Facilitation Fundamental�

PDE Conference 2014: Making a Diference Rhonda Beach Tyree * The Compact: Educational Design Consultants

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�e��ion �ur�o�e

�uilding funda ental facilitation skills to o ti i e tea erfor ance

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Define facilitation.

Training Objective�

Examine team functionality.

Build facilitation skills.

Apply new skills to an actual team.

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Facilitatio

� To ake eas

� Facilitation is the art,

craft, and science of

providing process

leadership to enable

optimal human

interaction, learning,

and task performance. iStock_000004907201

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an Interaction

Task Performance

Facilitation: To make easy …

high

low high

Results

People / Dynamics

Content / Task

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en E a ine tea functionalit �

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Identify and describe a team that you work with that functions less than optimally in their …

Hum

an Interaction

Task Performance

high

low high

Results

People / Dynamics

Content / Task

• Group dynamics

• Task performance

• Process/learning

• Results

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ill ractice �ind-�a ing To ic "TEA� Y FUNCTION �

What descriptive words depict

“TEAM DYSFUNCTIONS”

that you actually are

experiencing with groups?

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Continuum o� Team Functionality

High Trust Shared Cause/Purpose

Effective Communication Comfort with Conflict

High Commitment Effective Decision Making

High Accountability to Each Other Effective Action Planning/Taking

High Attention to Results Strong Outcomes & Impacts/Cause

Absence of Trust Competing Interests/Purposes

Ineffective Communication Fear of Conflict

Lack of Commitment Ineffective Decision Making

Lack of Accountability Ineffective Action Planning/Taking

Inattention to Results Limited Outcomes

Adapted from: Characteristics of Dysfunctional Teams, Monash, Guide to Managing & Optimizing Team Performance

ther

t e n nnn ngg a inng nef ecct vve ct o n n

tsI t /C

igh Accountability to Each Other fective Action Planning/Taking

lts

Lack of Accountabilit

Ineffective Action Planning/Takin

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Continuum o� Team Functionality

High Trust Shared Cause/Purpose

Effective Communication Comfort with Conflict

High Commitment Effective Decision Making

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High Attention to Resu Strong Outcomes & Impacts/Cause

Absence of Trust Competing Interests/Purposes

Ineffective Communication Fear of Conflict

Lack of Commitment Ineffective Decision Making

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nattention to Results Limited Outcomes

Adapted from: Characteristics of Dysfunctional Teams, Monash, Guide to Managing & Optimizing Team Performance

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nning/Taking Ineffective Act

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Absence of Trust

Competing Interests/Purposes

en � uild facilitation skills�

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Absence of Trust

Competing Interests/Purposes

Idea starters: � First, discover context and situation. (Example: Leadership situation.)

� Agree on “why before what before how before who before when.”

� Uncover common cause.

• Tool idea: But why? Technique – See Community Toolbox (KU)

� Craft and keep visible shared vision, mission, and guiding principles.

� Establish clear, demanding performance goals with milestones.

What can a facilitator do if .

Rhonda Beach Tyree * The Compact Leadership Styles – Kurt Lewin; Gaert Hofstede

The facilitation

design and

strategies

should match

the leadership

situation.

 

 

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Absence of Trust

Competing Interests/Purposes

Idea starters: � First, discover context and situation. (Example: Leadership situation.)

� Agree on “why before what before how before who before when.

What can a facilitator do if .

Why Wh Ho Who Wh

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Absence of Trust

Competing Interests/Purposes

en l ne skills to an actual tea �

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Ineffective Communication

Fear of Conflict

en � uild facilitation skills�

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Ineffective Communication

Fear of Conflict

Idea starters:

� OARRS* (See *Grove Consultants resources.)

• Outcomes – Agenda – Roles – Rules (Norms)

� Apply the lowest level of intervention. (Think PBIS!)

� Clarify the decision rule.

� Use “Interests-Based Negotiation.” (See **CADRE resources.)

• “How would [child] benefit by [position]?”**

• “What would be accomplished by [position]?”**

• “What are possible ways that we can [satisfy the interest]?”**

• “What are possible ways that [interest X] and [interest y] could

both be satisfied?”**

What can a facilitator do if .

w Hum

an Interaction

People / Dynamics

Content / Task

�

Task Performance

high

low high

Three Interde endent but �i�tinct Function�

h

The Content

Th

e S

take

(Executive)

(Bro

ker)

(Resource Persons)

1. Forming

3. Norming

2. Storming

4. Performing

low

high

high

(Team Development Model adapted from Tuckman & Jones, 1983)

Stages of Team Development

Task Performance

Hum

an Interaction

Ineffective Communication

Fear of Conflict

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Norm� - No � u� s eu su s � ys of o k o h � � f om h o h h hop �� e om h e u �

cay� Norm� are E�tabli�hed Facilitator Role

Formal - Es e� sh � By-L s ( � �, Roe s Ru� s) o �o um � p ( � �, S ou s Ho o )

Clarif c eck for understanding coac into ractice�

Team Charge -Comm ss o � ey fu � o � � ey � � �

Clarif c eck for understanding coac �

Key er�ormance Indicator� - z o � e hm ks fo o �u �

Clarif coac �

Educative - m p p s sh � � oppo u s o ommu o , o�� eo o ,

m , qu y, �

Educate coac and facilitate re�ective ractice�

tated - F � o sh s \ y of o k �1 Educate c eck for agree ent coac �

Ado ted/ada ted - No ms �op �/ � p � f om o h p on o m, f m o k � u , �/o � ey x � s k ho�� oup�

Clarif c eck for understanding and agree ent coac �

ro o�ed - F � o s s h p opos � � s � sk for diferent/additional nor s� C eck for agree ent� Coac �

Grou generated -G oup s s h e� k p � Generate� C eck for agree ent� Coac �

Im licit - No ms o �o um �� Educate and coac be avior over ti e�

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�e�ign Con�ideration� (O enness of Design�

Event ur o�e � Up� � A ss Bu �� � A �ys s/C� f o � P su s � E�u o � � I sp o � � D s o M k � D s h P m s � p D s � Exp�o o y � Comp� �y p � E �

Event �eci�ion Rule � No pu � Qu s o s o �y � So� � f �e k � D f � � s o � I fo m � � s o � P o z � � s o � M no y o � Sup m no y o � By � o s � Co s sus � Co p u � z o � E �

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�i�cult Grou �ynamic�

Solution Search Protocol

1. Tell a partner about a difficult group dynamic that

you experience.

2. Search for solutions.

One person read, Ten Common Group Problems

Other person read,

Knowing when and how much to steer the

ship.

3. Share solutions either from the resource or your

own experiences.

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Ineffective Communication

Fear of Conflict

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Facilitation Re�ource�

� P AN P o o o�s h p:// �p �

� I o � Asso o of F � o s h p:// � f- o ���o / � x� spx

� I s u of Cu� u � Af s h p:// � -us �o

� N o � S hoo� R fo m F u� y h p:// � s f mo y�o /p o o o�/ z�h m�

� K s s U s y, Commu y oo�eox h p:// e�ku� �u/ / e� -of- o s

� F � o R sou s -U s y of M so Ex s o h p:// � x s o �um � �u

h k you� Rhonda Beach Tyree * The Compact: Educational Design Consultants

67 Woodhaul Court, Delaware, Ohio, 43015 * 614-619-3692 * rltyree@yahoo.com