Facilitation

The Key to Productivity in the Workplace

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FACILITATE-TO MAKE EASIER

(Webster’s 11th Collegiate Dictionary)

INDIVIDUALVS.

GROUP DECISION

MAKING

THE MENTAL ASPECT

INDIVIDUAL VS. GROUP DECISION MAKING

COMMUNICATION PROBLEMS

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

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GOOD FACILITATORS ARE NEUTRAL SERVANTS OF THE TEAM

THEY DO NOT

EVALUATE

OR

CONTRIBUTE IDEAS OF THEIR

OWN

MANAGING PROCESS IS YOUR ONLY JOB

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“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

SEPARTING ROLES: LEADER (Facilitator, Leader, and Member)

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Traffic Cop Participant

Leader

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Can you be Captain, Coach, Quarterback,

Referee, and Cheerleader all at the

same time?!Which Role(s) would you give up; keep?                                                                                      

THE FACILITATORIS

THE MEETING CHAUFFER

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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.

He/She is the Neutral Servant of the group.

KEYFACILITATIVE BEHAVIORS

ACTIVE BEHAVIORS

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Things You Can Do To Interveneand Get Things Back on TrackWhen They Start To Go Wrong

Check for agreementRecycle to last level of agreementPlay dumbSay what is going onMaintain/regain focusUse team memoryAvoid process battles***

Enforce process agreementsConstantly encourageAccept/legitimize/deal or

deferBe non-defensiveUse body languageDon’t talk too muchBoomerang***

Facilitating CommentsRemember to do the little “Sesame Street” commercials to constantly

educate the team/group on process.

1) There’s no one right way to solve problems; we can try lots of different tools. Which do you want to try first?

2) You can only do one thing at a time.3) It’s OK to disagree.4) People don’t stick to agendas they haven’t agreed upon.5) Having timeframes can keep up on track.6) People don’t feel understood unless they get a response.7) You can’t solve two problems at once; which do you want to work

on?8) If you can’t agree on the problem, you won’t agree on the

solution.

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…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.

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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

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

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FACILITATIVE BEHAVIORS FACILITATOR CONTRACT

KNOW WHERE YOU’RE GOINGPAVE THE WAY

DEFINE YOUR ROLE

FURTHER READING:

1) The One Minute Manager Builds High Performing Teams

by: Kenneth Blanchard, Donald Carew,and Eunice Parisi-Carew

2) The Wisdom of Teamsby: Jon R. Katzenbach, Douglas K. Smith

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