© MCIA / NF-1 Group Facilitation Pleun Rijkers

© MCIA / NF-2 Let’s have a meeting 1. Always determine the added value of using the tool that is called ‘meeting’ 2. Once you’ve decided you have one, have your meeting the right way

© MCIA / NF-3 Types of meetings Generic agenda of a meeting 1. Opening 2. Provide information 3. Gather information 4. Problem solving a) Fact finding b) Opinion shaping c) Decision taking 5. Closure

© MCIA / NF-4 Informative meeting Aims at providing information ‘One way’ traffic Two subtypes –with reaction (max 8-15 people) –without reaction (presentation) Pro –Everybody gets the same information at the same time –Communication problems reduced –All people can receive the information Con –no lag between reception of the information and the reaction to it –‘Overdonderd’

© MCIA / NF-5 Gathering information Aims at getting information ‘One way’ traffic Pro –Clear view of opinions –all people can be involved Con –We provide the info, but what will be done

© MCIA / NF-6 Problem solving /decision making Aims at making decisions n-way traffic Pro –the group potential is used –acceptance Con –time consuming

© MCIA / NF-7 Roles in a workshop Chairman Moderator Facilitator Scribe Participant –core team –‘one time’ visitor Subject Matter Expert Observer

© MCIA / NF-8 Session Facilitator To assist a group in completing its tasks(s) by –helping to clarify the group’s goal and objectives –designing a group process for achieving these goals –leading the group through the process to create an end product preparing the agenda stating purpose introduction of the participants presenting the agenda inviting group participation… creating synergy explaining session rules, techniques, terms and examples reviewing progress and bringing closure reviewing follow up activities evaluating the session

© MCIA / NF-9 Documenter (scribe, session analyst) Supporting role to the facilitator Recording and capturing ideas generated Documenting only what the group decides and as directed by the facilitator Capturing open issues Preparing and providing supplies as needed by the facilitator Arranging the room

© MCIA / NF-10 Decomposing a meeting Task ProcedureMaintenance What are we going to discuss What is the aim of the meeting How are we going to discuss How do we want to reach our goal Interaction, keeping the group together Before During At the end After Metaview Asking questions (main/init/opin/fact/concl) Metacommunication

© MCIA / NF-11 The four guidelines Remain neutral at ALL times Focus on process, not content Remember at all times that the group is the expert Never do anything the group can do themselves

© MCIA / NF-12 Start up Limited knowledge of its mission Limited experience in group process Low willingness to take risk Individual rather than team efforts Clarify purpose and process Explain the benefits Emphasize open sharing of information Building synergy Heavily reliant on Facilitator for guidance and direction.

© MCIA / NF-13 Dialogue/Discussion (storming) Hidden agendas begin to surface Disagreements about interpretation of facts Disagreement about how to produce deliverables Decisions are questioned LOW productivity Remind the group of its goals Concentrate on trust and open communication Protect individual contributions Facilitate conflict resolution Aim for consensus; encourage team identity Balance group development and completing deliverables

© MCIA / NF-14 Cohesion (norming) Team develops Focus on accomplishments Group members encourage eachother Increase time on task Allow participants to take over some of the facilitator roles Continue team identity Encourage participants to become accountable to each other Atmosphere clears

© MCIA / NF-15 Full productivity (performing) Participants understand and work with eachother’s strenghts and weaknesses High attendance High productivity Encourage flow of deliverables Encourage participants to become proactive Make sure this state is maintained. Participants get excited

© MCIA / NF-16 What people are good at Core quality Challenge Distortion Allergy Too much… Positive Opposite Positive Opposite Too much…

© MCIA / NF-17 How quality leads to conflict Core quality Challenge Distortion Allergy Core quality Challenge Distortion Allergy

© MCIA / NF-18 Non functional behavior Being aggressive – blaming Blocking Self confessing Competing Seeking sympathy Special pleading Horsing around Seeking recognition Withdrawal

© MCIA / NF-19 Non functional behavior Non functional behavior can be resistance What is non functional behavior to you, can be functional behavior to someone else (testing the group, challenging the idea) Resistance is the signal with which someone shows that what is about to happen is going to be not acceptable Resistance is also a signal that you are about to change something DO NOT BLAME A PERSON WHO FALLS INTO “NONFUNCTIONAL BEHAVIOR”. It is merely a symptom that there is a problem with the group’s ability to satisfy individual needs through group centered activity

© MCIA / NF-20 So let’s have a meeting So far we’ve discussed: –Types of meetings –Functions –What groups are good at –People in groups Now we focus: –On meetings –With a group aspect (n-way communication) –To reach some kind of goal For example: –…?

© MCIA / NF-21 CASE: ‘ ES’ You are one of the organisers of a European School and as it is very fashionable to do these kind of ‘setting expectation’ thingies; YOU have decided to do that as well; We will work with a so called ‘structured discussion technique’ in which: –Each participant gets two post it notes –They will write down their expectations –They will be put to the board –They will be categorized –And summarized The aim is to receive their input so we can tailor the programme to their needs

© MCIA / NF-22 Working format We will try to play the same scene several times; Each time, additional non functional behaviour will be introduced; I will not tell in advance what kind of behaviour it is; During the scene, the observers will observe the role of the group and that of the facilitator and they will comment on the 4 guidelines; The facilitator can ask for a time out; At a certain point I will stop the scene; The observers will comment; I will present the ‘text book approach’; And we’ll move on to the next scene.

© MCIA / NF-23 Before we start We’re a big group for this kind of training; If you’ve had similar trainings, please be an observer, the learning effect is the largest for the other partcipants; Observers please be silent during the role play; Observers focus on PLUS and DELTA The role playing games are not meant to discuss the behavior of the individuals but to show common situations and to learn from them; Some people will be asked to perform non-functional behavior – others: you can join but please not too strongly; If the facilitator is applying one of the techniques already mentioned before, stop your non-functional behavior; If not, increase your non-functional behavior; It’s fun, but it’s not a game.