istock 000019362235s facilitation...
TRANSCRIPT
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Facilitation Fundamental�
PDE Conference 2014: Making a Diference Rhonda Beach Tyree * The Compact: Educational Design Consultants
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�e��ion �ur�o�e
�uilding funda ental facilitation skills to o ti i e tea erfor ance
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Define facilitation.
Training Objective�
Examine team functionality.
Build facilitation skills.
Apply new skills to an actual team.
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en��� �� � De ne facilitation�
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�e�ne Facilitation
� at ords conce ts
i ages co e to ind
en ou ear t e ord
uC TuT E iStock_000012360848
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� �� cordle � o �� �
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� �ind �a
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n �e�ned
Facilitatio
� To ake eas
� Facilitation is the art,
craft, and science of
providing process
leadership to enable
optimal human
interaction, learning,
and task performance. iStock_000004907201
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Hum
an Interaction
Task Performance
Facilitation: To make easy …
high
low high
Results
People / Dynamics
Content / Task
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��� ��
en E a ine tea functionalit �
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Identify and describe a team that you work with that functions less than optimally in their …
Hum
an Interaction
Task Performance
high
low high
Results
People / Dynamics
Content / Task
• Group dynamics
• Task performance
• Process/learning
• Results
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� � � �ill ractice� �ind �a
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�� � � �� � � � � �
ill ractice �ind-�a ing To ic "TEA� Y FUNCTION �
What descriptive words depict
“TEAM DYSFUNCTIONS”
that you actually are
experiencing with groups?
Call ‘em out!!! iStock_000015962262
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Continuum o� Team Functionality
High Trust Shared Cause/Purpose
Effective Communication Comfort with Conflict
High Commitment Effective Decision Making
High Accountability to Each Other Effective Action Planning/Taking
High Attention to Results Strong Outcomes & Impacts/Cause
Absence of Trust Competing Interests/Purposes
Ineffective Communication Fear of Conflict
Lack of Commitment Ineffective Decision Making
Lack of Accountability Ineffective Action Planning/Taking
Inattention to Results Limited Outcomes
Adapted from: Characteristics of Dysfunctional Teams, Monash, Guide to Managing & Optimizing Team Performance
ther
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t e n nnn ngg a inng nef ecct vve ct o n n
tsI t /C
igh Accountability to Each Other fective Action Planning/Taking
lts
Lack of Accountabilit
Ineffective Action Planning/Takin
I
Continuum o� Team Functionality
High Trust Shared Cause/Purpose
Effective Communication Comfort with Conflict
High Commitment Effective Decision Making
HEf
High Attention to Resu Strong Outcomes & Impacts/Cause
Absence of Trust Competing Interests/Purposes
Ineffective Communication Fear of Conflict
Lack of Commitment Ineffective Decision Making
yg
nattention to Results Limited Outcomes
Adapted from: Characteristics of Dysfunctional Teams, Monash, Guide to Managing & Optimizing Team Performance
Hiigghh AAccccoouunnttaabbiiliittyy ttoo EEaacchh OOtthheerEffffectiive AActiion PPllan ii //TT kki
LL aacckk ooff AAccccoouunn tt aa bbilliittyy II fff tii AA tiion PPlanning//TTakkiing
tthheer
suull ts IIn
nning/Taking Ineffective Act
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��� �� �
Absence of Trust
Competing Interests/Purposes
en � uild facilitation skills�
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Absence of Trust
Competing Interests/Purposes
Idea starters: � First, discover context and situation. (Example: Leadership situation.)
� Agree on “why before what before how before who before when.”
� Uncover common cause.
• Tool idea: But why? Technique – See Community Toolbox (KU)
� Craft and keep visible shared vision, mission, and guiding principles.
� Establish clear, demanding performance goals with milestones.
What can a facilitator do if .
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Rhonda Beach Tyree * The Compact Leadership Styles – Kurt Lewin; Gaert Hofstede
The facilitation
design and
strategies
should match
the leadership
situation.
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� �
Absence of Trust
Competing Interests/Purposes
Idea starters: � First, discover context and situation. (Example: Leadership situation.)
� Agree on “why before what before how before who before when.
What can a facilitator do if .
Why Wh Ho Who Wh
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��� ��
Absence of Trust
Competing Interests/Purposes
en l ne skills to an actual tea �
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��� �� �
Ineffective Communication
Fear of Conflict
en � uild facilitation skills�
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Ineffective Communication
Fear of Conflict
Idea starters:
� OARRS* (See *Grove Consultants resources.)
• Outcomes – Agenda – Roles – Rules (Norms)
� Apply the lowest level of intervention. (Think PBIS!)
� Clarify the decision rule.
� Use “Interests-Based Negotiation.” (See **CADRE resources.)
• “How would [child] benefit by [position]?”**
• “What would be accomplished by [position]?”**
• “What are possible ways that we can [satisfy the interest]?”**
• “What are possible ways that [interest X] and [interest y] could
both be satisfied?”**
What can a facilitator do if .
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w Hum
an Interaction
People / Dynamics
Content / Task
�
Task Performance
high
low high
Three Interde endent but �i�tinct Function�
h
The Content
Th
e S
take
(Executive)
(Bro
ker)
(Resource Persons)
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1. Forming
3. Norming
2. Storming
4. Performing
low
high
high
(Team Development Model adapted from Tuckman & Jones, 1983)
Stages of Team Development
Task Performance
Hum
an Interaction
Ineffective Communication
Fear of Conflict
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Norm� - No � u� s eu su s � ys of o k o h � � f om h o h h hop �� e om h e u �
cay� Norm� are E�tabli�hed Facilitator Role
Formal - Es e� sh � By-L s ( � �, Roe s Ru� s) o �o um � p ( � �, S ou s Ho o )
Clarif c eck for understanding coac into ractice�
Team Charge -Comm ss o � ey fu � o � � ey � � �
Clarif c eck for understanding coac �
Key er�ormance Indicator� - z o � e hm ks fo o �u �
Clarif coac �
Educative - m p p s sh � � oppo u s o ommu o , o�� eo o ,
m , qu y, �
Educate coac and facilitate re�ective ractice�
tated - F � o sh s \ y of o k �1 Educate c eck for agree ent coac �
Ado ted/ada ted - No ms �op �/ � p � f om o h p on o m, f m o k � u , �/o � ey x � s k ho�� oup�
Clarif c eck for understanding and agree ent coac �
ro o�ed - F � o s s h p opos � � s � sk for diferent/additional nor s� C eck for agree ent� Coac �
Grou generated -G oup s s h e� k p � Generate� C eck for agree ent� Coac �
Im licit - No ms o �o um �� Educate and coac be avior over ti e�
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�e�ign Con�ideration� (O enness of Design�
Event ur o�e � Up� � A ss Bu �� � A �ys s/C� f o � P su s � E�u o � � I sp o � � D s o M k � D s h P m s � p D s � Exp�o o y � Comp� �y p � E �
Event �eci�ion Rule � No pu � Qu s o s o �y � So� � f �e k � D f � � s o � I fo m � � s o � P o z � � s o � M no y o � Sup m no y o � By � o s � Co s sus � Co p u � z o � E �
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�
�i�cult Grou �ynamic�
Solution Search Protocol
1. Tell a partner about a difficult group dynamic that
you experience.
2. Search for solutions.
One person read, Ten Common Group Problems
Other person read,
Knowing when and how much to steer the
ship.
3. Share solutions either from the resource or your
own experiences.
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Ineffective Communication
Fear of Conflict
en l ne skills to an actual tea �
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Facilitation Re�ource�
� P AN P o o o�s h p:// �p �
� I o � Asso o of F � o s h p:// � f- o ���o / � x� spx
� I s u of Cu� u � Af s h p:// � -us �o
� N o � S hoo� R fo m F u� y h p:// � s f mo y�o /p o o o�/ z�h m�
� K s s U s y, Commu y oo�eox h p:// e�ku� �u/ / e� -of- o s
� F � o R sou s -U s y of M so Ex s o h p:// � x s o �um � �u
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h k you� Rhonda Beach Tyree * The Compact: Educational Design Consultants
67 Woodhaul Court, Delaware, Ohio, 43015 * 614-619-3692 * [email protected]