march 26, 2014
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Facilitation and Group Dynamics – Applications to Support QI. March 26, 2014. Welcome & Introductions. Today’s Agenda. Facilitation Basics Introduction on Group Dynamics The Focused Conversation Method Overview, walkthrough, and practice Structured Brainstorming Techniques - PowerPoint PPT PresentationTRANSCRIPT
March 26, 2014
Facilitation and Group Dynamics – Applications to Support QI
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Welcome & Introductions
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Today’s Agenda• Facilitation Basics• Introduction on Group Dynamics• The Focused Conversation Method–Overview, walkthrough, and practice
• Structured Brainstorming Techniques• Questions, Plans for Day Two
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Training Pre-Assessment
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Facilitation Basics
Facilitateverb (used with object), fa·cil·i·tat·ed, fa·cil·i·tat·ing. 1. to make easier or less difficult; help forward (an action, a
process, etc.): Careful planning facilitates any kind of work.2. to assist the progress of (a person).
• In work where collaboration and consensus are critical, facilitation can be a key to success
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Facilitation Basics• How many of you have facilitated a meeting
before? • How would you describe your experience as a
facilitator? • What has gone well for you when you have
facilitated meetings in the past? • What has not gone so well for you when you have
facilitated meetings in the past? • What do you see as your areas to improve to
become a better facilitator?6
Facilitation BasicsDuring a meeting…
Facilitators focus on:
• The methods/process of the conversation
• How decisions are made
Participants focus on:
• The content of the conversation
• What decisions are made
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What does a facilitator DO?• Uses planned methods to guide the conversation
towards a common goal
• Redirects the conversation when ‘off-track’
• Manages participation
• Summarizes discussion and decisions
• Brings closure to a meeting with an end result or action8
Leaders as FacilitatorsA Hierarchical Leader… A Facilitative Leader…
ASSUMES Top Down AuthorityPower of the Group’s Diversity
MANY PERSPECTIVES
KNOWS WHAT to doMethods (“How to”)
GREAT TOOLS
SEEKS The “Right” DecisionDecisions the Group will Own and Implement
COMMITTED PEOPLE
RELIES ONIndividual Ability: Charisma, Expertise
Group Ability
INSPIRED ACTION
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Common Facilitator Challenges• Information overload• Sticking to the process without getting
caught up in content• Attending to the conversation and all
members of the group (includes intervening in difficult situations)
• Guide the group to eventually work productively without you
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Questions?
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Break
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Group Dynamics• What comes to mind when I
say “group dynamics?”
• What types of groups have you been involved in……that were successful?…that were unsuccessful?
• What makes some groups successful and other groups less successful?
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Group Dynamics“The influential, interpersonal processes that
take place within groups.”
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Group dynamics leave an “imprint” on group
members that influence future
behaviors
The size and members of a group influences
its nature in many ways
The members of a group are
interconnected or linked in different
ways which influence dynamics
Group DynamicsINTERACTION: transactions between individuals; what people do to or with one another.
Task interaction: focused primarily on the group’s work, project, plans, and goals.
Relationship interaction: focused primarily on the interpersonal, social side of group life.
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Group Dynamics• Can be complicated
• Can change over time
• Can be uncomfortable
• Can be guided using good facilitation skills and tools
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Group Development• Most groups will develop and change over
time in predictable ways
• Understanding phases of group development will help guide a facilitator’s work
• Form-Storm-Norm-Perform
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Stages of Group Development
Adapted from the Tuckman ModelTuckman, Bruce (1965)“Developmental sequence in small groups”. Psychological Bulletin, 63, 384-399
Form• Orienting the
team members
Storm• Organizing the
group
Norm• Fostering
communication
Perform• Supporting
collaboration
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Stages of Group Development
Form
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• Goal: “Count me in.”• Task: Orientation• Concern: Inclusion
Facilitation Strategies• During the Forming stage:– Clearly explain the purpose of the group– Revisit purpose and goals often– Plan and support introductory (“get to know you”)
activities– Discuss roles early, formalize roles– Develop consensus around expectations for the group– Make visuals to remind the group of goals and
purpose
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Stages of Group Development
Storm
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• Goal: “We’re all in charge.”• Task: Organization• Concern: Control
Facilitation Strategies• During the Storming stage:– Attend to individual needs– Draw out individual strengths– Attend to people, process, and purpose– Revisit roles and expectations– Use the Circle Conversation to establish consensus
around process and priorities– Carefully prepare facilitation plans for meetings– Use Active Listening
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Stages of Group Development
Norm
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• Goal: “Speak your mind.”• Task: Communication• Concern: Openness
Facilitation Strategies• During the Norming stage:– Use Circle Conversations to elicit open dialogue
about expectations and roles– Revisit roles and adjust as needed– Watch for alliances to form and bring them back
into the whole group
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Stages of Group Development
Perform
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• Goal: “We’re succeeding!”• Task: Collaboration• Concern: Success
Facilitation Strategies• During the Performing stage:– Identify group successes– Celebrate group successes– Use Circle Conversations to review progress and
discuss what’s working and what could go more smoothly
– Use visuals to track progress– Revisit goals and adjust as needed
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Stages of Group Development(Tuckman & Jensen, 1977)
Group Conflict• Conflict isn’t always bad
• Whether and how the facilitator should intervene in conflict depends upon:– The level or type of conflict– How the group is responding to it
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Group ConflictWhen might a facilitator need to intervene?
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Conversations about differences in opinions/views
Emotional disagreements
Disrespectful arguing
Team Behaviors• Being able to identify and understand both
constructive and destructive behavior of team members is critical
• The group looks to the facilitator as a model of what behaviors are acceptable in the group setting
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Constructive Team Behaviors
ClarifyingCooperative
Inspiring Harmonizing
Process CheckingRisk taking
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Destructive Team Behaviors
RushingDominating
DiscountingWithdrawing
BlockingDigressing
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Intervening in Difficult Situations• Some situations may call for facilitator
action to help the group
• Finding the balance between maintaining the group’s autonomy and being helpful can be a challenge
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Ask yourself…• What type of group behavior do I see?• If I do not intervene, will another group member?• Will the group have time to process the
intervention and move forward?• Is the group too overloaded to process the
intervention right now?• Is the situation important enough to intervene?• Do I have the skills to intervene?
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Listening Skills for FacilitatorsUse three levels of listening:– Listen to self (thoughts, reflections)– Listen for meaning (content)– Listen for depth (intent, emotion, intuition)
• To help you listen at a deeper level…– Be present– Be comfortable with silence– Assess and manage your “inner chatter”– Use Active Listening Skills
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Techniques Purpose Approach Language
ENCOURAGING• Convey interest• Keep person
talking
• Don’t agree or disagree• Non-committal words,
positive tone, non-verbal
• “I see”• “uh-huh”• “Tell me more
about…”• “Go on…”
RESTATING• Show you are
listening• Help speaker
grasp facts
• Restate basic ideas• Put in your own words
• “If I understand, you said…”
• “In other words…”
REFLECTING
• Show you are understanding
• Let speaker know you understand how he/she feels
• Reflect speaker’s basic feelings
• Put into your own words
• “You feel that..”• “What I hear is..”• “You believe…”
SUMMARIZING• Pull important
ideas together• Review or further
discussion
• Restate, reflect, and summarize major ideas and feelings
“These seem to be the key ideas…”“If I understand, you feel…”
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Intervention ApproachesHigh-levelDirect and
immediate
Medium-levelOne-on-one with team member
Low-levelSummarizing, reminding, taking breaks, etc.
Prevention Ground rules, etc.
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Questions?
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The Focused Conversation MethodCircle Conversation
A planned approach that brings about…• Meaningful dialogue• New perspectives• Clear ideas and
conclusions• Active participation
…by traveling through four levels of dialogue.
Adapted from The Institute of Cultural Affairs – Technology of Participation 39
Decisional
Objective
Reflective
Interpretative
Circ
le C
onve
rsati
on
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Facilitation Plan
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Focusing your Plan
Your topic is the focus or subject of the conversation. It sets the boundaries of the
conversation.
Adapted from The Institute of Cultural Affairs – Technology of Participation
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Goals of the Conversation
The Rational Aim is the stated intent, purpose, or practical goal of the conversation. It guides the collective thinking process and determines the
direction of the conversation.
Adapted from The Institute of Cultural Affairs – Technology of Participation
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The Experiential Aim is the inner impact of the conversation. It affects the mood of the group and
sets the tone of the communication between participants. It is underlying what you want
participants to walk away feeling or believing as a result of the dialogue.
Goals of the Conversation
Adapted from The Institute of Cultural Affairs – Technology of Participation 44
Opening the Conversation
The Opening orients your participants and sets the stage and tone for the conversation.
Adapted from The Institute of Cultural Affairs – Technology of Participation
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Using ORID Questions• The majority of the conversation will be led
by a series of planned questions that are:
ObjectiveReflective
InterpretiveDecisional
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Objective Level QuestionsTo engage the five senses of sight, sound, taste, smell, and sound:
• Focus on the facts and objective data• Get your participants’ attention with easy
questions• Invite participation
“What sticks out in your mind from what you heard as we opened the conversation?”
Adapted from The Institute of Cultural Affairs – Technology of Participation
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Reflective Level QuestionsTo elicit and acknowledge imaginative, intuitive, and emotional
responses:
• Invite participants to use their imaginations• Acknowledge emotions, memories, and
associations
“What does this remind you of?”
Adapted from The Institute of Cultural Affairs – Technology of Participation
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Interpretive Level QuestionsTo elicit the sharing of experiences and individual meaning:
• Build shared awareness within the group• Identify available options and possibilities
“What does this mean for our group?”
Adapted from The Institute of Cultural Affairs – Technology of Participation
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Decisional Level QuestionsTo develop collective opinions or resolve that may lead to future action:
• Draw out deeper meaning from participants• Make conversation relevant to the future• Focus on individual and group choice
“What will this mean for the clients we serve?”
Adapted from The Institute of Cultural Affairs – Technology of Participation
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Questions?
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Focused Conversation Demonstration
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Reflection
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Lunch
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Focused Conversation Walkthrough and Exercise
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Break
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Using Structured Brainstorming Techniques to Foster QI Team Participation
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Brainstorming: Purpose• To establish a common
method for a team to creatively and efficiently generate a high volume of ideas on any topic by creating a process that is free of criticism and judgment.
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Brainstorming: When to Use
• To generate ideas about an opportunity for improvement
• To identify customers and/or stakeholders
• To identify potential solutions to the problem
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Brainstorming: Ground Rules
• Never criticize ideas– Take turns speaking– Listen attentively– Avoid criticism– Encourage all to speak
• Capture every idea so it is visible to the group• Everyone should agree on the question or
issue being brainstormed• Set a timeframe and stick to it
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Brainstorming: Basic Step by Step
Step 1• Establish ground rules
Step 2• Define the issue or problem
Step 3• Ask for and share ideas
Step 4• Capture and record input
Step 5• Collaborate to organize ideas into categories or identify themes
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Brainstorming: Structured Approach 1Step 1
• Establish ground rules and define the issue or problem
Step 2• Give participants 5-10 minutes to silently write down their ideas
Step 3• Ask each participants to share one idea (round robin) and record
Step 4• Ask participants give their ideas in turn or pass until all ideas are
exhausted
Step 5• Once all ideas are recorded, participants can ask questions for clarification
Step 6• Collaborate to organize ideas into categories or identify themes
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Brainstorming: Structured Approach 2Step 1
• Establish ground rules and define the issue or problem
Step 2• Give participants 5-10 minutes to silently write down their ideas
Step 3• Ask each participant to review their list and put a star next to their 3 clearest ideas
Step 4• Have participants form pairs and share their 3 clearest ideas with each other and identify
4 ideas they want to be sure are shared with the larger group
Step 6• Each pair shares their ideas (facilitator records)
Step 7• Participants share any important ideas that are not already captured and ask clarifying
questions
Step 8• Collaborate to organize ideas into categories or identify themes
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A Tool to Organize Ideas: Affinity Diagram
Group 1 Group 2 Group 3 Group 4
Idea
Idea
Idea
Idea
Idea
Idea
Idea
Idea
Idea
Idea
Idea
Idea
Idea
Idea
Idea
Idea
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Affinity Diagram: Purpose
• Creatively generate a large number of ideas and organize them into natural groupings among them to understand possible solutions to a problem.
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Affinity Diagrams: When to Use
• To generate consensus
• When you need your team to think creatively
• To breakdown communication barriers
• To allow breakthroughs to emerge naturally
• To overcome “team paralysis”66
Affinity Diagrams: Step by Step
Step 1• Use structured brainstorming approach one or two
Step 2• Brainstorm at least 20 ideas or issues• A “typical” Affinity has 40-60 items, but 100 or more are not unusual
Step 3• Simultaneously and quickly sort ideas into 5 to 10 related groupings
Step 4• For each grouping, create summary or header cards using consensus• Strive to capture the essence of all the ideas in each grouping
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Questions?
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Practice!
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Questions and Answers
Plans for Tomorrow
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