Facilitation and Facilitative Leadership

Facilitation andFacilitative Leadership

Some tricks of the trade for New Jersey VISTA Leaders

small agreements

Facilitation is the art of

What Facilitators Do…

➤ manage the process of dialogue, learning, or decision making (involving a group)

➤ encourage participation and set a tone ➤ maintain focus on the task ➤ help build small agreements ➤ educational session; working meeting; conflict

resolution

Setting the Stage…!Present basic information

"Who you are "Context "Desired outcomes or goals "How goals fit into larger process "Overview of the agenda/outline

!Clarify if necessary: "Does anyone have questions? "Does this make sense to everyone?

!Check for agreement: "Look for cues "Make eye contact

Take 2Focus on Results,

Process, & Relationship

Scenarios

AnalyzeAlternatives?Role Play

Freeze/SwitchDiscuss

The Flow…You are navigating a conversation or problem-solving attempt: ! First you might set out the question or issue (like defining an

outcome) in the context of a conversation, such as “What kind of ice cream do we want for dessert? We can only have two kinds.”

!And you might open it up or guide it with a few constraints or details, “Look they have 50 kinds of ice cream; might we go around and hear preferences”

!Then, you might focus in a bit, “We will only have time to do two strategies fully; we need to decide what is most important.”

!Then, the process comes to a close or transition of some kind, “The surveys show that the partners brought in more than half the recruits and the others were tapped by alumni; we believe that strategy should take first priority.”

Clarify the process…

When starting a new item or segment:

! Clearly state the content of the next segment or step and desired outcomes.

! Clearly present the process. Use concise, straightforward language.

! Clarify if necessary. Ask if anyone has questions.

! Check for agreement. ! If there is disagreement or confusion, look for

small agreements.

OpenOpen consideration of a topic through open-ended

activities (brainstorm, questions, etc.

NarrowUse a process to narrow the

information and considerations.

Close. Reach closure or transition

(e.g. next steps for process).

Open๏Brainstorm ๏ List ๏ Survey ๏Review ideas ๏Once Around (Hear from each participant) ๏NOSTUESO ๏Open-ended Questions

Narrow๏Material, time/urgency, resource (budget)

constraints ๏ Polling or Prioritizing Technique ๏Eliminate duplicates ๏Voting ๏Consensus process (if agreed on as

decision-making approach)

Close๏Negative poll ๏Decision - Prioritizing Technique or Voting ๏Combine and build agreements until goal

is reached ๏Define next steps for decision (e.g. “Okay

we have three possibilities to research – let’s come back next week with the information and we’ll decide based on that”)



Scenarios



Bag of TricksPlus/Delta

fist of five

once around

the funnel most interesting thing



Scenarios



Back on Trackboomerang

grounding in the ground rules

where are we

affirm then defer

whats going on

Facilitative Leadership

Lead • er a person who has commanding authority or influence

Fa • cil • i • tate to make easier

Facilitative Leaders empower others to work together to achieve common goals. They make it easier for people to: • Contribute their ideas and expertise • Speak up when they have problems • Work with others • Make and implement decisions • Achieve high-quality results

Facilitative Leaders Balance

Coach Guides others towards improved performance, self-awareness, and full potential

Team Leader Manages the process by which a team accomplishes its goals and tasks

Change Agent Encourages continuous improvement of the organization and systems

Eight Practices

Celebrate Accomplishment

Team Leader

Share an Inspiring Vision

Focus on Results,


Seek Maximum

Appropriate Involvement

Model Actions that Facilitate Collaboration

Design Pathways

to Action

Bring Out the Best in Others

Build the

Clock

Change Agent

Coach

Share an Inspiring Vision Create and community an image of the future and get others engaged in its pursuit. Keep the mission out

front.

Focus on Results, Process, Relationships

Build a framework for performance and satisfaction that balances what gets done, the way it happens, and

how people treat each other.

Seek Maximum Appropriate Involvement

Leverage the talent & interests of others around you by including

them appropriately in the decision-making process. Work to increase

trust and commitment through engagement.

Model Actions that Facilitate Collaboration

Encourage diversity of opinion and honor individual perspectives. Help team members stay focused on task

at hand through modeling.

Design Pathways to Action Guid others in planning how to

solve problems and realize opportunities. Help people see

alternatives when implementing a plan. Provide a roadmap.

Bring Out the Best in Others Coach individuals to do their best.

Listen as an ally. Support the expression of others’ ideas and

aspirations. Seek out the best in oneself. Work to overcome

obstacles.

Celebrate Accomplishment Seize the moment to celebrate small successes. Acknowledge individuals

and teams for their contributions. Provide authentic praise.

Build the Clock Build systems, talent, and structures

so that the work can continue (perhaps even better) when you are

gone. Nurture new leadership.

Personal Development PlanWhere I’m strongest...

Where I need to grow...

Balancing Results, Process, and Relationships

We got the job done!

Focus on Results,


But things were

confusing from the

beginning...

...and people didn’t really listen to me.

Results

Focus on Results,


RelationshipsDo team members/

colleagues feel supported? Do team members/

colleagues feel valued? Do I trust others and feel

valued?

ProcessWas the process

inclusive? Was the process clear/

transparent? Is/was the process

appropriate to the task and context?

Were the results high-quality? Did it get done on time?

Was your organization/those involved satisfied?

FacilitationOutcomes/Goals

Relationships

/DynamicsThe facilitator has to be aware of and observant

about the individuals’ and group’s behavior and

participation, attempting to reaffirm and trust

participants’ contributions

Process/How

The facilitator is concerned about how to

get to the aim, paying attention to the quality of the process, its flow,

and its efficiency.

The facilitator is attempting to get to a particular outcome or end.

This is usually a goal or aim.

Take 2: Seek Maximum Appropriate Involvement

Level of involvement

Seek Maximum

Appropriate Involvement

Time and Other Constraints

Decide & announce

Gather input from individuals & decide

Gather input from team & decide

UseConsensus

Delegate decision with constraints

Approach Advantages/Uses Disadvantages/Misuses Keys to Success

Delegate decision with

constraints

•Frees leader up for other work. •Minimizes underming of the

decision. •Develops leadership capacity

•Team may not have the skills, experience, or perspective to make informed decision.

•May take more time. •Team may take on extraneous issues

(drift).

•Explain how people will be involved. •Explain rationale and constraints (i.e., time, costs). •Build in milestones for process and content checks. •Be available for questions.

UseConsensus

•Educates through active participation.

•High level of support for decision. • Implementation can be quicker, due

to higher buy-in.

•May take more time, demand better facilitation.

•Team members may not have collaborative skills to agree.

•People may interpret leader’s choice of consensus as weakness.

•Explain what consensus means in the given situation and why you chose this mode.

•Outline contraints, including time and money/resources.

• Identify a fallback level if consensus cannot be reached.

Gather input from

team & decide

•More creative thinking because of group synergy.

• Increased likelihood of well-informed decision.

•People feel included and may be more committed to implement.

•Takes more time; requires some management of process.

•May surface issues or conflicts, at times disruptive.

• If resulting decision is in conflict with input, people may sabotage implementation.

•Explain how people with be involved in decision making and the rationale of the approach.

•Set guidelines for the type of involvement & input. •Set a time limit for the decision and results.

Gather input from individuals

& decide

•More relevant (differentiated) information for decision.

• Increased likelihood that decision will be carried out.

•Doesn’t require a meeting or involvement of all players.

•Some players may feel arbitrarily excluded or may not feel process was as collaborative.

• If decision is in conflict with input, players may undermine decision or be less likely to implement well.

•Explain how people with be involved in decision making and the rationale of the approach.

•Explain what considerations or criteria you will use to make final decision (especially if input is not all considered equal).

•Be clear about type of input/info you need.

Decide & announce

•Decision can be made quickly and deal with situations requiring urgency or action.

•Leader is in immediate control. • Implementation can begin quickly.

•May not be or may be perceived as ill-informed, lack of process, or unfair.

•Those assigned to carry out may balk at implementation.

•Those affected may harbor resentment.

•Explain the context for the decision (i.e., constraints, factors) and announce the decision itself.

•Explain why you chose this approach.

Levels of Decision Making



Scenarios



Facilitation and Facilitative Leadership

Education