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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