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Masterful Facilitation Model

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Facilitation A purposeful, systematic intervention into the actions of an individual or group that results in an enhanced, ongoing capability to meet desired objectives

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Masterful Facilitation Model

Facilitation Ladder

Basic Facilitation Skills

TOT Facilitation

Facilitation as

Core

Competency

Facilitation

A purposeful, systematic intervention into the actions of an individual or group that results in an enhanced, ongoing capability to meet desired objectives

Objective of Facilitation

Getting people to change their behavior getting the group unstuckGetting the group to understand real problem, challenging their assumptions, aiding them in identifying new solutions, and ensuring their commitment to implementation.

Three Keys to Facilitation

Purpose (What is your purpose?)Results (What result do you want?)Level of Intervention

Facilitation Cycle

Designing

Intervention

Facilitating

&Evaluating

Results

Initial Contact &

Clarify Objectives

Phase 1: Making Initial Contact

Making it simple, hassle-free and professionalGetting readyRapport building

Factors in Initial Contact

Gaining access have a hassle-free system for people to use in reaching you.

Listening and clarifying Demonstrate to the other person that you hear and understand what he or she is saying

Go or no go: Decide if you have the skills and opportunity to help the person and set a date for an in-depth interview if you cannot help the person, you can refer him or her to someone who can

Phase 2: Clarifying Desired Objectives and Contracting for Results

Clarifying and Contracting

What is the individual or groups purposeWhat is the desired result?How will success be measured?What is expected of you as facilitator?What are your expectations of the individual or group?

Phase 3: Designing the intervention

Predesign analysisWhat exactly are you getting involved in? What is really going on here?Creative process of DesignHow will you go about your job?What environment do you create?Reaching agreement

Analyses

A. Organizational ContextMission, Vision, ValuesLeadership, Information, TechnologyStructure, Reward, PeopleGroup ContextForming, Storming, Norming, Performing, DormingIndividual ContextTasks, Relationship, Self

Predesign Analysis A. The Organizational Context. The more targeted your intervention, the greater your chances for effective, lasting change. Solid understanding of the org. context is a first step in your preparationa. Mission the degree to which the work of your group is supported by, and is supportive of, the missionb. Values. Look for tangible representations of org. values rather than relying solely on company newsletters. (Bulletin boards, Building lobbies can tell you a lot, The parking area, The employees break room should be toured, The elevators can tell you something about the org.)c. Leadershipd. Information How does information get accumulated and disseminated throughout the organization?e. Technologyf. Structureg. Rewardsh. PeopleThe Group context1. Forming (The mission, The team members role in the group, the rules of the game - operating agreement)2. Storming (Clarify the three issues, using negotiation and conflict resolution3. Norming (Comfortable, routine, dependable, and committed)4. Performing (Achievement, rewards, satisfaction, goals, and taking for granted) High-performing groups often become arrogant, discounting the perspective of outsiders and focusing, narrowly on their own universe)5. Dorming or Adjourning (people reassigned, companies downsize, team breaks up) - focus on recognition of goals achieved and preparation for moving on.Individual ContextThe Individual Within the Group (Task, Relationship and self)

A Balanced Scorecard Sets Expectations, Removes Emotion, Establishes a Baseline to Measure Progress

Strategic Alignment

Cause and Effect

Managed Achievement

Measurement

Alignment through Measurement

Financial

Customer

Internal Business Processes

Learning and Growth

Balanced Scorecard

Dimensions

Outcome Perspective

Function Perspective

Relationship Perspective

Organisation Perspective

IT Cost per userIT Spending by portfolio categoryPerformance to spending targetsIS&T staff engagement scoreIS&T capabilities vs. benchmarks Price competitiveness of IT services vs. external benchmark

Willingness to engage IS&T in developing major projects% of projects delivered to agreed scope, time and budgetBusiness owner satisfaction scoreEnd-user satisfaction score

IS&T contribution to initiatives of corporate strategic importanceOverall ability to deliver technical/business solutions and servicesExtent to which supports government initiatives

System downtimeHelp desk first-call resolution rateTickets per registered user per monthNumber of failure incidents with business impact per quarterSecurity audit results

A creative process(Intervention Approaches)

The Creative Process

A. Approaches to Intervention

If all you have is a hammer, every problem looks like a nail.

We have to consider various options in designing our intervention.

Lighting, background music, silence, strictly business or more intimate

Break the actual intervention into its parts, and design each section as a step to the ultimate objective

Presession Activities

Creating the Environment

Beginning the Intervention

Doing the work

Reaching Closure

Phase 4: Facilitating

Set up (Preintervention climate setting & Creating a problem- solving environment)Review of current state or identifying issuesVision of future stateBrainstorming solutionsAgreement on action plansClosure

Phase 5: Evaluating the Results

Measure, Evaluation, Revision

What did we plan to achieve?

Did we achieve it?

To what standard did we achieve it?

What have we learned that can be applied in the future.

Masterful Facilitation

Ability X Effort X Attitude

0 100 X 0- 100 X -100 - 100