group dynamics and facilitated workshops simon french [email protected]
TRANSCRIPT
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General Issues
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A facilitator helps a group by ...
encouraging members to contribute;
assuming responsibility for accurate communication;
protecting minority views;
being sensitive to unexpressed feelings and views;
calming conflict by keeping the group task-oriented;
summarising the position at appropriate points;
generally, keeping the discussion moving and focused on the task in hand.
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Process not ContentIn your mind, separate
process content
Your role is to watch, mind, smooth, catalyse and deliver the process.The content is not your responsibility.
Ideally you should be (or behave as if you are) ignorant of content.
Volunteer content at your peril!
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Key Tip
Don’t volunteer contentIf the group needs content input
Ask the group as a whole: ‘Are we clear on what we mean by …’Ask a member of the group a (neutral) questionIf you must offer content, explicitly step out of role.
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Clarify Objectives
Be clear on: Project objectives Meeting objectives
Explore and agree meeting objectives at the beginning of the meetingUse meeting objectives to focus processEvaluate meeting in terms of objectives at close
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Key Tip
When you feel lost, focus on the objectives
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Live with the uncertainty
You have to live with the uncertainty of the process.Your confidence gives the group the confidence to trust in your control of the process while they think about content.
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Key Tip
Be confident in successAlways be (outwardly!) confident
From the moment that the workshop is proposedAt the beginning of the meetingDuring the meeting
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Before the meeting
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Initially
Invite participants with letter objectives location, arrival and departure times no time-outs, no side meetings, no
partial attendance Be clear on whose meeting it is Discuss confidentiality
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Plan the environmentEnsure everyone can see everyone
‘face-to-face’ discussion tables get in the way Nameplates
Chairs: comfortable enough
not to fidget but not to sleep
Analyst’s computer screen can distract
participants should only see projected output
Know where the toilets are and ensure people can
get to them quietly
Have enough white-boards/flipcharts
pens, post-its, blutac, …Break-out rooms
sign-postingDrinks, sweets, biscuits
ease of reach no noisy wrapping papers
Lighting, fresh air, heating Know the controls Watch during the meeting
Above all, have some clear space in which to facilitate
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Schedule refreshments, etc
Build a broad plan of the meeting Coffee Meal breaks ‘After lunch walk
As a group!!! Evening
As a group!!!
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Find out who is coming!
You should know and welcome all participantsIntroduce yourself as they arrive but don’t get into deep conversation, especially about the content of the meeting
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Beginning of Meeting
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OpeningWelcome everyone and thank them for coming
making clear that you value their time get the sponsor to say some words of welcome
Introduce team and rolesGet them to introduce themselves
maybe writing nameplates you need to be able to address each one individually
Give rough (domestic) schedule of eventRules of event
Switch off mobiles!
Warn them they are going to work.Explore and confirm meeting objectives
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Brainstorm issues and concerns
Brainstorm no evaluationCheck lists as catalysts
SWOT PEST …
Soft modelling section in Nadia and my notes.
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Key Tip
Get issues on the table before discussion
At the opening of the meeting they will be unconstrained by any immediately previous discussion so get their first thoughts out without comment or evaluation.
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During Meeting
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Include everyone
A non-contributor may have something to say!
May be shy There may be authority issues May be shut out by rest of group,
who can guess what he or she is going to say!
- And they don’t want to hear it!!!!
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Recognise individualsThe group has a ‘life’ of its own …… but recognise individuals as they arePeople can behave differently by the day/hour; they may not play consistent rolesSo watch their ‘characteristics’ throughout and communicate and interact accordingly.
Belbin’s group roles Douglas’s cultural theory and risk attitude politically incorrect stereotypes
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Belbin’s Roles (1)
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Belbin’s Roles (2)
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Belbin’s Roles (3)
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Cultural TheoryIndividualist/Entrepreneurs: risks present
opportunity, save those that threaten freedom of choice and action within free markets.
Hierarchists: fear threats to social order and believe technological and environmental risks can be managed within set limits.
Fatalists: do not knowingly accept risks but accept what is in store for them.
Egalitarians: fear risks to the environment, the collective good and future generations.
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Politically Incorrect
Male/Female Not always genetic!!!
Racial/regional Hofstede Wright/Phillips
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Risk Perception and Communication
Behavioural perception and response to risk not always Science-based
Fright Factors (cancer, children, uncontrollable, unknown, …)
experts are human too!!!
Communication with public via media media triggers (crime, cover-up, children at risk,
incompetence) cival servants/politicians sensitive to media issues
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Symbols, Icons, Words
Watch for words or events that all (most) of the group react toFind out why there was a reaction
example: SWOT Threat
Use/create such iconic events example: Shut in with problem
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Key Tip
Continually ask yourself: why are they saying that?
Why is an individual behaving in that way?What is driving their (lack of?) concern?How will they hear the words that I and others use?BUT also watch for those not saying anything!
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Use white-boards, flip charts well
Continually plan the layout will this information be needed later? does it relate to other material on another
board?
Use colour consistently
Write clearly and large enough to be read
lowercase is easier to read than upper case
Post-its can be moved!Have an assistant recording boards and key points for reports
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Watch Schedule/Environment
You are responsible for the room environment taking breaks outside noises
Your task is to keep them task focused
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Key Tip
Continually ask yourself: Are they comfortable, awake, attentive?
Is something physical in the room discomforting them? distracting them?
Can they see/participate?If I am feeling it, they are!
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GroupthinkCauses
highly cohesive; insulated from many external influences; lacking in procedures for evaluating and reviewing alternatives; under the influence of a strong, directive leader; under some stress, e.g. urgency.
Symptoms a false belief in the invulnerability of the group; a common belief in the innate morality of their decision; direct internal pressure to conform; an unquestioned and unanimous rationalisation of their choice.
Treatment
questions, questions, questions!!!!
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Drive, don’t lead!
You need to keep the group focused creative
but you should not leadAsk neutral questions initially and then questions that challenge ideasIndeed, try to work through questions so that they answer and it is their work.
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Create understanding
Create conditions forcommunication
Analysis – via questions
Create questions
Question questions
Answer questions(run model)
Question answers
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Who represents the public?
Once the meeting is going: group forms the ‘outside is no longer in the room’
So you represent the public and other stakeholders
via questions what would ??? say if ???
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Modelling
Requisite sufficient for task start simple and add! use sensitivity analysis
Capture key understandings and note capture
Explain the model as you go and recap regularly
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Key Tip
If you get very lost: take a break!
reflect on objectivestake advice from your support teamget some fresh air
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End of meeting
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Conclusion
Summarise and agree conclusions Summarise and agree actions
what, who, when
Reflect on meeting objectives and outcomes, but do not evaluate the groupAgree on levels of confidentiality
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Within 2 days …
Thank you letter/emailAction listSet expectations of next steps:
when report will be available (soon!)
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Final Tip
Trust the group: give them the time and space and they will deliver