Transcript
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
CHAPTER 10
MEETINGS AND FACILITATION SKILLS
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 2
• Explain how technology is enhancing meetings• Explain the four basic purposes of meetings• Differentiate between the leader-controlled
approach and the group-centered approach used in meetings
• Identify the advantages and disadvantages of meetings
• Describe the actions a supervisor can take before, during, and after a meeting to make it effective
LEARNING OBJECTIVES
10–2
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• Explain the process of consensus decision making in meetings
• Define group facilitation• Explain the role of group facilitator• Differentiate between process consultation and
other models of consultation• Specifically identify what can be done to make
teleconferencing more effective
LEARNING OBJECTIVES
10–3
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• Electronic meetings have gained popularity • Computers, smart phones, and videoconference
equipment are used • High-tech support tools impact meeting
effectiveness • High-quality visual presentation• Immediate electronic tabulation• Identifying, linking, and editing
discussion/comments to evaluate feedback
CHANGING TECHNOLOGY OF MEETINGS
10–4
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PURPOSES OF MEETINGS
10–5
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• Used at meetings of large groups when the leader clearly runs the show and open flow of information is impeded
LEADER-CONTROLLED APPROACH
10–6
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EXHIBIT 10.2 - INTERACTION IN THE LEADER-CONTROLLED APPROACH
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• Used at meetings where members interact freely and address and question one another
GROUP-CENTERED APPROACH
10–8
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EXHIBIT 10.3 - INTERACTION IN THE GROUP-CENTERED APPROACH
10–9
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ADVANTAGES AND DISADVANTAGES OF MEETINGS
10–10
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• Have a clear purpose• Preplan the meeting• Start on time• Designate someone to take minutes• Clarify your expectations
FACTORS TO CONSIDER BEFORE THE MEETING
10–11
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• Provide leadership by:• Keeping the meeting moving• Ensuring that all members contribute to the
discussion• Summarizing from time to time• Addressing problems related to participant
behavior
FACTORS TO CONSIDER BEFORE THE MEETING
10–12
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EXHIBIT 10.7 - SUGGESTIONS FOR HANDLING DISRUPTIVE AND INAPPROPRIATE BEHAVIORS AT MEETINGS
10–13
Source: “Ten Deadly Sins of Poor Presentation” from Presentation Plus by David Peoples, 52–54. Copyright © 1988 John Wiley & Sons, Inc., New York. Reproduced with permission of John Wiley & Sons, Inc.
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 14
EXHIBIT 10.7 - SUGGESTIONS FOR HANDLING DISRUPTIVE AND INAPPROPRIATE BEHAVIORS AT MEETINGS
10–14
Source: “Ten Deadly Sins of Poor Presentation” from Presentation Plus by David Peoples, 52–54. Copyright © 1988 John Wiley & Sons, Inc., New York. Reproduced with permission of John Wiley & Sons, Inc.
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 15
• Encourage two-way communication• Work to achieve consensus decisions
• Consensus: All members accept the decision reached
• Get closure on items discussed• Closure: Successfully accomplishing the
objective for a given item on the agenda
FACTORS TO CONSIDER DURING THE MEETING
10–15
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STRATEGIES TO ACHIEVE CONSENSUS DECISIONS
10–16
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EXHIBIT 10.9 - ELEVEN TEAM MEMBERS SCORING OF SIX ALTERNATIVES USING THE 10-4 SYSTEM
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• Distribute copies of the minutes• Provide a permanent record of what has been
agreed on and committed to at the meeting• Identify topics that have not been dealt with
fully or have been suggested for a future meeting
• Permit a smooth transition• Follow up on decisions made
FACTORS TO CONSIDER AFTER THE MEETING
10–18
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• Intervening to increase a group’s effectiveness by improving:• Goal setting• Action planning• Problem solving• Conflict management• Decision making
• Role of the facilitator• Process consultation• Facilitating teleconferencing
GROUP FACILITATION
10–19
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EXHIBIT 10.10 - CORE SKILLS FOR THE EFFECTIVE FACILITATOR
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EXHIBIT 10.11 - BASIC AND DEVELOPMENTAL FACILITATION
10–21
Source: Roger M. Schwartz, The Skilled Facilitator: Practical Wisdom for Developing Effective Groups by Roger M. Schwartz, Table 1.1, page 7, adapted as submitted. Copyright © 1994 Jossey-Bass Inc. Reproduced with permission of John Wiley & Sons, Inc.
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• Produces a low rate of implementation of the consultant’s recommendations
• Following assumptions must be met • Manager correctly diagnosed organizational
needs• Manager communicated the needs to the
consultant
PURCHASE-OF-EXPERTISE MODEL
10–22
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• Manager accurately assessed the capabilities of the consultant to provide the information or the service
• Manager considered the consequences of having the consultant gather information and is willing to implement changes recommended by the consultant
• Based on a tell and sell method by the expert
PURCHASE-OF-EXPERTISE MODEL
10–23
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• Places a lot of power in the hands of the consultant in that he or she makes a diagnosis and also prescribes a treatment
• Success depends on whether the:• Initial client accurately identified which person,
group, or department is unwell• Patient revealed accurate information• Patient accepts the prescription and does what
the doctor recommends
DOCTOR-PATIENT MODEL
10–24
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• Involves others in making a joint diagnosis of the problem and provides others with the skills and tools to make their own diagnoses
• Assumptions• Clients/managers do not know what is wrong
and need special help in diagnosing their problems
• Clients/managers need to be informed of the kind of help to seek from consultants
• Most clients/managers need help to identify what to improve and how to improve it
PROCESS CONSULTATION MODEL
10–25
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• Organizations can be more effective if they learn to diagnose and manage their strengths and weaknesses
• Unless remedies are worked out jointly with members of the organization, they are likely to be wrong or to be resisted because they come from an outsider
PROCESS CONSULTATION MODEL
10–26
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• Unless the client/manager learns to see the problem and thinks through the remedy, he or she will not be willing or able to implement the solution
• Essential function of process consultation is to teach the skills of how to diagnose and fix organizational problems
PROCESS CONSULTATION MODEL
10–27
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• Preparation• Decide who will be in on the call• Establish a clear set of desired outcomes• Create and distribute an agenda
• Facilitation• Designate a timekeeper and note taker• Ask members to identify themselves when they
speak• Call on those who remain quiet
TIPS FOR FACILITATING TELECONFERENCING
10–28
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• Poll each member• Track time • Consider alternatives for difficult issues• Review assignments and close positively
• Follow-up• Prepare a to-do list with the deadlines and
designees and send it out immediately• Solicit feedback about the usefulness of the call
TIPS FOR FACILITATING TELECONFERENCING
10–29
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• Closure• Consensus• Fact-finding meeting• Group-centered
approach• Group facilitation• Information
exchange meeting
IMPORTANT TERMS
10–30
• Information-giving meeting
• Leader-controlled approach
• Minutes• Problem-solving
meeting• Process consultation
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