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Transcript of © 2007 ChoicePoint Consulting1 Facilitation Essentials Going Deeper: Facilitation, Provocation and...
© 2007 ChoicePoint Consulting 1
Facilitation Essentials
Going Deeper:Facilitation, Provocation and
Awareness Tools to Deepen Your Role as an Innovation Catalyst
© 2007 ChoicePoint Consulting 2
Workshop Outcomes
To understand and practice core facilitation skills that make it easier to work effectively with groups
To understand how to presence an emerging future possibility
To understand how and when to provoke in service of that possibility
© 2007 ChoicePoint Consulting 3
Facilitation Defined
To make easy To move forward To enable the group to:
Fully contribute Arrive at a great story Experience commitment to teams and decisions
© 2007 ChoicePoint Consulting 4
Core Distinction: Process vs. Content
Good facilitators know the difference between the content of a meeting and the meeting process.
Are most problems with meetings content or process related?
© 2007 ChoicePoint Consulting 5
“Presencing”
The Blind Spot of Facilitation
© 2007 ChoicePoint Consulting 6
Self Awareness
Awareness of Others
Awareness of the Field
Flow: The Essence of Story-Telling & Facilitation
FLOW
© 2007 ChoicePoint Consulting 7
Flow
Flow is a mental and emotional state of operation in which the team is fully immersed in what they are doing, characterized by a feeling of energized focus, full involvement, and success in the process of the activity.
© 2007 ChoicePoint Consulting 8
Core Practice
Basic Facilitation Strategy: Go Broad then Focus Narrowly
(Open, Narrow, Close)
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Lasting Agreements
Collaboration is built on a series of lasting agreements.
1.Make an Advocacy“I’d like to suggest we hold back from new action items for the first half of our meeting, until after lunch, so that we can understand the root causes for some of our Production problems…”
2.Test for Understanding“Is my proposal clear to everyone?”
3.Check for Agreement“Is there anyone who could not agree to defer new Action Items and solutions until this afternoon?”
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Stages of Group Discussions
In a team project session or any idea-generation meeting, people engage in three mental processes, divergent thinking (open), evaluative thinking (narrow) and convergent thinking (close). Facilitative Leaders assist teams by facilitating agreements in each phase and helping participants focus on the same thought process at the same time.
OPEN NARROW CLOSE
Generate
Ideas Evaluate &
Categorize
Decide &/or
Focus
Adapted from Straus, David “How to Make Collaboration Work”, 2002.
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Tools for Collaboration
OPEN NARROW CLOSE
Build up / Eliminate
Negative Poll Both/And Commitment
Check
Eliminate Identicals
Criteria Checkboard
Target Criteria* Impact/Effort
Matrix N/3 What I Like About Advocate
Brainstorm Open-Ended
Questions Checkerboard What Others
Have Done Clarify
Adapted from Straus, David “How to Make Collaboration Work”, 2002 and * Suzanne Pellican, Intuit.
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Tools for Collaboration
Tool: BrainstormingExample:
“Let’s see how many new ideas we can come up with. There are no bad ideas, so let’s just list everything.”“Why don’t we shoot for a minimum of 25 ideas in the next 20 minutes.”
Purpose: To encourage divergent thinking To generate creative ideas
Process Phase: Open
© 2007 ChoicePoint Consulting 13
Tools for Collaboration
Tool: Open-Ended QuestionsExample:
“How does it feel to be faced with this issue?”“How is this situation impacting us?”“What’s really at stake here?”
Purpose: To help a group start thinking about a complex
issue To model inquiring into assumptions and mental
models
Process Phase: Open
14
Tool: CheckerboardSpecific things to say or do:
“OK, you have said that there are three basic kinds of media available: TV, radio and newspapers. And you have three important age groups you are trying to reach: teenagers, young couples and over 65. Let’s examine all the possibilities. How could you reach teenagers using TV? …using radio? …using newspapers? …etc .?
When to use this tool: To provide a structure for the group to consider several
factors at one time. To set up a series of brainstorming.
Tools for CollaborationProcess Phase: Open
15
Tool: What others have doneSpecific things to say or do:
“Anybody know what other cities have done about this problem? What are the existing models?”
“Why don’t we try listing all the solutions presently available and see if we get any new ideas.”
When to use this tool: To identify other successes from which you can draw.
Tools for CollaborationProcess Phase: Open
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Tools for Collaboration
Tool: ClarifyExample:
“I’ll read our list of ideas … stop me if you don’t understand the idea … this is about understanding only … we’ll do some critical evaluation later.”“If you need clarification we’ll check with the ‘author’ of the idea.”
Purpose: To ensure common understanding so as to build
later agreements
Process Phase: Open
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Tools for Collaboration
Tool: Eliminate IdenticalsExample:
“Let’s look over our list … are any of these ideas saying essentially the same thing?”
Purpose: To narrow the number of ideas under consideration
Process Phase: Narrow
18
Tool: Criteria checkerboardSpecific things to say or do:
“Let’s agree on three major success criteria for a successful solution.”
“Now let’s draw a matrix and list our alternatives on one axis and the criteria on the other axis. Remember, this is only a way of analyzing the alternatives. The alternative which scores highest is not necessarily the ‘best’ solution. Now, let’s take a straw vote. Does this alternative meet that criterion - yes or now? OK? Let’s begin: the first criterion is ‘easy to test’. How many of you think alternative A is easy to test? …How many think alternative B is easy to test? …etc.”
When to use this tool: When you need a systematic way to compare
alternatives using key criteria.
Tools for CollaborationProcess Phase: Narrow
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Tool: Target CriteriaSpecific things to say or do:
“Let’s agree whether the ideas generated will produce incremental change or be a ‘game changer.’
“Now let’s draw 3 concentric circles. In the smaller circle, ‘the bulls eye’, we’ll write ‘game changer’ In the circle that is further out, let’s write incremental. Now let’s put the ideas generated in the appropriate circle.
When to use this tool: When you need a way to weigh the relative value of
each idea regarding it’s impact on innovation and change.
Tools for CollaborationProcess Phase: Narrow
© 2007 ChoicePoint Consulting 20
Tools for Collaboration
Tool: Impact/Effort MatrixExample:
“Let’s assess the overall impact these ideas will have versus the effort required to make them happen.”Draw matrix. Vertical line, intersected half way by a horizontal line. The vertical line represents impact, the horizontal effort.
Purpose: To assess both the impact and effort of the ideas
generated To look for ideas with maximum effort and minimum
effort.
Process Phase: Narrow
21
Tool: Rank Order (N/3)Specific things to say or do:
“Let’s try rank ordering to see how much agreement there is. There are 12 solutions, so each of you should vote for the four alternatives you like the best. OK, how many for alternative A? …How many for alternative B? …etc.”
When to use this tool: To test the degree of alignment around a creative idea
and/or solution. To make sense or provide order to a random set of
alternatives.
Tools for CollaborationProcess Phase: Narrow
22
Tool: What I like about itSpecific things to say or do:
“I would suggest that in evaluating each other’s ideas you say what you like about the idea first before you voice your concerns or dislikes. Not only does it build a more supportive climate here but it also forces you to look at the positive aspects which are contained in most ideas.”
When to use this tool: To allow group members to influence each other,
supporting their favorite ideas/options. Often useful prior to prioritizing or decision making.
Tools for CollaborationProcess Phase: Narrow
© 2007 ChoicePoint Consulting 23
Tools for Collaboration
Tool: AdvocateExample:
“Is there any one or two items here, someone wants to advocate for? Please let us know why this is important to you?”“Even though, some items got a low vote on N/3, are there items with a low vote that someone strongly feels needs to be included?”
Purpose: To give the minority viewpoint a chance to be heard To create space for the “Margaret Mead” to influence the
group
Process Phase: Narrow
2424
Tools for Collaboration
Tool: Build Up/EliminateExample:
“Juan, you seem to have a strong reservation about this proposal. What could we add or take away that would alleviate your concern?”“How might we combine elements of both proposals to build a better solution?”
Purpose: To break an impasse between two parties To create more acceptable solutions by eliminating
the objectives to or building on the strengths of an option
Process Phase: Close
2525
Tools for Collaboration
Tool: Negative PollExample:
“It’s important that we all feel good about the solution. Are any of these ideas totally unacceptable to anyone?”“Chris has stated that Option B would alienate her team; any objections to eliminating B?”
Purpose: The group seems to need some sense of forward
movement The group seems ready to drop some ideas so as to
focus
Process Phase: Close
2626
Tools for Collaboration
Tool: Both/AndExample:
“Let’s step back for a moment. Do we truly need to chose between these two options? Is there a way to implement both?”
Purpose: To legitimize all ideas that have been proposed To avoid group polarization To avoid either/or thinking
Process Phase: Close
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Tools for Collaboration
Tool: Commitment CheckExample:
“Then N/3 identified these 3 elements of a solution. Who might be unwilling to support this solution going forward? Is there anyone who would be unable to assist with implementation”
Purpose: To ensure buy-in To avoid malicious compliance
Process Phase: Close
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Facilitation Practice #1
Challenges Facing Our Organization
Desired Outcome Reach agreement on 3-5 key challenges facing our
organization
Instructions Conduct a team session using the agenda provided by
your instructor
29
Core Practice
Facilitation & Provocation
With Wendy Castleman,Innovation Catalysts, Intuit
Provocation (When & How)
Calling out the obvious and pulling out the unique
Identifying the Unspoken Assumptions Restating and Reframing Interpreting and inserting your POV Addressing Common Challenges:
Falling in love with the solution Intuit-Centric Mindset Not going uncomfortably narrow (aka solving for
everyone)
30
Provocation
Always ask for permission up front.
Get clarification ahead of time on what your
role is. 31
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ProvocationProcess Phase: Open
This is not the time to challenge the obvious… Instead, this is a great time to inspire and reframe. Try inspiring using Analogous Solutions, Analogous Experiences & Extreme UsersAlso, try questionstorming
Provocation in the Open Phase
OPEN
Bringing in Outside Thinkers Let’s bring in some other folks to brainstorm with us. Who has a different perspective than we do?
Analogies/Extreme Inspiration What is an analogous situation to this one? (Go have the experience)
Give Examples of Extreme What if we ‘hired a personal assistant for all of the Small Businesses to type in all of their receipts?’
Remove/Add a Constraint What if it had to be mobile? What if money was no object?
What’s already out there Who else does this? How do people do this now?
Suggest a Challenge What are other ways that we could ‘capture this information’ that would be more unique?
33
© 2007 ChoicePoint Consulting 34
Tools for CollaborationProcess Phase: Narrow
This is the time to challenge the obvious…and to call out unspoken assumptions
© 2007 ChoicePoint Consulting 35
Tools for Provocation
Tool: Remove the obvious and point out the uniqueExample:
“Are any of these ideas is obvious or incremental? Let’s take those off so we can focus on the unique and interesting ideas ”“Is this idea really innovative and new? How is this different than the current way?”
Purpose: To get teams beyond the obvious ideas To minimize the influence of risk-aversion
Process Phase: Narrow
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Tools for Provocation
Tool: Calling out an Intuit-Centric ChoiceExample:
“How is the customer better off with this choice?”“I see what would be good about that for us, but what would be good about that… for the customer?”
Purpose: To make sure that the focus of the team is on the
customer benefit, not too Intuit-Centric To ensure that choices that teams proceed with are
customer-back
Process Phase: Close
3737
Tools for Provocation
Tool: Calling out Solving for EveryoneExample:
“Is this choice trying to solve for everyone, or for a specific type of customer?”“Who would this not solve for?”
Purpose: To make sure that the team has a narrow focus that
helps them make decisions and learn quickly To increase the likelihood of delighting a customer
with a solution that is perfect for them
Process Phase: Close
3838
Tools for Provocation
Tool: Calling out Similar ChoicesExample:
“All of these choices seem similar to one another. Are they really different? How?”“Did we miss a really unique choice when we were narrowing?”
Purpose: To help teams avoid falling in love with their ideas,
not the problem To ensure that choices are really different from one
another, so the team can maximize learning
Process Phase: Close
Escalating Provocation in Narrowing
Narrow
Push Back Let’s wait on narrowing based on our implementation constraints until after we’ve narrowed based on the most innovative ideas.
Suggest a Challenge Can we take this idea up a notch to make it a little more unique?
Hyper-Provocative Narrowing Criteria
Which of these ideas might get you fired?
Provide a Specific Opportunity
Since we’re looking for innovative ideas, let’s remove the ideas that are incremental or “just do”
39
Escalating Levels of Provocation
Close
Take a Stand This just doesn’t seem awesome.If you aren’t trying to push beyond the obvious, I should step away…
Push Back This one seems too obvious to me. What’s the unique insight that’s driving it?
Point Out/ Inquire If Is ‘type in a receipt’ too obvious? Is this something that Microsoft might do?
40
© 2007 ChoicePoint Consulting 41
Core Practice
Facilitative Behaviors:Preventions and Interventions
© 2007 ChoicePoint Consulting 42
Definition
Facilitative Behaviors are actions anyone can take to make sessions run effectively
Preventions: Facilitative Behaviors done before or during the session to prevent the session from getting off track (re: content or process).
Interventions: Facilitative Behaviors done during the session to help people get back on track (re: content or process)
David Straus and Michael Doyle,How to Make Meetings Work
4343
Preventions
At the beginning of a session get agreement on: Desired Outcomes Agenda Roles Decision-Making Method Guidelines/Groundrules
Adapted from Straus and Doyle, How to Make Meetings Work
4444
Preventions (continued)
During a session Make a suggestion on how the group could
proceed (a process suggestion) Get agreement on how the group will proceed (a
process agreement) Educate the group (process commercials) Ask open-ended questions to generate
participation Request that people reserve judgment
Adapted from Straus and Doyle, How to Make Meetings Work
© 2007 ChoicePoint Consulting 45
Interventions
Boomerang Maintain/Regain Focus Ask/Say What’s going on Enforce process agreements Accept/Legitimize/Deal With or Defer Use body language Use humor
Adapted from Straus and Doyle, How to Make Meetings Work
© 2011 ChoicePoint Consulting 46
3 Key Questions
Leveraging the Strategic Moment
Where Are We?1
How Do We Move Forward?
3
Where Do We Want To Go?
2
Adapted from How to Make Meetings Work, by David Straus
4747
Escalating Levels of Intervention
Basic Approach:
Start with the most subtle and least threatening intervention.
If behavior continues, gradually escalate the interventions.
Gives people an opportunity to let go of difficult behaviors gracefully
Adapted from the work of David Straus and Interactions Associates
4848
Escalating Levels of Intervention
LOW LEVEL INTERVENTIONS
HIGH LEVEL INTERVENTIONS
MAKE EYE CONTACT
STAND UP
WALK HALFWAY
WALK BY THEM, MAKE EYE CONTACT
ASK - “What do you think?”
TOUCH AND TALK DIRECTLY
CONFRONT - ON A BREAK
CONFRONT - BEFORE THE WHOLE
GROUP
Adapted from the work of David Straus and Interactions Associates
4949
Creating and Balancing Form and Void
What it is:
Creating form is actively providing session participants with a framework or approach to managing themselves and moving toward achieving their desired outcome.
Creating void means literally stepping back and allowing open space in the room both verbally and physically.
Why it’s important
One of the goals of a group facilitator is to enable the group to take responsibility for its own behavior and its own results. Being able to effectively balance form and void is critical to facilitate a group towards a desired outcome and responsibility for that outcome.
Adapted from the work of David Straus and Interactions Associates
5050
Strategic questions for determining the appropriate balance
How can I best help focus the cognitive energy of the group?
How can I best build and maintain the physical energy of the group?
How can I limit emotional and physical drain?
Creating and Balancing Form and Void
Form
Void
Adapted from the work of David Straus and Interactions Associates
© 2007 ChoicePoint Consulting 51
Core Practice
Working with Creative Tension
52
Structural Tension or Creative Tension
Desired FutureState
Current Reality
Learning Gap
-- Creative Tension --
53
Creative Tension
2 Orientations/ Strategies
“Push” off of
(Reactive)“Pull”
(Generative)
54
Reactive Stances: Two “Strategies”
Conflict Manipulation Focus on dire consequences Over-emphasis on Current Reality Fixate on Challenges
Willpower Manipulation “Goosing into Action” Over-riding emotions Over-stretching
55
Creative Tension vs. Psychological Tension
Current Reality
“Tool” = Mastery of Creative/ Structural
Tension
vs.
Falling Prey to Psychological
Tension over Gap
My Approach to Leadership
My Life, Family, Etc
Desired FutureState
Gap
© 2007 ChoicePoint Consulting 56
Reactive-Responsive to Creative
Reactive-Responsive orientation - your life is determined by the circumstances - either outer or inner.
Orientation to the Creative - the outer and inner circumstances become part of current reality; the determining factor is in what you choose to create.
The power in life is in what you choose.
Outer circumstances: How much time you
have How noisy the kids are What your living
situation is
Inner circumstances: your mood your feelings your energy level
© 2007 ChoicePoint Consulting 57
Core Practice
Presencing:Accessing the Field
© 2007 ChoicePoint Consulting 58
What is the field?
Shifting the Inner Place From Where We Operate
“The success of our actions as change-makers does not depend on what we do or how we do it but from the inner place from where we operate”
59
Attention
“We cannot transform the behavior of systems unless we transform the quality of attention that people apply to their actions within the system”
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Presencing
62
63
Presence
Connecting with the Field
64
…”By emptying oneself of one’s smaller, individual mind and by losing the individual’s intense self consciousness, we are able to tap into this larger, more creative, universal mind.” – Professor Kenneth Kraft, Zen Scholar, Leigh University
Accessing the Field: Open Intelligence
Data = thoughts, emotions, sensations
Closed intelligence = identification with thoughts, emotions, sensations
Open intelligence = the vast expanse in which all thoughts, emotions, sensations arise, endure and then dissolve (like a flight path of a bird)
65
Adapted from Short Moments of Clarity, Candice O’Denver & The Balanced View Team
66
Open Intelligence
Open intelligence exists whether not thinking or thinking
Data (Points of view) occur within the all encompassing view open intelligence
Through practice, shift identity from data (points of view) to open intelligence (the all compassing view)
Open Intelligence = creative intent, clear thinking, emotional stability and beneficial action.
Adapted from Short Moments of Clarity, Candice O’Denver & The Balanced View Team
67
Open Intelligence Practice
“Short moments of open intelligence, repeated many times become continuous”
Rest with whatever arises in our awareness
Don’t indulge, avoid, replace
Thought/emotions arise, endure and then dissolve naturally
The effect is an opening, a growing experience of our own open intelligence and the transformative impact this can have on our life.
Adapted from Short Moments of Clarity, The Balanced View Team
68
Resources
“Short moments of open intelligence, repeated many times become continuous”
Rest with whatever arises in our awareness
Don’t indulge, avoid, replace
Thought/emotions arise, endure and then dissolve naturally
The effect is an opening, a growing experience of our own open intelligence and the transformative impact this can have on our life.
Adapted from Short Moments of Clarity, The Balanced View Team
© 2007 ChoicePoint Consulting 69
ResourcesBens, Ingrid -- Facilitating to LeadFisher & Ury -- Getting To YesGeorge, Bill – True NorthGoleman, Daniel -- Working with Emotional
IntelligenceGoleman, Daniel – Focus: The Hidden Power of
AttentionKelley, David & Thomas – Creative Confidence:
Unleashing the Creative Potential Within All of UsKouzes & Posner -- The Leadership ChallengeO’Denver, Candice – One Simple ChangeSenge, Peter -- The Fifth DisciplineScharmer, Otto – Theory U: Leading from the Future
as It EmergesStraus, David -- How to Make Meetings WorkStraus, David -- How to Make Collaboration Work