It all About Conversations!!

Transcription

1 It all About Conversations!!

2 What is Project Management The art of directing and coordinating human and material resources throughout the life of a project by using modern management techniques to achieve predetermined objectives of scope, cost, time and quality and ensuring participant satisfaction PMBOK

3 It s all About Conversations!! People depend on groups to accomplish what individuals alone cannot. Yet, groups are often disappointing.

4 Scope Collect Requirements Tools and Techniques PMI PMBOK Interviews Focus groups Facilitated workshops Group creativity techniques

5 Scope Collect Requirements Tools and Techniques PMI PMBOK Group decision-making techniques Questionnaires and surveys Observations

6 Facilitation Defined Facilitate: Making it easier for a group to function in order to achieve its aims. Facilitator: A person who makes it easier for a group to function in order to achieve its aim.

7 Facilitator s Role Guides the group to a decision Maintains a neutral position Encourages group discussion Documents information (Actions and Decisions) Maintains the ground rules Asks the stupid questions Uses a range of techniques to extract information Manages conflict within the group Guides the group through the ZOUD into the ZOCD

8 PROCESS Actions and Tools that help the group to get the work done SELF Use of yourself as an instrument TASK The work the group is trying to get done The Essence of Facilitation GROUP Understanding of Group Dynamics

9 Facilitative Leadership Involve Others Get Commitment Build Consensus A participative approach requires knowledge about how to develop and lead a team and how to use group processes to run effective team meetings.

10 Facilitation is Not! Manipulating or controlling Others Presenting information Making decisions for people

11 Facilitation is! Facilitation is: The act of drawing fully on the expertise, knowledge and experience of individuals and groups. The ability to capitalise on synergy to improve the way work gets done. Knowing how to maximise participation, productivity and satisfaction in the workplace.

12 Instead of leading people, the facilitator leads through people. Instead of directing and delegating, facilitators coach and enable others to act efficiently and productively.

13 The Leader as Facilitator Not the most prominent figure in the group

14 The Leader as Facilitator Gets individuals to work closely together on defined tasks in a defined time frame, to solve specific problems, or to reach specific objectives Puts the power into everyone s hands, serving as a guide and a catalyst

15 The aim is to work together to produce what could not be produced by individuals working alone

16 Leaders Past and Present Past leaders: Authoritative Whip and chair Everything structured Employees not paid to think Used threats Top down communication Few people skills Knew all the answers Who you know Pushed quantity not quality Present leaders: Better educated - IT More open and friendly Better listeners More conscious of quality Receptive to ideas of others More participative environment Two-way communication Better people skills Allow more independence Cross-functional communication

17 Future Leaders Facilitator Skilled at helping groups solve problems Know how to develop, maintain and motivate teams A model of what is expected Listen well Encourage others to participate Can pitch in and do some of what the team members do Understand how to coach, motivate and inspire Know how to get people to focus Work to get resources for the team Good communicator Skilled at developing a team to a high level of performance Empathise with the team No longer the expert Comfortable with relying on the expertise of others Understand change More computer aided Can sort through information and draw conclusions

18 Requirements for Successful Facilitation Function on a high level of self awareness Acquire the basic knowledge and essential skills of a group facilitator.

19 Facilitation Focus The primary job of the facilitator will eventually be to create and manage the processes that ensure effective decision making.

20 Myths about Facilitation Facilitation is a loose approach to management activities that invites disorder and chaos A facilitative leader simply agrees with everything the team wants Facilitative leaders give up their power and control It won t work in this culture! Facilitation takes too much time Facilitation encourages anarchy Once we start a facilitative approach, we will have to do everything this way.

21 Profile of a Facilitator Uses techniques and activities that are conducive to the group, actively involving them in extending, exploring and experimenting Allows for knowledge to be created by the group Is supportive, encouraging and has empathy for the group, as well as an understanding of group processes Always allows opportunities for reflection Always uses a group context Keeps the time and sets limits Ensures that balance of power is maintained

22 Tasks of a Facilitator 1. Observes 3. Gives feedback 2. Records 4. Guides group

23 Characteristics of a Successful Facilitator Neutrality Attitude Assertiveness Creativity Discipline Integrity Ethics Professionalism

24 Characteristics of a Successful Commitment Charisma Empathy Flexibility Skilled Listeners Organised Practical Conflict Managers Facilitator

25 Characteristics of a Successful Authentic Centred and stable Non-manipulative Able to know and like yourself Able to cope with redundancy and rejection Accepting Enthusiastic Facilitator

26 Common Errors Facilitators Make Nonacknowledgement Too much talking Barriers Reading hand-outs Arguments and individual discussions Interruptions Poor instructions

27 Common Errors Facilitators Make Poor time management Ego Bad habits Space and place Neglect Untidy Overkill Control and confrontation Abuse of games and ice breakers

28 4 Strategy Types HIGH Quality of strategy LOW LOW Consultant s Strategy: Quality high but top team doesn t own output Emerged from analytical process Produces sound strategic direction for the business by the consultant. Although extensive dialogue between consultant and management it remains the consultant s. Top team reaction: irritation, foot-dragging, reinterpretation or even sabotage Impoverished Strategy: Process of production good but poor output Mission statement produced in a hurry, without analysis Viewed as fashion item by top management Elaborate ritual Top team reaction range apathy, indifferent or ridicule Workshop Strategy: Top-team involvement in a challenging strategy debate should lead through to high levels of commitment to a sound strategy. Challenged core assumptions We have really sorted out important issues This means I have to change Blinkered Strategy: Process not sufficiently challenging to deliver the shifts in the required direction Aggregation of functional plans (each member write own plans) = high commitment results Process unlikely to deliver coherent business level strategy. Outcome comfortable, where strategy merely an elaborate justification of the status quo. HIGH Top management team commitment to strategy

29 The Conversation Model- New School

30 The Facilitation Process Receive Request Contract your Role Planning and Preparation Execution Evaluation

31 Phase 1: The Request Determining who the client is: Who (what group) is seeking the facilitation services? Is the person requesting the service part of the group? Has the group committed to particular times for this facilitation? How much time has the group already planned for this work? What objectives does the group want to accomplish? What problems is the group experiencing? Can you give some specific examples?

32 Phase 1: The Request Meeting the Objective: What is end deliverable?

33 Phase 2: Contract Role Effective facilitators don t just start facilitating, they first find out whether they can help a group Groups that seek facilitation normally want to know what the facilitator can do for them

34 The Purpose of Contracting Contracting ensures that the facilitator and group understands and are committed to the conditions that will govern their working relationship This involves clarifying expectations that each party has of the other. The expectations include: The objectives and boundaries of the facilitation The ground rules the group will use Issues of confidentiality The roles of the facilitator and group members How decisions will be made and when the facilitation will end

35 Phase 3: Planning and Preparation Determine the need for Co-facilitation Plan the Focus Intervention Plan the format of the session Logistical Arrangement Arrange the Meeting Room Prepare Visual Aids

36 Planning the Format of the Session Opening phase Contracting your role with the group Tasks (plan the process) Plan work methods (techniques/activities) Plan the conclusion Logistical Arrangements Arranging the meeting room

37 Preparing Visual Aids Visual aids and other resources should be used when appropriate and not just as fillers or for entertainment. It is important to think about what purpose any of these would serve: A flipchart or presentation can help focus attention on what is being discussed and serve as a summary A video or film can increase interest in the topic and also provide useful background information

38 List Concerns and Expectations Phase 4: Execution Parking Lot Issues Contract your Role with the Group Build and Agenda Setting Ground Rules List Concerns and Expectations Observe and Listen Ask Questions and Get Answers Problem Solving and Decision Making Reaching Consensus Handle Disruptive Behaviour Getting the Group Unstuck Manage Time Build Commitment and Synergy Motivation Mediate Conflict Keep the Energy Flowing Sticking to the Structure Parking Lot Issues Providing Feedback Balancing andle Disruptive Behaviour

39 Things to Remember Frequent summaries (verbally and especially on flip chart) Play gatekeeper (involve everyone, especially quiet members) Clear up obscurities Lead members back to the point/goal Acknowledge all participation, no matter how small Manage time Test for consensus Asks questions

40 Other Tips

41 Building an Agenda Purpose Process Preparation Payoff

42 Setting Ground Rules Ground rules should be based on three core values: Valid information Free and informed choice Internal commitment Remember: The group determines the outcomes When deciding to intervene when group members act inconsistently with the ground rules, facilitators should take into account the skill level of members and how deep the interventions should be

43 Ground Rules 30 Second Rule One meeting at a time Say Your Say Stick To Time Allocations Ask For Breaks Contribute Work as a team Cells/Breaks Acronyms

44 Body Language

45 Non-Verbal Communication Spoken Word Tone of Voice Non-Verbal 7% 55% 38%

46 Types of Behaviours The Domineering Person The Silent Withdrawn Type The Avoider The Degrader The Uncooperative The Side Conversationalist

47 Types of Behaviours The Domineering Person

48 Types of Behaviours The Silent Withdrawn Type

49 Types of Behaviours The Avoider

50 Types of Behaviours The Degrader

51 Types of Behaviours The Uncooperative

52 Types of Behaviours The Uncooperative

53 Dealing with Negative Emotions Watch out for symptoms of negative emotions - anticipate the group s needs and concerns Try to understand the negative emotions - who are they aimed at, what caused it? Give feedback Stay focused on the problem Set a plan of action

54 Tips for Controlling Your Emotions Avoid becoming defensive Breathe slowly and deeply Don t take it personally Stay in active listening mode Ask for help from the group Do not defend your suggestions if they are attacked Stop talking and collect information from the group Summarise more frequently Stay humble - we all make mistakes Call a break

55 If you have observed Enthusiasm Interest and Agreement Boredom and Fatigue Disinterest Confusion and Disagreement Suppression of Feelings And Several group members display the behaviour. One group member displays the behaviour. Several group members display the behaviour. One group member displays the behaviour Several group members display the behaviour. One group member displays the behaviour. Then Continue, and make a mental note that the experience is going well. Involve the person more actively in the process. Take a break. Speed up the process. Review the group s goal. Introduce a new procedure or method. Talk with him personally. Ask them about areas of confusion. Give a new explanation. Ask the individual about areas of confusion and provide clarification. Talk to the person privately.

56 Show you are Paying Attention DO DON T Position your body so you Turn your back to part of the face all the group members. group. Smile at individuals. Frown or look judgmental. Listen carefully while they Shuffle papers or look at your talk. watch while group members are talking. Keep eye contact. Avoid eye contact or stare at individuals. Nod affirmatively. Remain impassive. Talk with all group members. Talk to only a few people. Continually scan the group Scan too rapidly. with your eyes.

57 Asking Questions Type of question Description Example Closed Open-ended Requires a one-word answer. Closes off discussion. Usually begins with is, can, how many, or does. Requires more than a yes/no answer. Stimulates thinking. Elicits discussion. Usually begins with what, how, when or why. Does everyone understand the changes we ve discussed? What ideas do you have for explaining the changes to our customers?

58 Handling Answers to Questions Always reinforce correct answers positively Acknowledge the effort of the respondent, regardless of the answer given

59 Tips to Handle Hostile Questions Listen carefully to the question and repeat it aloud Answer directly. Anticipate areas of questioning Be friendly; always keep your temper Always tell the truth Treat two questions from the same person as two separate questions Don't place your hands on your hips or point at the audience Keep things moving Conclude smartly

60 ASSERTIVENESS 5 Ways of Handling Conflict High Competing Collaborating Compromising Avoiding Accommodating Low CO-OPERATION High

61 Phase 5: Evaluation Facilitator feedback Did the group achieve its aim/objectives? Obtain feedback from the group about yourself Follow-up discussion needed with client? Follow-up discussion needed with group members? Feedback from co-facilitator Make adjustments/corrections for the future (lessons learned) Impact from the session?

62 Questions