Facilitation with organisational effect

Leadership

2

Adviser Trainer Facilitator

Specialist competences

Process consultant competences

Facilitation is one of the roles you must master in order to drive change

Case attendant

Stager

3

Focus on “the business”

Focus on “the individual”

Focus on the process Focus on the day

Interaction Behavioural change

Implementation with effect

Purpose and delivery

The consultant must be able to work the whole dance floor – every day!

4

The word facilitation comes from the Latin word “facile”, which means “to make easy” or “to move freely”. Ib Ravn (head of research for the group Facilitation of knowledge processes at DPU) describes facilitation as a way of canalising the energies and communication of a group of people in such a way that they profit much more, than if they were left to themselves (Ravn, 2011). “Facilitation is about process – how you do something – rather than content – what you do.” (Dale Hunter, 2007) Facilitation is used to create results and ownership through involvement. Examples of when to use facilitation • Formulation of a strategy, basic values. • Development of an idea or a product. • Knowledge acquisition or knowledge-sharing. • Facilitated education (facili-training). • A wide variety of meetings: decision-making meetings,

planning meetings, project meetings, staff meetings.

Facilitation is about focusing on form and goals rather than content

5

To achieve effective processes, you must go through three processes

Before During After

Intentional design Facilitation Implementation

and follow-up

6

3. ENVIRONMENT Where and which mood? To create an appropriate physical and mental environment for the event.

2. PARTICIPANTS Who? To include the participants in the best way possible in terms of their preferences, relations, context and learning methods.

4. FORM How? To draw on the most beneficial processing methods.

5. ROLES Who has which role? To design the process with focus on the roles of the most important stakeholders in the process and on the day.

The design star

1. PURPOSE Why and what is

delivered?

7

Example of scenario Background Description Purpose (Why?)

Deliveries (What must we do/achieve?)

Context (Part of the process?)

Participants (Who, how many, which types etc.?)

Environment (Place, mood, address etc.?)

Roles (Who has which role/responsibility – internal + external?)

Form (Which overall process methods are brought into play?)

Time Programme item How and who has the responsibility?

Materials and …?

REMEMBER

Purpose – why do we have this programme item? It is important to be clear about why you choose to spend time on each individual item.

How is the programme item being facilitated + the detailed time schedule.

It is important to consider the requirements for each item (and possibly what is produced).

BEFORE

DURING

AFTER

8

1. Make sense

2. Manage the process

4. Ask questions

5. Be aware of

the power

3. Take responsibility

for the energy

Facilitator behaviour at the meeting

How do we create better meetings?

10

The good meeting – value for the business and personal importance to the participant

Source: Ib Ravn, Facilitering – ledelse af møder der skaber værdi og mening, 2011

VALUE AND OPINION Conversational

culture (collective leadership)

“Monologue” (authoritarian leadership )

Focus on results and value creation

High

Low Low High

Involvement and personal meaningfulness

11

19%

52%

21%

8%

0%

1-20% 21-40% 41-60% 61-80% 81-100%

Percentage of working hours spent at the meeting per week

Survey – what is your opinion about your meetings?

12

22% 20%

28%

13%

7% 8%

1%

0% 1-9% 10-19% 20-29% 30-39% 40-59% 60-100%

Percentage of expendable meetings

Survey – what is your opinion about your meetings?

13

11%

72%

17%

The quality of a typical meeting Low (1-4) High

(8-10)

Average (5-7)

Survey – what is your opinion about your meetings?

14

What is needed to drive change?

15

Joint and individual engagement To what do we dedicate ourselves

individually and jointly? How do we know that we have

succeeded with our plan? Discovery Delivery/ destiny

Design Dream

The 4D model Discovery of the best of what

already exists. What creates “life”? When have we succeeded?

Practice of everyday life. What changes must we make to realise the dream?

What specific things can we do more or less of to realise the dream?

Hopes and dreams for the future

How do we succeed even more?

What doors would it open?

16

The AI method’s five basic principles

In every organisation, family or individual person, something works. 1 People grow when they move towards the good and life-giving in life – like plants facing the sun – Heliotrophy. 2 The language we speak and what we choose to focus on create our reality. 3 Our dreams and expectations for the future set the stage for our present and future actions. 4

Behind every problem lies a “frustrated dream”. 5

17

Horseshoe

No position is wrong The horseshoe is a quick and effective way of getting an answer from a group. It provides an overview, piques curiosity and is a good starting point for a dialogue. Procedure • Ask the question which the group must consider. • Define the ends of the horseshoe. • Think and go. Give them 5-10 seconds to think and sit

down. • Divide people into groups of two, and allow them to discuss

their choice of seat. • Facilitation. Share views. Be curious. • Work with the future and the required actions.

Implementconsultinggroup.com

Implement Consulting Group Implement Consulting Group is a leading Scandinavia based management consultancy, specialised in driving strategic transformations with a strong differentiator on “making change happen” – delivering documented Change with Impact.

Stalk us on: