Facilitative Leadership Workbook...Welcome to this facilitative leadership session where we will consider several techniques or methods of working with groups to support the care coordination

Network Care Coordination Workshop

Facilitative Leadership Workbook

600 East Superior Street, Suite 404 │ Duluth, Minnesota 55802

218-727-9390 │ www.ruralcenter.org/rhi/network-ta

http://www.ruralcenter.org/rhi/network-ta

Created by Rural Health Innovations (RHI), Network Technical Assistance Team for August 2015 Care Coordination Workshop Adapted from © Institute of Cultural Affairs, 1980-2013.: Technology of Participation (ToP) Focused Conversation Page 1

WHAT IS FACILITATIVE LEADERSHIP?

● Assumes that the group has knowledge and wisdom

● Knows ‘how-to” methods

● Seeks decisions the group will own and implement

● Relies on the group’s ability to inspire action

Focused Conversation Intro

Objectives:

● An inquiry process and facilitation technique

● Builds on the creativity and capability of the group

● Helps a group move from a shallow sharing of

information to a deeper exchange of ideas and to

actions

Values:

Inclusive participation

Supporting collaboration and creativity

Seeking action and ownership

Incorporating reflection and learning

Impact:

● Provide meaningful dialogue

● Broaden a group’s perspective

● Elicit clear ideas and conclusions

● Allow an entire group to participate

Common Applications:

● Collect data and ideas from a group or team

● Discuss tough issues

● Reflect on important events or issues

● Focus multiple stakeholders on a particular topic or

issue

● Explore levels of consensus or shared understanding

● Move any discussion to productive conclusion


Focused Conversation Method Structure

OBJECTIVE

REFLECTIVE

INTERPRETIVE

DECISIONAL

People walk in; take

things in with their

senses.

Begin to sense, like, don't

like, emotions & feelings

stir, associations are

made, memories rise to

the surface

Make conscious

connections, thoughts

arise, words, ideas form,

understanding, we think

about what's going on

Consider actions,

decisions, choices, what

to do, how to respond,

how to relate

SHALL I VOLUTEER? I

THINK I'M GOING

TO…LET'S GET TO THE

BOTTOM OF THIS. SO,

WHAT I LEARNED FROM

THIS IS…HERE'S MY

PLAN… THIS IS NOT FOR

ME!! I THINK THERE IS A

SOL-UTION TO THIS

PROBLEM. PERHAPS I

So then,

my idea

is…

O

R

I

D

What

Data

Actions Now

What

Considering So

What

Feeling

Gut


Description and Example Focus Conversation Design worksheet:

Topic Question: Determine the overall focus of the conversation making sure to tie it to specific data and diagnosis.

“How might facilitative leadership be an effective approach for a care coordination environment? “

Rational Aim: Identify the intent or practical goal of the

conversation, i.e. what do you want the group to know, learn,

discover, explore, or decide?

Identify groups insights on facilitative leadership as an

effective approach for care coordination environments

Experiential Aim: Identify the impact of the conversation on the group

itself i.e. how do you want the participants to experience the conversation?

Group is encouraged to participate in the training and comfortable

interacting with their colleagues.

Opening: Welcome the participants to the conversation and set the context, i.e. tell them the topic, why you are having the conversation,

what is the rational aim. Provide them with any specific data that they will need for the conversation.

Welcome to this facilitative leadership session where we will consider several techniques or methods of working with groups to support the

care coordination efforts that are taking place in your communities. Let’s start off by talking more how facilitative leadership might be an

effective approach for a care coordination environment.

Objective

What/Data

Reflective

Gut/Response

Interpretive

So What/Thinking

Decisional

Now What / Action

● Of the four aspects of

facilitative leadership, which one stands out for you?

● Where have you had

experience where facilitative leadership was the approach being used by the leader?

● How would you compare

the approach of facilitative leadership with other leadership approaches?

● Which aspects of facilitative

leadership align with your efforts as network leaders?

Closing: Provide a closing that clarifies the decisional level of the conversation and any next steps.

Thanks for participating in our conversation to kick-off our session on facilitative leadership.


Practice Conversation 1

Creating Ground Rules for a Participative Meeting Situation: A new care coordination team is forming

with people from different organizations. They want to create guidelines for participation.

Rational Aim:

To create out of the groups experience guidelines for their participation in this new team

Experiential Aim:

Increase confidence that their meeting times will be productive and reasonably non-stressful.

Opening: We are going to create guidelines for participation in our new care coordination work team so that when we meet our work will be productive and reasonably stress-free. To start off I want you to think of a real

participatory situation you have been in; it may have been successful or not successful.

Objective

If we were at that meeting you are recalling, what would we ‘see’ going on? What words might we hear?

What might we notice about the participant’s body language?

Reflective

In that meeting what as the best part of the meeting?

What was the worst part? At the end of the meeting, what was the mood?

Interpretive

What kind of behavior made the participation work? Or not work? What is behind that behavior?... why was this?

What have we been hearing and learning about participation that helps people participate? Or hinders people from participating?

Decisional

From what we have heard and learned; what is a clear guideline for participation? What might be another obvious guideline?

A not so obvious guideline?

What other’s that we haven’t mentioned yet?

Closing: Thank you for your suggestions. I will summarize and bring back to our next meeting where we can fine-tune and finalize as ground rules for going forward in our care coordination work team together.


Practice Conversation 2

Focusing a Group before a Larger Discussion Situation: community is experiencing an increase in drug

related emergency room visits over the past 6 months and the hospital is pulling together a community group to

address or find solutions.

Rational Aim:

To get everyone’s mind in the same arena by discussing the origin and roots of a specific

situation.

Experiential Aim:

To focus the whole group on the context and conversation in preparation for the larger discussion

Opening: We have decided to take the time together to look at this significant situation in our community and

decide what it will take to make progress on a decision. But let us first take a few minutes to focus

together on how the situation developed and review what brought us to this point.

Objective What are some of the events that led up to this situation? What else do we know about the background of this situation?

Reflective What has been the most frustrating part of this? How has this situation impacted us personally?

How has this situation impacted our work?

Interpretive If this situation continues to develop without any further discussion, what are the possible

ramifications for our organization or our community?

Decisional How would we prioritize these effects as critical to consider for the larger discussion that

we will move into next.

Closing: Thank you for your input. This conversation was to focus our attention and begin to identify possible

ramifications of the situation. Let us now begin to discuss the larger question “What are some actions we can take together to address this situation?”


EXAMPLE Questions for a Focus Conversation

Objective

What/Data

Reflective

Gut/Feelings

Interpretive

So What/Consider

Decisional

Now What / Action

● What is one word (scene,

activity, face, fact, event, data point, thing you saw,

heard, or smelled) that you recall?

● What is one piece of data

around this issue that you know?

● What is the first thing you think of when I say “____”?

● What headline caught your

attention this week?

● What is coming up for us

this week that needs to be on the calendar?

● What is one area that needs funding this year?

● What is something that

happened in our community since our last meeting?

● What does this remind you

of?

● What past experience does

this make you think of?

● How does this make you feel?

● Where were you surprised? Annoyed?

● What was inspiring? A struggle?

● What was really easy?

Difficult?

● What is exciting? What

concerns you?

● What is an image that

comes to mind? I

● What is happening here?

● What is this all about?

● What does this mean for

us?

● What do you think is behind this?

● How will this affect our work?

● What are we learning from this?

● What insights are

emerging so far?

● What values do we want to

consider to make this decision?

● What is the significance of our work?

● What decision is being

called for?

● What are our next steps?

● Let’s prioritize these ideas.

● What about our project has changed because of today?

● What recommendations have we agreed on today?

● What will change for you because of this session?

● What would you change for

next time?

● How shall we document and

celebrate our work?

● What are we committed to

doing or accomplishing?


Focused Conversation Worksheet: Template 1

Topic Question:

Rational Aim: Experiential Aim:

Opening:

Objective

What/Data

Reflective

Gut/Feelings

Interpretive

So What/Consider

Decisional

Now What / Action

● ● ● ●

Closing:


Focused Conversation Worksheet: Template 2

Topic: Rational Aim:

Experiential Aim:

Opening:

Objective

Reflective

Interpretive

Decisional

Closing:


ACTIVE LISTENING GUIDELINES:

● Ask open-ended questions

● Minimize disruptions – pay attention

● Paraphrase - seek clarification

● Reflect speaker’s feelings – show that you are listening

● Defer judgement – listening does not include talking

Active Listening Practice

Working in pairs here are two scenarios to choose from and each of you will take a role: 1) question asker and 2)

responder. Spend a minute or two talking about the scenario to prep for the role play conversation. Spend 5-7

minutes talking within your roles and then switch roles. When you are in the role of Question-Asker, practice using

active listening guidelines.

Scenario 1: Network Director is seeking input

from a member organization leader on the work

the member organization is trying to do and how

the network can support that work.

Scenario 2: Network Director is talking with a community

member about the current health and wellness in their

community and concerns or successes that are taking

place.

O: What is an activity or effort that your

organization is currently working on?

R: How does this activity excite you or make

you worried or concerned?

I: how does this activity impact the organization

as a whole?

D: How would you say that the network can

support this activity or your organization as it

relates to this activity?

O: What is a recent event or happening in your

community related to health or wellness?

R: How does this event or happening make you feel?

I: how is this event or happening a sign or beacon of

other health or wellness issues in the community?

D: what are some of your hopes for or suggestions to

improve the health and wellness of the community?


“The important thing is to never stop questioning.”

--Albert Einstein

APPLICATION OF FACILITATIVE LEADERSHIP SKILLS:

Where in your care coordination efforts is there an opportunity to apply a focused conversation or active listening

guidelines?


A MINI BIBLIOGRAPHY:

The Art of Focused Conversation: 100 Ways to Access Group Wisdom, General Editor: R. Brian Stanfield, The

Canadian Institute of Cultural Affairs

Books, facilitator supplies (sticky wall), and facilitation training are available through the ICA-USA website www.ica-

usa.org

Who developed the Focused Conversation method?

The Institute of Cultural Affairs (ICA) is a unique facilitation, training and research organization, providing effective participatory

skills to thousands of people across the United States and 36 other nations. With over 40 years of international experience, the

ICA continues to be on the leading edge of change in designing, delivering and training people to use simple, yet highly

productive group leadership processes. In the United States, ICA’s Technology of Participation (ToP)® programs and methods

are used by hundreds of for-profit and not-for-profit organizations, government agencies, professional associations and local

communities. Copyright on the page or the following copyright notice must appear on all reproductions: © Institute of Cultural

Affairs, 1980-2013.

Who is the Institute of Cultural Affairs? (ICA)

The Institute of Cultural Affairs in the USA (ICA) is a global social change organization registered since 1973 as a 501 (c)(3) not-

for-profit corporation in the State of Illinois. ICA’s mission is to build just and equitable societies in harmony with planet earth.

ICA’s website (www.ica-usa.org) has more details on the broad range of our programs, partnerships and services around the

country. Currently, there are ICA's in thirty-six countries around the world.

ICA’s early background is in neighborhood and community development. One of the key learnings from this community

development experience is that sustainable success of local community and organizational development efforts is the capacity to

facilitate active, effective and ongoing participation of all involved in the design, planning, implementation, benefits and the

evaluation / transition of the project. This became the impetus for the creation of the Technology of Participation (ToP)®

Today, ICA's Technology of Participation (ToP) ® methods are one of the leading forces shaping the emerging professional field

of facilitation around the world.

http://www.ica-usa.org/



Documents

Facilitative Leadership Workbook...Welcome to this facilitative leadership session where we will consider several techniques or methods of working with groups to support the care coordination