Challenge the Status Quo, such as “We don’t do things that way around here.”


Those of you familiar with the FAST curriculum remember the challenge of the “bookworm” exercise that only one or two students get correct per year.  Here is another similar, quickly run challenge to test groups resistant to change or inclined to simply “vote on things.”

Framing

Keeping Groups Mentally Sharp

Keeping Groups Mentally Sharp

Answer

Add an “A” tablet to the mix. Now you have two full tablets of each, not knowing which is “A” and which is “B”. Cut each tablet in half without mixing the halves. Then take one-half from each of the four tablets. The remainder will also provide the proper dosage for another treatment (eg, tomorrow).

Application

Use our “bookworm” problem, this “medicine” example, or similar “tests” to stir things up, especially with groups that become too complacent. Remember as well to remind your participants shouting “We don’t do things that way around here.” That WHAT they do may rarely change, but HOW they do it changes constantly, whether they realize it or not.

Other participants are given an understanding of the value of stimulating thinking processes throughout the day. Creative thinking is the key to breakthrough, and innovation is a primary driver of profit.

Let us know what you think by commenting below. For additional methodology and team-based meeting support for your change initiative, refer to “Change or Die, a Business Process Improvement Manual” for much of the support you might need.

Become Part of the Solution, Improve Your Facilitation Skills

The FAST curriculum on Professional Facilitation Skills details the responsibilities and dynamics mentioned above. Remember, nobody is smarter than everybody, so consult your FAST Facilitator Reference Manual or attend a FAST professional facilitative leadership training workshop offered around the world (see MG Rush for a current schedule — an excellent way to earn 40 PDUs from PMI, CDUs from IIBA, or CEUs).

Do not forget to order Change or Die if you’re working on a business process improvement project. It provides detailed workshop agendas and detailed tools to make your role easier and your team’s performance a lot more effective—daring you to embrace the will, wisdom, and activities that amplify a facilitative leader.

How to (Not) Gesture while Facilitating


Nonverbal expressions, like words (see Facilitate Meaning, Not Words), connote multiple messages. After you finish this article, you will be strongly tempted to embrace the FAST recommendation—ie; keep your elbows tucked in, your hands below your heart, and keep them open, facing up. Some would call this approach, keeping your hands to yourself.

For example, extending the index and little fingers upward, with a fist shaped as a “V” (with the middle and ring fingers tucked down into the palm, along with the thumb) can signify victory or good luck in the Americas while it is considered a vulgar insult in Italy.Screen Shot 2012-01-23 at 4.01.20 PM

A single thumb up, commonly used to express “all right” in the United States, counts as the number one in Germany, the number five in Japan, and is seen as a vulgar insult in Afghanistan, among other places (akin to the middle finger prone upward in the United States).

Scuba divers universally acknowledge the clasping of the thumb and index finger into a circle (or, “AOK”) as the buddy signal that all is fine. The same signal may be seen as a vulgar insult in Brazil, Russia, and Italy while it signifies to “pay me” in Japan and displays a sense of “worthless” in France.Screen Shot 2012-01-23 at 4.01.01 PM

Even a simple nod of the head from side to side typically signifies “no” or “I’m not in agreement” in the United States, may signify “yes” or “no problem” in India and elsewhere. The slight vertical nod of the head up and down signifies “yes” or “I’m OK with it” in the United States, but it may signify “no” or “I don’t see it” in Greece and elsewhere.

While nonverbal cues are intended to simplify understanding, it is rather apparent that they can obfuscate consensus in a multi-cultural setting. As with everything, context is critical to understanding, and the role of the facilitator is to police context on behalf of the participants—so be careful, and keep your hands to yourself.

Let us know what you think by commenting below. For additional methodology and team-based meeting support for your change initiative, refer to “Change or Die, a Business Process Improvement Manual” for much of the support you might need.

Become Part of the Solution, Improve Your Facilitation Skills

The FAST curriculum on Professional Facilitation Skills details the responsibilities and dynamics mentioned above. Remember, nobody is smarter than everybody, so consult your FAST Facilitator Reference Manual or attend a FAST professional facilitative leadership training workshop offered around the world (see MG Rush for a current schedule — an excellent way to earn 40 PDUs from PMI, CDUs from IIBA, or CEUs).

Do not forget to order Change or Die if you’re working on a business process improvement project. It provides detailed workshop agendas and detailed tools to make your role easier and your team’s performance a lot more effective—daring you to embrace the will, wisdom, and activities that amplify a facilitative leader.

Related articles

What to Do About the Seven Deadly Sins of Facilitating (in alphabetical order):


  1. Assuming:  Simply because the facilitator hears what was said does not imply everyone heard what was said.  The key to active listening is thorough reflection.  Whether it’s audio (i.e., spoken) or visual (i.e., written down), the facilitator’s role istoensure common understanding, not assume that common understanding exists simply becausesomethingwas spoken.

    Seven Deadly Sins of Facilitating

    Seven Deadly Sins of Facilitating

  1. Modifiers:  Nouns and verbs are a facilitator’s friend.  Modifier such as adjectives and adverbs cause dissent.  For example, we may all be eating the same bowl of chili, but it may be both hot (i.e., spicy) and not so hot to different people, both correct in their assessment.  Most arguments are caused by how spicy the chili is, not by whether or not it is chili.
  2. Neutrality (or lack thereof):  A session leader who offers content and judgment appears to the participants to have the “answer”.  They will go quiet as they listen to what the leader believes to be true, comparing and contrasting the espoused point of view with their own truth.  In the role of facilitator, do not offer up or evaluate content during the session.
  3. Plurality:  Ask one question at a time.  Do not try to facilitate more than one issue at once.  Close it out before moving on to the next issue.  Most groups will succeed if they are facilitated to a position where the issue is clear and properly managed, one issue at a time.
  4. Precision:  Prefer substance to style.  Avoid impersonal pronouns such as it, this, and those.  Speak clearly and substitute words like “bunch” or “lots” for consultese like “plethora.”  Strive to speak in a manner that would be understood by your grandmothers.
  5. Processing:  Session leaders that analyze the content fill their minds with analysis that places a large stress on their ability to hear what others are saying.  Analyzing participant input makes it very difficult to provide comprehensive reflection of what was said.
  6. Unprepared: There is no secret or “silver bullet” to effective facilitation if the session leader shows up ill prepared.  Aside from active listening, with a strong emphasis on reflection, there aren’t any skills to help a facilitator during a session who shows up unprepared.

Let us know what you think by commenting below. For additional methodology and team-based meeting support for your change initiative, refer to “Change or Die, a Business Process Improvement Manual” for much of the support you might need.

Become Part of the Solution, Improve Your Facilitation Skills

The FAST curriculum on Professional Facilitation Skills details the responsibilities and dynamics mentioned above. Remember, nobody is smarter than everybody, so consult your FAST Facilitator Reference Manual or attend a FAST professional facilitative leadership training workshop offered around the world (see MG Rush for a current schedule — an excellent way to earn 40 PDUs from PMI, CDUs from IIBA, or CEUs).

Do not forget to order Change or Die if you’re working on a business process improvement project. It provides detailed workshop agendas and detailed tools to make your role easier and your team’s performance a lot more effective—daring you to embrace the will, wisdom, and activities that amplify a facilitative leader.

A Simple Agenda for Agreeing on Who Does What to Support an Articulate Purpose


Purpose

To support any type of descriptive or prescriptive build-out of a plan, process, or series of activities which can then be illustrated with a process flow diagram.

Rationale

Groups have a tendency to forget activities or events that occur less frequently, particularly infrequent or irregular activities that support planning and control. The following helps to squeeze out potential and costly omissions.

Simple Agenda

You may consider using this simple agenda with a brief discussion of the supporting method that follows:

  • Introduction
  • Purpose of __________ (topic, sphere, or business area)
  • Activities
    (NOTE: Take each “thing” from the purpose statement above and ask—“What do you do with this thing ?”—forcing “Verb-Noun”)
  • Sequencing
    (NOTE: Test for omissions using the Plan ➺ Acquire ➺ Operate ➺ Control prompting)
  • Value-Add
    (NOTE: eg, SIPOC)
  • Swimlanes
    (NOTE: eg, process flow diagram)
  • Wrap

Method

The developmental support steps are covered in depth in the FAST Professional Facilitative Leadership Manual. Here is a brief summary for your quick reference:

  • Determine the business purpose of the planning area, process topic, or functional sphere. Strongly suggest using the “Purpose is to . . . So that . . . “ tool.
  • Next is the first activity of the brainstorming method—List. Label the top of the flip chart with “VERB-NOUN” and ask the group to identify all the activities required to support the business purpose created in the prior step. Enforce the listing and capture them as verb-noun pairings only.
  • Use the Plan➠Acquire➠Operate➠Control life cycle prompt to help stimulate discussion about activities that are missing.
  • There needs to be at least one to two planning, one to two acquiring, bunches of operating, and at least one to two controlling activities for each business topic or scope of work.
  • After identifying the various activities (sometimes called “sub-processes” by others), convert the verb-noun pairings into “use cases” or some form of input-process-output. Build one use-case for each pairing.
  • Consider assigning SIPOC tables (a form of use cases) to sub-teams. SIPOC stands for the Source of the input, Input(s) required to complete the activity, Process (ie, our activity), Output resulting from the activity, and Customer or client of the output. Demonstrate one or two in entirety with the whole group and then separate the participants out into two or three groups.
  • For each activity (ie, verb-noun pairing), build a narrative statement that captures the purpose of the activity (ie, WHY) and HOW itis being performed, then:
    • Continue to identify the specific outputs or what changes as a result of having completed the activity.
    • Link the outputs with the customer or client of each; ie, who is using each output.
    • Next identify the inputs required to support the activity.
    • Finally identify the sources of the inputs.

An illustrative SIPOC chart is shown below based on a mountain climbing metaphor. The focal verb-noun pairing is “pack supplies”.

Illustrative SIPOC

Illustrative SIPOC

Summary of steps to be included in this sequence

  1. Identify the activity (ie, process) and its purpose and discuss WHY it is performed.
  2. Detail HOW it is or should be performed.
  3. List the outputs from the completed activity.
  4. Link the outputs to the respective clients or customers.
  5. List the inputs needed to complete the activity.
  6. Identify the source(s) for each of the inputs.

Success Keys

To build clear definition of “requirements”, provide a visual illustration or template. Additionally,

  • Have the group pre-build all the potential sources and customers of the process and code them so that when you build the SIPOC tables, the group can refer to the code letter/ number instead of the full name (thus substantially speeding up the method). As you discover new sources or customers, simply add them.
  • Learn to ‘shut up’ after asking questions and seek to understand rather than be understood.
  • Write down participant response immediately and fully.
  • Provide visual feedback, preferably through modeling.
  • Advance from activity identification to the inputs and outputs required to support the activity; then associate each with its sources and clients (SIPOC).
  • Separate the WHAT (ie, abstract) from the HOW (ie, concrete).

Let us know what you think by commenting below. For additional methodology and team-based meeting support for your change initiative, refer to “Change or Die, a Business Process Improvement Manual” for much of the support you might need.

Become Part of the Solution, Improve Your Facilitation Skills

The FAST curriculum on Professional Facilitation Skills details the responsibilities and dynamics mentioned above. Remember, nobody is smarter than everybody, so consult your FAST Facilitator Reference Manual or attend a FAST professional facilitative leadership training workshop offered around the world (see MG Rush for a current schedule — an excellent way to earn 40 PDUs from PMI, CDUs from IIBA, or CEUs).

Do not forget to order Change or Die if you’re working on a business process improvement project. It provides detailed workshop agendas and detailed tools to make your role easier and your team’s performance a lot more effective—daring you to embrace the will, wisdom, and activities that amplify a facilitative leader.

When Quality Decision Making is Not Enough and Speed of Action is Required


According to the Chairman of the Joint Chiefs of Staff, Army General Martin Dempsey, “Power is no longer simply the sum of capability and capacity but now, disproportionately, it includes speed—speed of action but especially speed of decision making.” (source: WSJ, Voices on the Future)

Race Against Time

Race Against Time

For any consensual and well-informed decision however, consider at least seven agenda steps to ensure a FAST quality decision:

  • Introduction
  • Purpose of the scope or object of the situation
  • Options
  • Criteria
  • Decision
  • Testing
  • Review and wrap

Do not forget to begin with the purpose of the decision or you risk combative participants with competing purposes. Also begin with WHY the situation is valuable or important before you being your analysis or WHAT discussions.

Embrace the rules of ideation when capturing options—no discussion, high energy, etc. Set them aside and immediately develop an understanding of the decision criteria. General Dempsey added that “Countering the need for speed is often the paralyzing volumes of information, which often create an illusion of control and optimal decision making.” Here is why we rely on subject matter experts, to translate the volumes of information, into the most important considerations.

Most importantly, understand how you plan to scrub the criteria and what tool is most appropriate for your situation. In our FAST Professional Facilitative Leadership curriculum, we look various methods to galvanize consensus around decisions including:

Throughout the decision step, get the group to first deselect and agree on sub-optimal options so that the number of viable options is reduced, increasing the likelihood that the group will better focus on the best candidates. Do not allow any tool to make the decision for you, but allow tools to help you de-select.

For testing, take the decision and compare it with the purpose developed in the second step of the agenda. Determine to what extent the decision supports the purpose. If the harmony is strong, the meeting is over. If there are disconnects, revisit both the purpose statement and tentative decision with questions about clarity, omissions, and deletions, until you have developed a decision that the participants can “live with” meaning they will support it and not lose sleep over it, even if it is not their ‘favorite.’

Let us know what you think by commenting below. For additional methodology and team-based meeting support for your change initiative, refer to “Change or Die, a Business Process Improvement Manual” for much of the support you might need.

Become Part of the Solution, Improve Your Facilitation Skills

The FAST curriculum on Professional Facilitation Skills details the responsibilities and dynamics mentioned above. Remember, nobody is smarter than everybody, so consult your FAST Facilitator Reference Manual or attend a FAST professional facilitative leadership training workshop offered around the world (see MG Rush for a current schedule — an excellent way to earn 40 PDUs from PMI, CDUs from IIBA, or CEUs).

Do not forget to order Change or Die if you’re working on a business process improvement project. It provides detailed workshop agendas and detailed tools to make your role easier and your team’s performance a lot more effective—daring you to embrace the will, wisdom, and activities that amplify a facilitative leader.

Sign the Charter for Compassion and Consider Becoming a Supporting Member


Charter for Compassion

Charter for Compassion

Ultimately, consensus-building requires intuition and a higher self to overcome the selfishness of physical and emotional demands. This week we became signatories with over 100,000 other people who have “Liked” the Charter for Compassion. We encourage you to do the same.

We are awaiting instructions to become Charter Members as an organization but meanwhile, for a quick blog and light summer reading, take a look at what they are aspiring towards, and use the hot links imbedded in this post to seek out further support and involvement on your behalf or the behalf of your organization.

The Charter for Compassion is a document that transcends religious, ideological, and national differences. Supported by leading thinkers from many traditions, the Charter calls on people to activate the Golden Rule around the world.

The text of the Charter for Compassion:

The principle of compassion lies at the heart of all religious, ethical and spiritual traditions, calling us always to treat all others as we wish to be treated ourselves. Compassion impels us to work tirelessly to alleviate the suffering of our fellow creatures, to dethrone ourselves from the centre of our world and put another there, and to honour the inviolable sanctity of every single human being, treating everybody, without exception, with absolute justice, equity and respect.

It is also necessary in both public and private life to refrain consistently and empathically from inflicting pain. To act or speak violently out of spite, chauvinism, or self-interest, to impoverish, exploit or deny basic rights to anybody, and to incite hatred by denigrating others—even our enemies is a denial of our common humanity. We acknowledge that we have failed to live compassionately and that some have even increased the sum of human misery in the name of religion.

We therefore call upon all men and women~to restore compassion to the centre of morality and religion~to return to the ancient principle that any interpretation of scripture that breeds violence, hatred or disdain is illegitimate~to ensure that youth are given accurate and respectful information about other traditions, religions and cultures ~ to encourage a positive appreciation of cultural and religious diversity~to cultivate an informed empathy with the suffering of all human beings—even those regarded as enemies.

We urgently need to make compassion a clear, luminous and dynamic force in our polarized world. Rooted in a principled determination to transcend selfishness, compassion can break down political, dogmatic, ideological and religious boundaries. Born of our deep interdependence, compassion is essential to human relationships and to a fulfilled humanity. It is the path to enlightenment, and indispensable to the creation of a just economy and a peaceful global community.

The Charter has been translated into over 30 languages.

Let us know what you think by commenting below. For additional methodology and team-based meeting support for your change initiative, refer to “Change or Die, a Business Process Improvement Manual” for much of the support you might need.

Become Part of the Solution, Improve Your Facilitation Skills

The FAST curriculum on Professional Facilitation Skills details the responsibilities and dynamics mentioned above. Remember, nobody is smarter than everybody, so consult your FAST Facilitator Reference Manual or attend a FAST professional facilitative leadership training workshop offered around the world (see MG Rush for a current schedule — an excellent way to earn 40 PDUs from PMI, CDUs from IIBA, or CEUs).

Do not forget to order Change or Die if you’re working on a business process improvement project. It provides detailed workshop agendas and detailed tools to make your role easier and your team’s performance a lot more effective—daring you to embrace the will, wisdom, and activities that amplify a facilitative leader.

Facilitating ‘Genetic’ Differences: Similar Values but Different Priorities


Most meeting participants embrace a similar set of values. The difference lies in their priority, or ranking of their values. Participants’ rankings however are not static. Their ranking shifts based on their perspective at the moment.

Hiring Characteristics as an Example

When selecting, interviewing, and hiring associates, most human relations experts would agree that five of the most important characteristics that are sought in new hires include (listed alphabetically):

  • Capacity (mental)
  • Integrity (moral)
  • Knowledge and Experience (physical)
  • Motivation (emotional)
  • Understanding (intellectual)

Traditional Prioritization

Facilitating Different Priorities

Facilitating Different Priorities

Frequently, Knowledge and Experience is used as the first filter to disqualify potential hiring candidates. Next Understanding, typically reflected by educational degrees, may be used to filter more desirable from less desirable candidates. Next, Capacity is tested, frequently using actual test instruments about personality, cognitivity, and comprehension. Integrity is then considered, including perhaps, background checks to verify information and uncover undisclosed facts. Finally, Motivation is considered, but generally accepted, since it is assumed that those seeking employment are motivated by monetary gain, at minimum. Arranged in sequence of priority, the characteristics would be rearranged as follows:

  1. Knowledge and Experience (physical)
  2. Understanding (intellectual)
  3. Capacity (mental)
  4. Integrity (moral)
  5. Motivation (emotional)

Potential Prioritization

For our purposes however, and contrary to the prioritization above, we would embrace the following prioritization when hiring a new associate:

  1. Integrity; because without integrity, all other actions are suspect at best, and dangerous at worst.
  2. Motivation; because without motivation, all other actions (or inactions) may be shallow.
  3. Capacity; because without mental capacity, actions may be blind.
  4. Understanding; because without understanding actions are impotent.
  5. Knowledge and Experience; lastly because without the attributes above, actions are misdirected or useless.

Note with the re-prioritization above, the complete reversal from Experience as number one to least important as number five. Participants with a bias toward the Traditional Prioritization will conflict, and make building consensus challenging when confronted by participants using the Potential Prioritization, or some other variation.

As a facilitator, what can you do about it? We’ll discuss the proper sequence for building consensus around conflicting prioritization in next week’s blog, The Three Steps to Conflict Resolution: Appeal to Purpose, Active Listening, and Enterprise Objectives.

Let us know what you think by commenting below. For additional methodology and team-based meeting support for your change initiative, refer to “Change or Die, a Business Process Improvement Manual” for much of the support you might need.

Become Part of the Solution, Improve Your Facilitation Skills

The FAST curriculum on Professional Facilitation Skills details the responsibilities and dynamics mentioned above. Remember, nobody is smarter than everybody, so consult your FAST Facilitator Reference Manual or attend a FAST professional facilitative leadership training workshop offered around the world (see MG Rush for a current schedule — an excellent way to earn 40 PDUs from PMI, CDUs from IIBA, or CEUs).

Do not forget to order Change or Die if you’re working on a business process improvement project. It provides detailed workshop agendas and detailed tools to make your role easier and your team’s performance a lot more effective—daring you to embrace the will, wisdom, and activities that amplify a facilitative leader.

How to Manage Meeting Participants With Problems Without Embarrassing Them


People with Problems

The following is a table of the characteristics or people problems and some suggestions on how to deal with them.

NAME CHARACTERISTICS WHAT TO DO
The Latecomer Always comes late to meetings, makes a show of arrival, and insists on catching up and stopping the group midstream. Enforce punctuality ground rule; do not disturb meeting or allow person to catch up; talk to during break if necessary.
The Early Leaver Drains group’s energy and morale by leaving meeting before its end. Handle as a latecomer; do not stop the meeting for one person.
The Broken Record Brings up the same point repeatedly; constantly tries to focus discussion of this issue; can prevent group from moving ahead to new items even if ready. The broken record needs to be heard.   Document their input but do not make it an open item until later in the workshop.
The Head Shaker Actively expresses disapproval through body language and nonverbal cues such as rolling eyes, shaking head, crossing and uncrossing arms, sighing, etc. Covertly influences group to reject an idea. Simply approach the head shaker.   Do not allow these nonverbal cues to continue unnoticed. Use open hands to ask them to orally agree or disagree, depending on their actions.
The Dropout Constantly engaged with their “crackberry” or laptop; expresses disapproval or dislike by ignoring the proceedings; may read, do unrelated paperwork to avoid getting engaged in the session. Caution, a doodler is not dropping out—they may be a horizontal thinker. Use laser focus so that they know that you see them. During a break, talk to them. Do NOT publicly call out their name and ask for participation.Encourage your culture to embrace “topless meetings” that prohibit laptops and smart devices.

Consider purchasing an electronic “jammer” for USD$50-$100.

The Whisperer Constantly whispering during meetings, holding offside conversations; upstages facilitator or session leader, as well as other group members. Standing close to the 
whisperer(s) will stop their conversation. Enforce one conversation at a time with the entire group.
The Loudmouth Talks too often and too loudly; dominates the discussion; seemingly impossible to shut up; may be someone who has a higher rank than other group members. Record input if on topic. If not, direct conversation away; stand in front of person for a short time; talk to during break.
The Attacker Launches verbal, personal attacks on other group members and/ or facilitator; constantly ridicules a specific participant’s or constituency view. Stand between two people fighting; stop attacks; use additional ground rules 
to control.
The Interpreter Always speaks for someone else, usually without invitation to do so; restates ideas or meanings and frequently distorts it in the process. First get original speaker to confirm without embarrassing or putting on the spot and then pass the “talking stick.”
The Sleeper Challenged to stay awake, especially during late afternoon sessions. Ideally, open a window.   Practically, walk around them if possible or apply “hand lotion” near them.
The Know-it-all Uses credentials, age, seniority, etc, to argue a point; focuses group attention on opinion and status as opposed to the real issue. Often a supervisor or manager; write it down to satisfy and challenge them about relevancy and proof.
The Backseat Driver Keeps telling the session leader or facilitator what to do—or not do; attempts to control the meeting by downgrading facilitator’s efforts. Listen to some comments—they may be good; never turn over control; talk to during breaks; enforce roles.
The Busybody Always ducking in and out of meetings, does not ask subordinates to hold calls, tries to give impression of being too busy (and therefore important) to devote full attention to the meeting and the group. Deal with like the latecomer or early leaver; try to establish rules to control during preparation. Allow frequent bio-breaks for people to react to their electronic leashes.
The Interrupter Jumps into the discussion and cuts off someone else’s comments; acts impatient, too excited, or concerned that own ideas will not be acknowledged. Stop them immediately to protect the source; always get back to them but do not allow them to interrupt; they will learn.
The Uninvited Show up without an invitation Explain and enforce the role of Observer, noting they may speak during breaks.
The Doubting Thomas Voiced skepticism, shrouded with genuine concern. Use the “What—So What—Now What” approach. They may be on to something significant.
The Quiet Person While it is true that we are not going to convert quiet people into aggressive extroverts who dominate a meeting, there are steps that facilitators can take to transform the velocity of contributions from quiet people.
  1. Interview your participants
  2. Breakout sessions
  3. Non-verbal solicitation
  4. Reinforce during break
  5. Round-robins & Post-It note approaches

Let us know what you think by commenting below. For additional methodology and team-based meeting support for your change initiative, refer to “Change or Die, a Business Process Improvement Manual” for much of the support you might need.

Become Part of the Solution, Improve Your Facilitation Skills

The FAST curriculum on Professional Facilitation Skills details the responsibilities and dynamics mentioned above. Remember, nobody is smarter than everybody, so consult your FAST Facilitator Reference Manual or attend a FAST professional facilitative leadership training workshop offered around the world (see MG Rush for a current schedule — an excellent way to earn 40 PDUs from PMI, CDUs from IIBA, or CEUs).

Do not forget to order Change or Die if you’re working on a business process improvement project. It provides detailed workshop agendas and detailed tools to make your role easier and your team’s performance a lot more effective—daring you to embrace the will, wisdom, and activities that amplify a facilitative leader.

Understanding the Method to Manage Meeting Participants with Problems


Politikos

The term ‘Politikos’ means ‘the science of people. You deal more ably with participants as you gain more experience. However, there is a certain degree of comfort in recognizing that there are some common patterns of behavior that are likely to occur.Keep one thing in mind however; participants cause problems only for a certain time. Often a participant causing a problem becomes productive in a different situation. Do not label people permanently.

Identifying Problems

You identify participants displaying problems because they generally disrupt the session. Sometimes, however, they don’t participate. When we say that a participant is displaying problems, we mean that their communication is ineffective because of some characteristic that gets in the way of communication, for example:

To deal with the people on the ends of the curve (ie, the outliers), assume that people have good intentions and focus your energy on discovering what is causing the difficulty. In other words, identify the problem—do not highlight the person(with the problem).

Praise in Public

Motivation of People

People are motivated by:

  • Need to control (power motivation)

o   They rebel against a loss of control.

o   Turf issues arise.

  • Need to excel (achievement motivation)

o   People don’t want to look bad in a group.

o   All participants are speaking publicly—public speaking scares many people.

  • Need to bond (affiliation motivation)

o   Attacks and win-lose situations affect participants’ ability or willingness to bond.

Managing Problems

Determine what is motivating a participant you are dealing with. Once you understand that, use the following sequence of guidelines in dealing with them.

  • First determine and correct the cause of the problem.
  • Mitigate the symptom if the cause cannot be corrected by:

o   Ground rules

o   Body position

o   Eye contact

o   Talking with the participant during a break

  • Enlist help from the business partner or executive sponsor.
  • Last resort—have the problem participant removed.

Exceptions

There are three exceptions to the rules above—the business or technical partner and the executive sponsor. None of these people can be removed. You cannot go over their heads to get additional help. For these participants you:

                        Partners            •     Set expectations before the session. Ensure that the partners know what they want—if not help them. Never argue with them in the workshop—they are your clients. Do not do their job.

                        Executive          •     The executive sponsor is most likely dominating. It is their job. If the session is not for policy, ask the executive to leave. If the session is policy, treat the others as if they are the problem (they are). Never allow the executive to dominate since they are but a participant in the meeting and all participants have an equal voice. Talk to the executive but always remain the process leader.

People Principles

Following are guiding principles for dealing with people (all based on “Treat others as you wish to be treated”):

  • Never embarrass people, especially in public.
  • People are creative if asked.
  • People are intrinsically reasonable.
  • People do not like to be blamed.
  • People have different goals in life.
  • People prefer the positive to the negative.
  • People share similar fears.

Managing Issues

Here are the tactics listed in order of priority and frequency of use for managing issues and personality challenges:

  • Interviews
  • Ground rules
  • Eye contact
  • Body Position
  • Take a break
  • Exercises

Note of Caution

Whenever you allow a win-lose situation to occur, you will cause problems. Latecomers, early leavers, dropouts, etc, are often manifestations of their anger at losing. Correct the win-lose situation to make all participants productive.

Let us know what you think by commenting below. For additional methodology and team-based meeting support for your change initiative, refer to “Change or Die, a Business Process Improvement Manual” for much of the support you might need.

Become Part of the Solution, Improve Your Facilitation Skills

The FAST curriculum on Professional Facilitation Skills details the responsibilities and dynamics mentioned above. Remember, nobody is smarter than everybody, so consult your FAST Facilitator Reference Manual or attend a FAST professional facilitative leadership training workshop offered around the world (see MG Rush for a current schedule — an excellent way to earn 40 PDUs from PMI, CDUs from IIBA, or CEUs).

Do not forget to order Change or Die if you’re working on a business process improvement project. It provides detailed workshop agendas and detailed tools to make your role easier and your team’s performance a lot more effective—daring you to embrace the will, wisdom, and activities that amplify a facilitative leader.

Professional Facilitative Leadership and Facilitator Training for Structured Meetings and Workshops

FUD: Fear, Uncertainty, and Doubt Amplify Fear but People Change Anyway


Paradigms

Paradigms are established accepted norms, patterns of behavior or shared set of assumptions. They are models that establish boundaries or rules for success. Paradigms may present structural barriers to creativity based on psychological, cultural, and environmental factors. Examples include:

  • Flow charts, diagrams, and other conventions for presenting information (eg, swim lane diagrams)

    More Similarities Than Differences

    More Similarities Than Differences

  • Stereotypes about men and women and their roles in business, family, and society
  • Where people sit in meetings—once they find a seat it becomes their seat for the rest of the meeting

Not All Bad

There are many more paradigms in life. Paradigms are not bad unless they become barriers to progress. People either understand paradigms or risk being left behind. What is impossible with one paradigm is easy with another—because “I didn’t know any better.” When paradigms change, everyone starts over.

Changing Paradigms

To cause groups to challenge and possibly modify their paradigms, do the following:

  • Ask the “Paradigm Shift” question—“What is impossible today, but if made possible . . . What would you do?”
  • Force the group to look at a familiar object or idea in a new way.
  • Use the “Five-year Old” routine—ask—“But why?” frequently, or until the group thoroughly discusses an issue, its assumptions and implications.
  • Develop a clear problem statementor use a problem such as the example provided below).

“An automobile traveling on a deserted road blows a tire. The occupants discover that there is no jack in the trunk. They define the problem as “finding a jack” and decide to walk to a station for a jack. Another automobile on the same road also blows a tire. The occupants also discover that there is no jack. They define the problem as “raising the automobile.” They see an old barn, push the auto there, raise it on a pulley, change the tire, and drive off while the occupants of the first car are still trudging towards the service station.”

            Getzels, J.W., Problem-finding and the inventiveness of solutions, 
Journal of Creative Behavior, 1975, 9(1), pp 12-18.

Shifting perspectives will frequently help “shake” paradigms. Consider using Edward de Bono’s Thinking Hats or imposing some other perspective or comparison such as:

  • A monastery compared to the “mafia”
  • Steve Jobs compared to Bill Gates
  • Ant colony compared to a penal colony
  • A weather system compared to a gambling system
  • Mother Teresa of Calcutta compared to Genghis Khan
  • Etcetera

People DO Change

Recent research (2007, Dyer) has proven that people do change. There is a quantum shift of values after twenty to thirty years of life.

Change occurs across both men and women, although their before and after values remain different. The shifts shown below occur after a relatively significant change in maturity, such as we find today with “empty nesters” or people that find themselves no longer hosting others, in particular, their children.

Note the implications for a facilitated session with people coming from all four categories shown below.

Men and Women Do Change

Men and Women Do Change

Let us know what you think by commenting below. For additional methodology and team-based meeting support for your change initiative, refer to “Change or Die, a Business Process Improvement Manual” for much of the support you might need.

Become Part of the Solution, Improve Your Facilitation Skills

The FAST curriculum on Professional Facilitation Skills details the responsibilities and dynamics mentioned above. Remember, nobody is smarter than everybody, so consult your FAST Facilitator Reference Manual or attend a FAST professional facilitative leadership training workshop offered around the world (see MG Rush for a current schedule — an excellent way to earn 40 PDUs from PMI, CDUs from IIBA, or CEUs).

Do not forget to order Change or Die if you’re working on a business process improvement project. It provides detailed workshop agendas and detailed tools to make your role easier and your team’s performance a lot more effective—daring you to embrace the will, wisdom, and activities that amplify a facilitative leader.

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