Considerations on How to Facilitate between Europeans and Asians


Purpose

An alumnus wrote about preparing for an executive workshop between Europeans and Asians between two different companies. The deliverable intends to capture a strategy document of their alliance to work with each other in their supply chain. Specifically the alumnus inquired about anything in particular to avoid or encourage.

Specific Solution

Speak with the participants to confirm their explicit expectations and then manage accordingly. When conducting confidential, one-on-one interviews, participants will speak more openly about “anything in particular to avoid or encourage.”

General Considerations

  1. Icebreakers: Consider ice breaker activities that allow participants to share some of their social values, such as asking about a favorite childhood memory or describing their favorite holiday (ie, vacation) destination and activities.
  2. Names: Since an effective facilitator will not use people’s names, rather substitute open hands and eye contact to draw in participation and to pass the talking stick. During breaks and social times, or when discussing administrivia such as evening plans, strive to use people’s last names and titles, including respect toward academic and medical titles. During private introductions, handshakes are a reasonable default standard, perhaps with a slight bow—avoid hugging, arm humping, and shoulder thwacking as too much physical contact.
  3. Protocol: Emphasize the difference in roles. For example, we treat our parent different than we treat our children. We may treat customers different from suppliers. During the workshop, emphasize leaving titles and roles on the other side of the threshold so that everyone has permission to speak freely. When the Joint Chiefs meet, they may wear sweaters over their military stars, so that four-star generals do not claim superiority over three-star generals in a workshop environment. If the armed forces can encourage equality of voice, so can we.
  4. Punctuality: Punctuality is important. Keep your stated promises about when to start, including after breaks and meals. If not, your broken promise will frustrate participants and cause some to challenge the integrity of the session leader. If the session leader claims punctuality but permits delayed starting time, they may be seen as someone who cannot be trusted. Be sure to use FAST timers to get people to return from breaks and start on time. If necessary, offer a ten-minute break every fifty minutes, but start on time.
  5. Rhetoric: Avoid slang, colloquialisms, and American jargon. It is not uncommon for Europeans and Asians to speak in English and understand each other better than an American. While facilitating and providing reflection, stick closely to verbatim words and expressions rather than “interpreting.” If the participants felt there was a better term or expression, they would have used it the first time. Unless the participant asks for language assistance, be patient and avoid volunteering content, unless asked.
  6. Breakout Groups: Use breakout group frequently during the agenda, especially during the ideation step within brainstorming. Carefully plan your groups in advance, based on knowledge you obtain during interviews, and be certain to appoint a CEO (ie, chief easel officer) for each group. Strive to creatively assign group titles or names that harmonize with the theme of the workshop (eg, star constellations). Simply calling out 1,2, 3 indicates that the activity was not important enough to plan further. Understand methodologically that some times it is appropriate to create homogenous groups (ie, think alike) and other times it may be advantageous to create heterogeneous groups (ie, embrace pluralism).

Method

Be certain to secure pre-meeting buy-in about the purpose, scope, and deliverables from the workshop. Ideally, explain your agenda through a metaphor or analogy. Next, assure that the method will engage the participants and not drag on and bore them. If you keep them engaged and focused, you will clearly have made it easier for them to build and decide. Do not discount the importance of a formal review and wrap-up. Plan on an approach the group accepts in advance to manage action steps or roles and responsibilities. Invest some time in the FAST Guardian of Change so that they agree on their primary messaging to other executives and stakeholders at the conclusion of the workshop. Moreover, be sure to obtain some feedback on your performance, so that you may continuously improve your talents as an effective, facilitative leader.

Remember friends, nobody is smarter than everybody. For detailed support, see your FAST Facilitator Reference Manual or attend a FAST professional facilitative leadership training workshop offered around the world (see MGRush for a current schedule — an excellent way to earn 40 PDUs from PMI).

About Terrence Metz
Biographic Sketch — Terrence Metz Since the end of 1999, Terrence Metz has been a founding principal partner and vice president at Morgan Madison & Company. For over twenty years, through professional and academic endeavors, Terrence has focused on improving group decision-making. His experience has proven that two important components to effective group decision-making are: 1. Higher quality information assures higher quality decisions, 2. Properly managed conflict, generates more “options” to consider—
and groups with more options are proven to make higher quality decisions. Terrence is passionate about using and teaching the FAST Facilitative Leadership Training technique so that people and teams make more informed decisions. Terrence is the lead instructor and primary curriculum developer for MG Rush Performance Learning. He earned his Six Sigma Green Belt® from Motorola University and wrote most of the existing FAST curriculum. Terrence made the FAST technique more robust by adding and enhancing decision-making tools such as PowerBalls and the FAST quantitative SWOT technique that is used worldwide by Fortune 1000 companies. He introduced the concept of holism to the field of structured facilitation as a method for keeping discussions on target and aligning deliverables throughout an organization. Since 1999, Terrence has taught over two hundred classes. With a Baccalaureate in Science from Northwestern University (Evanston, IL) and a MBA from NWU’s Kellogg School of Management, his professional experience has focused on product/ process development and innovation. Terrence has a P&L background in capital goods markets with highly engineered-products and services (eg, Honeywell). He is an expert group facilitator, instructor, and developer of workflow processes and Voice of the Market inputs that accelerate commercial success. His engagements have included strategic development, business planning, problem-solving, continuous improvement, organizational design, process design and improvement, customer cognitivity workshops, and market-based product development and launch. His book "Change or Die: The Business Process Improvement Manual" from CRC Press was published internationally in 2012. Terrence completed additional graduate work in inter-cultural decision-making processes at Marquette University, is a former board member of the Product Development Managers’ Association, and a long-time member of the IAF (International Association of Facilitators), MFNA (Midwest Facilitators Network Association), TMAC (Technology Management Association of Chicago) and WFS (World Future Society). Most importantly, Terrence is an effective listener and equally adept at teaching FAST classes as well as galvanizing consensus around complex issues for organizations and groups.

10 Responses to Considerations on How to Facilitate between Europeans and Asians

  1. Pingback: Meeting and Workshop Risk Assessment « Facilitative Leadership & Facilitator Training

  2. Pingback: Facilitate Meaning, Not Words « Facilitative Leadership & Facilitator Training

  3. Pingback: How to Manage the Parking Lot and Wrap-up Meetings « Facilitative Leadership & Facilitator Training

  4. Pingback: Five Reasons to Hold a Facilitated Session « Facilitative Leadership & Facilitator Training

  5. Pingback: How to Facilitate the Ideation Activity with the Brainstorming Tool « Facilitative Leadership & Facilitator Training

  6. Pingback: How to Design an Agenda « Facilitative Leadership & Facilitator Training

  7. Pingback: Five Ways to Facilitate Quiet People and Get Them to Participate More Fully « Facilitative Leadership & Facilitator Training

  8. Pingback: How to Get Promising Meetings to Fail « Facilitative Leadership & Facilitator Training

  9. Pingback: The Role of Session Leader « Facilitative Leadership & Facilitator Training

  10. Pingback: How to Facilitate Virtual Meetings: Teleconference and VideoPresence (Part 2 of 3—During/ Real Time) « Facilitative Leadership & Facilitator Training

Leave a Reply

Fill in your details below or click an icon to log in:

WordPress.com Logo

You are commenting using your WordPress.com account. Log Out / Change )

Twitter picture

You are commenting using your Twitter account. Log Out / Change )

Facebook photo

You are commenting using your Facebook account. Log Out / Change )

Google+ photo

You are commenting using your Google+ account. Log Out / Change )

Connecting to %s

Follow

Get every new post delivered to your Inbox.

Join 3,780 other followers