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Facilitation 101

Facilitation 101

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The why, what and how of Facilitation
This 90 minutes session is part of a series of short and focused masterclasses.
The series is meant for people who have little or no experience applying design thinking methods, tools and frameworks.
This is a Masterclass by Arne van Oosterom

The why, what and how of Facilitation
This 90 minutes session is part of a series of short and focused masterclasses.
The series is meant for people who have little or no experience applying design thinking methods, tools and frameworks.
This is a Masterclass by Arne van Oosterom

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Facilitation 101

  1. 1. Arne van Oosterom Creative Leadership Coach at Blue Sky Republic Founder DesignThinkers Group & Academy Advisor HBA Ambassador program
  2. 2. YOUR QUESTIONS ABOUT FACILITATION
  3. 3. - Introduction - Practical / Tips & Tricks - Team Dynamics - The Facilitator… You
  4. 4. WHAT IS IT? Introduction
  5. 5. A Facilitator is a Leader Introduction
  6. 6. Introduction Not like this
  7. 7. Servant Leadership Introduction
  8. 8. Moderator Introduction
  9. 9. Facilitator Introduction
  10. 10. Why do we need Facilitators? Introduction
  11. 11. When do we need a facilitator? Introduction
  12. 12. Helping people explore and develop solutions to a problem Introduction
  13. 13. Guiding teams through a process with multiple connected parts Introduction
  14. 14. FROM A TO… Introduction
  15. 15. …. better Introduction
  16. 16. …. new Introduction
  17. 17. …. the unknown Introduction
  18. 18. From a known situation to an unknown situation Introduction
  19. 19. Introduction How It Feels Research Concept/prototype Implement
  20. 20. Introduction It is always a Change Process
  21. 21. Insider or Outsider? Introduction
  22. 22. Questions
  23. 23. - Introduction - Practical / Tips & Tricks - Team Dynamics - The Facilitator… You
  24. 24. Preparation is everything Tips & Tricks
  25. 25. Online Of fl ine Introduction
  26. 26. Tips & Tricks You need to understand Context People, Team, Organization, larger systems Legacy, history, background information Tensions, Expectations, Emotions How much do you control?
  27. 27. Set realistic Goals and expectations Involve the Sponsors/ client/ stakeholders as much as possible Interview participants to understand context and language Tips & Tricks
  28. 28. Check and prepare the Physical Space. Is there light, wall space, tables, air… Tips & Tricks
  29. 29. Co-create the workshop together with the sponsor Tips & Tricks
  30. 30. Tips & Tricks Creative Safe Space needs Trust
  31. 31. Know your Methods, Tools and Technology (Of fl ine too) Test test test… practice practice practise Tips & Tricks
  32. 32. Tips & Tricks Have people experience the tech before the Session Organise a learning session… Gamify the learning
  33. 33. Tips & Tricks Send participants materials to read, watch experience in advance. (85% will do their homework)
  34. 34. Experience enables you to adapt on the spot and improvise …you’ll need to Tips & Tricks
  35. 35. practice practice practice Tips & Tricks
  36. 36. Questions
  37. 37. - Introduction - Practical / Tips & Trick - Team Dynamics - The Facilitator… You
  38. 38. DURING / THE SESSION Team Dynamics
  39. 39. Set the conditions and basic rules - Suspension of disbelief - Trust the process Team Dynamics
  40. 40. “Team dynamics are the unconscious, psychological forces that in fl uence the direction of a team’s behaviour and performance.  They are like undercurrents in the sea, which can carry boats in a different direction to the one they intend to sail.” teamtechnology.co.uk Team Dynamics
  41. 41. Warm ups, Exercises, Ice beakers , Stokes, Mindsetters Why? Make them purposeful. Plan them. Make them support what you are trying to achieve. Energy management … calm or high energy? Widening the Comfort zone … stretching the behavioural boundaries Team Dynamics
  42. 42. High-Performing Teams Need Psychological Safety Team Dynamics
  43. 43. Team Dynamics
  44. 44. Create the space, set the stage, stretch the boundaries Team Dynamics
  45. 45. “Trust the process” Team Dynamics
  46. 46. Silence is your friend Team Dynamics
  47. 47. The participants do the work Team Dynamics
  48. 48. you need to be OUT so you can step IN Team Dynamics
  49. 49. Sitting or standing up Everything has a purpose You
  50. 50. ONLINE People are in a personal bubble. Make this work for you. The personal space can be a safe space for personal re fl ections Camera on or off… make it functional and part of the experience Make everyone aware of their space.. use it Let them design their online presence with intention Team Dynamics
  51. 51. You give the team Feedback Team Dynamics
  52. 52. You report what you observe and feel Team Dynamics
  53. 53. Meta Level Team Dynamics
  54. 54. “The fi sh will be the last to discover water” Team Dynamics
  55. 55. Humility Team Dynamics
  56. 56. “Con fl ict is one of the drivers for improved team performance. Managed well, con fl ict can lead to better decisions, more creative ideas and higher quality output from the team. Managed badly, it can stop teamwork and hinder individuals from achieving their personal goals..” teamtechnology.co.uk No shine without friction Team Dynamics
  57. 57. BREAK BIGGER TASKS DOWN INTO SMALL STEPS Team Dynamics
  58. 58. Time Boxing Time is your tool To put pressure on the team or release them Say 7 minutes not 5 Show a timer or don’t show a timer Team Dynamics
  59. 59. Have breaks Team Dynamics
  60. 60. You can let them go… Team Dynamics
  61. 61. Questions
  62. 62. - Introduction - Practical / Tips & Tricks - Team Dynamics - The Facilitator… You
  63. 63. It starts with you You
  64. 64. Your Style You
  65. 65. Use the tech/ tools / Methods you’re comfortable with If you’re comfortable experimenting… do so… but let everyone in on it so it becomes a learning experience for all You
  66. 66. How do you respond to messing up.. making a mistake? What if you are nervous? What if you sense there is something wrong? You
  67. 67. You are enough You
  68. 68. Disruptors
  69. 69. THE MONOPOLIZER You know this trick, seen it before, done it before, what is new? 
 You are continuously taking the stage and are talking. 
 You have more to say than the others; 
 You are dominating the discussions and this happens at the expense of the other participants, You might actually generate some resentment. Disruptors
  70. 70. What do you do? Disruptors
  71. 71. Focus the attention on the Monopolizer and then divert the discussion to other people by asking their opinion: If necessary use body language to keep the monopolist quiet. This can be achieved by using one arm to point to who’s talking and the other with a stop sign pointing to who should not be talking. Disruptors
  72. 72. Another way to use body language is to place yourself slightly in front of the Monopolist, blocking free view to the rest of the team. Give a task to the Monopolizer to write down all the input from the team; this will give the monopolist less time to give his/her opinion; If this doesn’t work discuss the problem with the individual concerned in a positive and sensitive way. Disruptors
  73. 73. THE OBSERVER You are passionate about observing and do not need to participate orally;You observe quite passively and just make some notes for yourself; Hands in pocket, sitting down, etc;You don’t understand the group dynamics, and could, for example, go to the bathroom at inconvenient moments;Furthermore you are somewhat shy so are easily intimidated by others’ opinions or speaking up. Disruptors
  74. 74. What do you do? Disruptors
  75. 75. Apply a positive and encouraging approach to get the Observer’s input. Remember: the Observer might have very valuable ideas or insights but is not at ease to present them within the team; Mingle with the team and give all team members time to speak or plan some quiet storming activities to allow everybody to formulate and express their option (and with no escape, if possible) You
  76. 76. You An example of an exercise is to ask everybody the 2 strengths/ weaknesses of the topic being discussed and ask the Observer to start (to avoid having them to just agree with the rest of the group); A quiet storming activity is to have every team member individually for a speci fi c persona take an insight plus tension and de fi ne a point of view/idea based on this information. The point of view/idea can be visualized with a sketch. Optional is to have the sketch plus short description rotate in the team, again without group discussion. The group discussion can come after a few rounds.Address the Observer by his/her name: “So, [name] what do you like about this idea?”; Do an exercise in pairs where you pair the observer with a not too dominant personali
  77. 77. THE SALES EXECUTIVE You are present but not with your thoughts, so you exhibit a very inconsistent behavior; You check and start answering an urgent email, make a phone call, come back, and go back and forth, in and out of the workshop session;One moment you participate very actively and are very convinced about your opinion, but then you disconnect again. Disruptors
  78. 78. What do you do? Disruptors
  79. 79. ACTIONS FOR THE FACILITATOR Explain the ground rules that e-mails & phone calls can only be made during the break; To avoid fi nger pointing and get input from the team you can say: “I have noticed that some people step out to take phone calls or are doing e-mail. Shall we establish some ground rules as a team on how we deal with this? ”Give a task to the Sales Executive that will keep him/her busy and at the same time generate more involvement in the group. e.g. to write down all the input from the team; Another way is to make the sales executive a sub-team leader;Get the Sales Executive back to the group (after being disconnected), by addressing a direct question: “So [name] what do you think about these insights?”If none of the above doesn’t work discuss the problem with the individual concerned in a positive and sensitive way. Disruptors
  80. 80. THE SOLOIST You are doing your own thing and have a non- collaborative attitude.You already know the answer, where to go, what to do. You do not respect the group deci- sions and always interrupt with your idea/suggestions - even during group presentations. You expect people to follow you, if not, you continue on your journeyYou don’t need the help of others. Disruptors
  81. 81. What do you do? Disruptors
  82. 82. The Soloist can be a big disturbance for the group dynamics and activities should be used to slow down and neutralize the ‘Soloist’ so that the rest of the group does not feel left behind; Watch-out that the fl ow of activities is respected by the Soloist: he or she will have the tendency to skip some activities because the fi nal answer is already ready; Disruptors
  83. 83. Disruptors Mix with the team and give all team members time to speak and plan some voting activities to get to a common team position; If required, use body language to stop the Soloist from speaking;Apply an activity fl ow where there’s space fi rst for individual input and then team voting. Be careful that the Soloist might ignore the voting results.If this doesn’t work discuss the problem with the individual concerned in a positive and sensitive way.
  84. 84. THE BOSS You can speak up and make clear to the others that you are the one with authority in the team. You are the highest ranking person in the group and are sponsoring this effort.You let a design thinking workshop happen because apparently it’s magic but you are skeptical. After a bit you are really worried that this fl uffy approach is not going to get you anywhere. You want to start listing the solutions and prioritize them by value. Disruptors
  85. 85. What do you do? Disruptors
  86. 86. In general it’s best to avoid having the boss or approver in the session, and only invite this person to join at the start and end of the session to help choosing the best options; The best approach is to have one facilitator focus on this kind of person to avoid the situation from escalating; When choices need to be made by the group, ensure that the decision is made by the team; This can be achieved by using voting dots or do the voting anonymously. It can be an option after the team vote to ask the ‘Boss’ to give his/her perspective on the fi nal team choice. Disruptors
  87. 87. Disruptors As a facilitator, repeat the planned process and steps to make sure that the team and Boss know the reason behind the steps. This is to avoid the Boss wants to skip some activities; If this person is stopping or blocking the team, have a 1-1 discussion, and if necessary ask this person to come back towards the end of the workshop to review the fi nal ideas, and to provide her feedback.
  88. 88. You are enough You

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