Facilitation Fundamental PDE Conference 2014: Making a Diference

Transcription

1 istock_ s Facilitation Fundamental PDE Conference 2014: Making a Diference Rhonda Beach Tyree * The Compact: Educational Design Consultants

2 e ion ur o e uilding funda ental facilitation skills to o ti i e tea erfor ance istock_

3 Training Objective Define facilitation. Examine team functionality. Build facilitation skills. Apply new skills to an actual team.

4 istock_ en De ne facilitation

5 e ne Facilitation at ords conce ts i ages co e to ind en ou ear t e ord uc TuT E istock_

6 cordle o

7 ind a

8 Facilitatio n e ned To ake eas Facilitation is the art, craft, and science of providing process leadership to enable optimal human interaction, learning, and task performance. istock_

9 Facilitation: To make easy high Human Interaction low People / Dynamics Content / Task Task Performance Results high

10 istock_ en E a ine tea functionalit

11 Identify and describe a team that you work with that functions less than optimally in their Group dynamics Task performance Process/learning Results high Human Interaction low People / Dynamics Results Content / Task Task Performance high

12 ill ractice ind a

13 ill ractice ind- a ing To ic "TEA Y FUNCTION What descriptive words depict TEAM DYSFUNCTIONS that you actually are experiencing with groups? Call em out!!! istock_

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

15 Continuum o Team Functionality Adapted from: Characteristics of Dysfunctional Teams, Monash, Guide to Managing & Optimizing Team Performance High Trust Shared Cause/Purpose Effective Communication Comfort with Conflict High Commitment Effective Decision Making Absence of Trust Competing Interests/Purposes Ineffective Communication Fear of Conflict Lack of Commitment Ineffective Decision Making HighH Accountability to Each Other Lack of Accountabilityy Ef fective t e Action n Planning/Taking i ng a Ineffective ect Action A o Planning/Takin n a ing g High Attention to Resu sults Strong Outcomes & Impacts/Cause I Inattention to Results Limited Outcomes

16 Absence of Trust Competing Interests/Purposes istock_ en uild facilitation skills

17 What can a facilitator do if. 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.

18 The facilitation design and strategies should match the leadership situation. Rhonda Beach Tyree * The Compact Leadership Styles Kurt Lewin; Gaert Hofstede

19 What can a facilitator do if. 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. Why Wh Ho Who Wh

20 Absence of Trust Competing Interests/Purposes ThinkStock/Ingram en l ne skills to an actual tea

21 Ineffective Communication Fear of Conflict istock_ en uild facilitation skills

22 What can a facilitator do if. 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? **

23 Three Interde endent but i tinct Function high h (Broker) The Stake (Executive) Human Interaction People / Dynamics low w Content / Task The Task Content Performance (Resource Persons) high

24 Stages of Team Development Ineffective Communication Fear of Conflict high Human Interaction 3. Norming 1. Forming 4. Performing 2. Storming low Task Performance high (Team Development Model adapted from Tuckman & Jones, 1983)

25 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 Clarif c eck for understanding coac into ractice Ru s) o o um p (, S ou s Ho o ) Team Charge -Comm ss o ey fu o Clarif c eck for understanding coac ey Key er ormance Indicator - z o Clarif coac e hm ks fo o u Educative - m p p s sh Educate coac and facilitate re ective ractice oppo u s o ommu o, o eo o, m, qu y, 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 Clarif c eck for understanding and agree ent o h p on o m, f m o k u, coac /o ey x s k ho oup 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

26 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

27 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.

28 Ineffective Communication Fear of Conflict ThinkStock/Ingram en l ne skills to an actual tea

29 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

30 h k you Rhonda Beach Tyree * The Compact: Educational Design Consultants 67 Woodhaul Court, Delaware, Ohio, * * rltyree@yahoo.com