs, not just the leader'sSupporting everyone's ideas and not criticizing anyone for what they've said
10Keeping the Meeting Moving Facilitation skillsFacilitation preventions and interventionsFacilitation tools
11Facilitation – Basic Skills Active ListeningReflecting – feeding back the content and feeling of the messageClarifying – restating an idea or thought to make it more clearSummarizing – stating concisely the main thoughts.Shifting focus – moving from one speaker or topic to anotherReflecting “Let me see if I’m hearing you correctly…”Clarifying “What I believe you are saying is…”Summarizing “It sounds to me as if we have been talking about a few major themes…”Shifting focus “Thank you, John. Do you have anything to add, Jane?” “We’ve been focusing on views 1 and 2. Does anyone have strong feelings about the other views?”What is not on this list that is the MOST CRITICAL???? Listening
12Handling Difficult People — Preventions Get agreement on the agenda, ground rules and outcomesFind out the group's expectationsShow respect for experienceListen to understand Stay in your roleDon't be defensive“Buy-in" power playersPreventions are techniques that can help you avoid disruption from the start.Listen closely to understand the points the speaker is making, and restate these points aloud if you are unsure.Remain neutral"Buy-in" power playersThese folks can turn your meeting into a nightmare if they don't feel that their influence and role are acknowledged and respected. If possible, give them acknowledgment up front at the start of the meeting. Try giving them roles to play during the meeting such as a "sounding board" for you at breaks, to check in with about how the meeting is going.
13Handling Difficult People —Interventions Have the group decideUse the agenda and ground rulesBe honest: say what's going onUse humorAccept or legitimize the point or dealUse body languageTake a breakConfront in the room1. Have the group decide throw it back to the group and ask them how they feel. Let the group support you.2. Use the agenda and ground rules remind folks of the agreements made at the beginning of the meeting.3. Be honest: Say what's going on If someone is trying to intimidate you, if you feel upset or undermined. It's better to say what's going on. Everyone will be aware of the dynamic in the room.4. Use humor If there is a lot of tension in the room, if you have people at the meeting who didn't want to be there, if folks are scared/shy about participating, if you are an outsider: self-deprecating5. Accept or legitimize the point or deal:6. Use body language If side conversations keep occurring, if quiet people need to participate, if attention needs to be re-focused: Move closer, Make eye contact7. Take a break invite the disruptive person outside the room and politely but firmly state your feelings about how disruptive their behavior is to the group and that it needs to end. But also try to find out if there are other ways to address that person's concerns.8. Confront in the room the last resort
14Dealing with Conflict Help clarify what the conflict is about Affirm the validity of all viewpointsFrame the conflict as a problem to be solvedCreate space for problem solving to occurHelp participants save faceHelp group proceed with agreements and hold back on areas of disagreementDiscuss what happens if no agreementSeparate content and from processIf you get to the point where the meeting cannot move on because of conflict among participants, you may need to suggest a different venue and a formal conflict resolution process to deal with the conflict. Do not bog down your meeting or involve everyone in this.REFER TO NEA HANDOUT
15Facilitation Exercise — Scenario Problem Solving How could the facilitator respond to this common meeting process problem?Goals:Apply information to practical scenariosBenefit from sharing ideas with others
16Facilitation Exercise – Practicing Specific Skills ListeningReflectingClarifyingSummarizingShifting focusGoals:Practice to gain feedbackPractice to build confidenceSkill-building exerciseBreak the group into pairs, with each team having a designated “speaker” and a “trainee.” For each of the four skills, the practice will be the same. Begin by explaining and defining the first skill. Then, ask the “speaker” to talk for 3 minutes about a topic the trainer has assigned. The trainer calls time. The “trainee” responds, using the skill in question. Then the partners switch roles for the next three minutes. For example, shifting focus. The trainer begins by saying, “Shifting focus means the facilitator intervenes in the conversation to change speakers or move on to a new topic. The speaker will speak for three minutes about how different races are treated in this community. Sometime during that time, the trainee will intervene and shift the focus. Then, switch roles.”Potential topics:current status of EH in communityconcerns re: starting PACE EHchallenge with specific community partners