Facilitation Skills for Chaotic TimesEnneagram Workshop Method Mental Models Enneagram Paired Weighting Decision Matrix Action Planning Facilitation Process and the Process Enneagram

Facilitation Skills for Chaotic

Times

MendoFutures

Module 3– January 2015

www.stevezuieback.com

Assumptions of Appreciative Inquiry

v  In every organization something works

v  What we focus upon becomes our reality

v  The act of asking questions influences the group & determines the focus

v  People have more confidence & comfort to journey to the future (the unknown) when they carry forward parts of the past (the known)

v  It is important to value differences

v  The language we use creates our reality

v  We create a preferred future through on-going conversations

Sample Questions

v  Thinking about your experience with this group, what have been the high points?

v  What is it you appreciate/value most about the people you work with?

v  Where’s the passion in the system?

v  How can we create what we want in the future?

v  How will we measure our progress and success?

Appreciative Inquiry Method

1.  What was the most intriguing aspect of the Process Enneagram from out last module?

2.  What applications have you considered or tried using the Process Enneagram? What lessons are you learning?

3.  What questions do you know have that will deepen your understanding and application of the Enneagram?

Leadership Map of Excellence

4 Areas of Assessment

1.  Functionality

2.  What to do to increase functionality

3.  Level of complexity of the work

4.  Best dialogue process

Leadership Map of Effectiveness Matching Complexity and Group Functionality to the Right

Management and Facilitation Approach

Complexity of Issue

Straightforward Complicated Complex Chaotic

Capable Not Capable

Functionality of Group

Unformed Formed

Management, Discipline

and Facilitation

Management for Formation

Management, Discipline and facilitation for

Functionality

Management, Facilitation & Capacity Building

Facilitation Processes

•  Discussion Method

•  AAR •  Appreciative

Inquiry

•  Workshop Method

•  4 Step Action Planning

•  Mental Models •  Decision Matrix

•  Process Enneagram •  Mental Models •  Sequence of

Processes

Formed and Functional/Healthy

Formed and Dysfunctional

Unformed, Formed and Health Groups

1.  Unformed: An “unformed group” is a collection of people who come together for the first time or meet so infrequently that they are not gelled. They really aren’t a group yet

2.  Formed: A group of people with a common vision/mission, practice and shared work.

3.  Formed and Dysfunctional: A formed group that experiences dynamics that hinder or prevent it from achieving its stated goals.

4.  Healthy Group/Teams: When a group accepts members as human beings and still holds their behavior accountable - symbolizes by the expression, "Manage the behavior, not the person.

Leadership Map of Effectiveness Matching Group Functionality and Complexity to the Right

Leadership Approach


Unformed Formed



Leadership Map of Excellence

Assessing Functionality

1.  Observation

2.  Intervention

- Role Playing Exercise -

Management, Discipline and Facilitation

1.  Management: In the context of group dynamics, management is what you do with formed groups to developed higher levels of functionality. Management deals with individual dynamics in ways that connect individuals to the rest of the group

2.  Discipline: Our use of the word discipline refers to group dynamics in which the group cannot function because of an individual’s or subgroups behavior. In this case disciple is how the person-in-charge removes, isolates or ignores the behavior in order to teach the group what it cannot seem to do for itself.

3.  Facilitation: Facilitation refers to what the leader does through the dialogue process. Prevention strategies are steps that the leader can take prior to an interaction with their team. Intervention Strategies are process steps that leader can use when an unanticipated dynamic arises in a group. These are very context specific

Classic Cause of Chronic Dysfunction

1.  Dysfunctional Meetings

2.  Irritability at group member behavior

3.  Individual as a Bully

4.  Adolescents and Fairness

5.  Rumors

6.  Pushing a Group

7.  Leader’s dysfunctionality

Michael Grinder

Strategies for Dealing with Chronic Dysfunction – Micro Skills

1.  Keep our bodies still, especially our heads.

2.  Talk with slow, deliberate gestures.

3.  Pause frequently

4.  During the pause, freeze the gesture until we start to talk again.

5.  Breathe from the abdomen

6.  While delivering the message, maintain eye contact without blinking.

7.  While delivering the message use a whispery voice.

8.  Use position rather than person - be in charge.

9.  Split the dysfunctional person or persons from the group

Michael Grinder

Strategies for Dealing with Chronic Dysfunction – Macro Strategies

1.  Dysfunctional Meetings

•  Unclear focus and purpose

•  Members are at different stages of understanding or decision making

•  Group can’t stay on topic

•  Person-in-charge lacks power to punish and this creates safety issues

Michael Grinder


2.  Annoyance and Irritability at Group Member Behavior.

•  Shocked – gently respond

•  Confused – “see me later”

•  Annoyed – discipline

•  Annoyed w/o authority - ignore

Michael Grinder


3.  Individual as a bully

•  If possible, remove the bully

•  Isolate the bully

•  Appear fair to group

•  When beaten down verbally, switch to visual

Michael Grinder


4.  Adolescents and Fairness

•  In a chronically dysfunctional group it is more likely that the group will view an inappropriate individual, who clearly has a negative impact on the group, as a leader.

•  Publicly warn the individual of discipline and then consistently apply it.

Michael Grinder


4.  Rumors

•  This can happen when the person-in-charge disciplines in private.

•  The group needs to know that discipline is happening so that they aren’t shocked if the person suffers more severe consequences.

Michael Grinder


4.  Leader is contributing to dysfunctionality

•  Lack of clarity of focus or purpose.

•  Inconsistent behaviors and practices.

•  Inconsistent messages.

•  Lack of relationships with the group

Michael Grinder


and Facilitation



Functionality



Leadership Approach


Unformed Formed




and Facilitation



Functionality



Leadership Approach


Unformed Formed



Complexity of Issue


Capable Not Capable

Ralph Stacey

Copyright © 2006 Dalmau Network Group

Far From Agreement

Close To Agreement

Types of problems we face in our organizations

Far From Certainty Close To Certainty

Far From Agreement

Close To Agreement


For these problems, use hierarchy, top down control, be in role/position, demand accountability

For these problems, use networks, relationship

building, influence

Difficult and complex problems •  Wherever the situa7on is complex •  Wherever the change you seek is complex •  Wherever the outcomes are vague or unclear •  Wherever there are unknown or unpredictable forces that can influence

or interfere •  Whenever people’s feelings or reac7ons are likely to be triggered

significantly •  Whenever you will need to equip, educate or train others to implement

and sustain the change •  Whenever there any poli7cs involved or likely •  Whenever individuals or groups have the poten7al to feel disenfranchised

as a result of the change

The business and its future

Far From Agreement

Close To Agreement


Straightforward

Chaotic

Far From Agreement

Close To Agreement


The Process Enneagram is a very useful tool

for addressing problems that fall in the

middle ground


and Facilitation



Functionality



Leadership Approach


Unformed Formed



Complexity of Issue


Capable Not Capable


and Facilitation



Functionality



Leadership Approach


Unformed Formed



Complexity of Issue


Capable Not Capable




Inquiry





Processes

Discussion Method Confidence Line

Enneagram

Life Stories Appreciative Inquiry Need Set

Nominal Group Process

Mental Models Imaginization Appreciative Inquiry Enneagram

Mental Models Imaginization Ladder of Inference Crumple & Toss Handling Difficult

Totems Taboos and RI Need Set Appreciative Inquiry

Workshop Method Action Planning After Action Review

After Action Review Discussion Method Appreciate Inquiry Enneagram

Workshop Method Mental Models Enneagram Paired Weighting Decision Matrix Action Planning

Facilitation Process and the Process Enneagram


and Facilitation



Functionality



Leadership Approach


Unformed Formed



Complexity of Issue


Capable Not Capable




Inquiry





Processes

Leadership Decision Making Map Matching Complexity and Group Functionality to the Right

Management and Facilitation Approach

Complexity of Issue


Capable Not Capable


Unformed Formed

Management vs.

Facilitation Management for Formation

Management, Discipline and facilitation or

Functionality





Inquiry





Processes



Documents

Facilitation Skills for Chaotic TimesEnneagram Workshop Method Mental Models Enneagram Paired Weighting Decision Matrix Action Planning Facilitation Process and the Process Enneagram