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Tutorial Overview

• TAKE HOME MESSAGES
• INTRODUCTION
  • What is Group Facilitation?
• MEETINGS MANAGEMENT
  • Ground Rules
  • Parking Lots
• GROUP ENGAGEMENT
• DECISION MAKING &  CONSENSUS
• CONFLICT MANAGEMENT
  • Challenging Participants
    
• SUMMARY
• QUICK CHECK
• REFERENCES

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TAKE HOME MESSAGES

After completing this tutorial, you will be familiar with:

• How to manage the timing and flow of a meeting
• Techniques for engaging group members in discussion
• The steps in the consensus process
• Ways to handle difficult participants
  

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INTRODUCTION

In the 2 day workshop you will learn about how to form a coalition.  A key element of a successful coalition is a good group facilitator who can guide the coalition in making decisions and accomplishing their goals.  This tutorial will give you an overview of the tools and techniques of a good facilitator.

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INTRODUCTION cont'd

What is Group Facilitation?

Group facilitation is a way of helping groups work better. Your role as a Diabetes Today trainer or coalition staff lead is to be a facilitator.  As a facilitator, you explicitly help your coalition improve their planning process and develop a strategic diabetes action plan.   In your role, you will contribute by:

• Using group processes that help members use their time efficiently to make decisions
• Taking accurate notes that reflect the ideas of members
• Using consensus to help a group make decisions that take all members opinions into account
• Managing conflict using a collaborative approach
• Creating a positive environment while working to attain group goals

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INTRODUCTION cont'd

Four Key Elements of a Group Facilitated Session

A facilitated session is a highly structured meeting.   Participants are led through a series of pre-defined steps to arrive at a result that is created, understood and accepted by all coalition members.

This tutorial will cover four key elements of good group process:

• Meeting Management
• Group Engagement
• Decision Making
• Conflict Management

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MEETINGS MANAGEMENT

A Meetings Management Checklist

A well run meeting requires good planning.  The success of a meeting is often determined before the meeting even starts.  The following is a list of essential elements for good meetings.  Let it serve as your checklist for meeting success. Click here for a printable version.

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MEETINGS MANAGEMENT cont'd

A Meetings Management Checklist cont'd

• Define meeting purpose and outcomes
• Determine who should be at the meeting
• Reserve a room, appropriate equipment
• Develop a detailed agenda and a short agenda
• Clarify roles and responsibilities (facilitator, chairperson, minute taker, timekeeper, scribe)
• Inform participants of any necessary preparation
• Set clear meeting norms (ground rules)
• Create a "parking Lot" to capture ideas
• Design and manage group process

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MEETINGS MANAGEMENT cont'd

A Meetings Management Checklist cont'd

• Make periodic process checks
  • Check for progress, Check the pace, Check the process, Take the pulse
• Take minutes (notes)
• Determine next steps
• Evaluate the meeting
• Close the session
  • Begin the close by reviewing what the group has done over the course of the meeting
  • Review the session’s purpose and objectives
  • Revisit Parking Lot issues
  • Evaluate the session
  • Close by thanking participants, reminding them of next steps, and formally bring the meeting to a close

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MEETINGS MANAGEMENT cont'd

Keeping the Energy High

As a facilitator, your role is to keep the energy level high!  Be aware of natural lulls that occur throughout the day:

• 10:30-11:00am
• 1:30-2:00pm
• 3:00-3:30pm
  

Schedule or be prepared to do one of the following during the standard lull times:

• Team building exercise
• Small group break-outs
• Facilitated process requiring movement
• Alter the activity to include standing or other physical movement
• Ask people to do a quick exercise or stretch
  

Avoid the following during lull times:

• Lecture or long monologues
• Reading
• Individual exercises

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MEETINGS MANAGEMENT cont'd

Enroll, Energize, Empower, Engage

Your opening words establish the energy level for the session.  Use these 4 E’s to start your meeting off right - Enroll, Energize, Empower, and Engage.

• Enroll – Go over meeting objectives and the agenda
  • Inform participants about what is going to happen.  Ask if there are any other expectations for the meeting.  Enroll their support in the agenda before moving on.
  • "Anything else?  Does this agenda work for everyone?  Good – let’s go!"

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MEETINGS MANAGEMENT cont'd

Enroll, Energize, Empower, Engage cont'd

• Energize – Tell them about the positive aspects of being a part of the process, the benefits to them and their community.
  
  • Get participants excited about the process by giving them a clear vision of the overall results to be achieved and the benefits of following this process.
  • "When we are done today, we will have outlined the major goals for our coalition efforts.  This is no small achievement.  With clear goals, we can begin to take strategic steps to fighting diabetes in our community."

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MEETINGS MANAGEMENT cont'd

Enroll, Energize, Empower, Engage cont'd

• Empower – Show them their role
  • Empower participants by discussing the important role they play in the process and the authority that has been given to them.
  • "Because of your efforts, time, and talents serving on this coalition, we will prevent suffering and save lives.  Thank you for your contribution."

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MEETINGS MANAGEMENT cont'd

Enroll, Energize, Empower, Engage cont'd

• Engage – Have everyone engage in some way early in the meeting.
  • Participating early as part of the group can calm anxieties about serving on the coalition.  Make it easy and non-threatening, starting with introductions and establishing norms that encourage participation.
    
  • "Let’s go around the room and have everyone say their name, profession, and favorite mode of transportation."

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MEETINGS MANAGEMENT cont'd

Ground Rules

Establish some ground rules up front, before the meeting begins.

Examples of ground rules:

• Cell phones on silent or vibrate
• One person speaks at a time
• Everyone is entitled to their views
• No idea is dumb
• Start and end the meeting on time

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MEETINGS MANAGEMENT cont'd

Ground Rules cont'd

If time permits, having group members come up with their own ground rules is preferred. Members won’t feel like the rules are being imposed upon them and will be more likely to follow the rules than if they were dictated to them.   Always get consensus on ground rules and be sure to ask if any other ground rules should be added to the list.

Good ground rules also make it easier to manage the group.  Feel free to remind the group of the ground rules as needed, especially before group activities that you anticipate may be challenging or cause disagreement.

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MEETINGS MANAGEMENT cont'd

Parking Lots

A Parking Lot is a sheet of flipchart paper that is put on the wall or designated place on a white board to capture any thoughts or comments that are off point but may be relevant later, or that you simply don’t want to lose.  Sometimes topics or issues arise that are of interest to the group but do not align with the agenda.  These items can quickly get the group off track.  Before the end of the meeting, make sure to revisit these Parking Lot issues

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GROUP ENGAGEMENT

There are many techniques to encourage group participation.  Here are a few common ones:

Carousel (or round robin)

Ask a question and go around the room asking each person to respond to the question.  This makes participation for everyone a requirement, and does not single any one person out.

It’s a good idea to let people know ahead of time that you will be asking them to answer a question or to share their thoughts. You may want to go first, to give the first person time to think and to model the type and length of response you are looking for them to give. 

"In a moment I will be going around the room and asking each of you to name one challenge you have had with mobilizing action on the policy, and I will begin with you, John."

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GROUP ENGAGEMENT cont'd

Open-ended questioning

Open ended questions require responses that are more than a single word (yes/no) or a nod of the head.  Essentially, it encourages participants to be descriptive in their responses and gives the group something to work with.

"Tell me about your efforts implementing that intervention.  How did that work?  What happened?"

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GROUP ENGAGEMENT cont'd

Cross questioning

If a participant asks a question, direct it to another in the group to respond.  The facilitator should have an idea of who in the group is likely to have a particular response.

"Mallory, you’ve done some work with that community.  Do you have any insight that might help answer Helen’s question?"

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GROUP ENGAGEMENT cont'd

Subgroups

Have participants work in pairs or small groups.  If you know your group well, you can sometimes pair people strategically based on similar interests, perspectives, or personalities.

"Wendy, you and Jose both work in rural community health centers.  Why don’t you two pair up for this exercise."

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GROUP ENGAGEMENT cont'd

Reflective Listening

Don’t underestimate the power of silence.  Ask an open-ended question and count slowly to 10, allowing participants time to answer.  It’s Okay to give people some time to think.  If the time becomes uncomfortable, you may politely ask another person to respond.

"While Rachel gives this more thought, it looks like Sarah might have a comment."

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GROUP ENGAGEMENT cont'd

Active listening

Listen to the question being asked, then repeat or rephrase the question before responding.  This helps you to clarify that you heard the question correctly, allows others to hear the question again, and gives you a few seconds longer to formulate your response.

"So what I’m hearing from you is that you’re frustrated with…"

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GROUP ENGAGEMENT cont'd

Brainstorming

A creative way to generate ideas that asks people to simply state all ideas or possibilities.  The facilitator puts all comments on a flip chart or white board without discussion on judgment. 

"Let’s brainstorm about any and all ways we might get funding for the project.  Throw out some ideas and we’ll put them on the flip chart.  We can talk about whether they are feasible or not later."

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DECISION MAKING & CONSENSUS cont'd

What is Consensus?

Consensus is a commitment to a decision based on the collective wisdom of all participants.  Consensus is reached when:

• All coalition members involved  believe that they have arrived at the best decision that can be made at this time
  
• All coalition members will support the decision

In consensus, it is possible for a coalition member to disagree with a particular decision but agree to support it.  This happens when agreement is made based on the best interest of the coalition. A decision may not be a member’s first choice, but they can live with it, especially if the concerns they have raised have been adequately addressed.

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DECISION MAKING & CONSENSUS cont'd

What is Consensus?

Pros

• Especially useful for high stakes decisions, since strong ownership and support is needed from those who will implement the idea
• No "authority" exists to make the decision alone
• Coalition members have very different perspectives
• Creative solution can be reached through input from coalition members who have very different perspectives.  These kinds of solutions are best to address a complex problem

Cons

• Considerable time and energy is required to reach consensus
• Sometimes a decision has really already been made
• Consensus requires all necessary stakeholders to be present for credibility, quality, and buy-in of the decision.

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DECISION MAKING & CONSENSUS cont'd

Steps in the Consensus Process

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DECISION MAKING & CONSENSUS cont'd

Ways to Reach Consensus

There are several processes you could use to test for consensus.  One way is to use green, yellow, and red cards to indicate level of agreement with a proposal. 

If all cards are green or yellow, you’re good to go – that is consensus. 

If there are any red cards, stop everything and ask each person with a red card to explain what problem they have with the proposal. 

After the group discusses, vote again. 

Discuss any more red flag issues if they exist, then after the third vote, majority rules

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CONFLICT MANAGEMENT

Conflict is inevitable whenever a diverse group of people like a coalition get together.  As a facilitator, accept that conflict will likely occur, and be prepared to deal with it effectively.

Challenging Participants

There are 5 "personalities" that are typical of any meeting that every facilitator should be prepared to handle.  If not handled properly, these personalities can derail the meeting.  However, if handled effectively, the meeting can flow smoothly. 

Using any of the group process strategies above, how would you handle these personalities?  Think about your answer and then click "SOLUTIONS" to get a few ideas and suggestions

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CONFLICT MANAGEMENT cont'd

Challenging Participants

The Authority

The person who either is, or thinks they are, extremely knowledgeable or an expert on the subject matter. 

Click for Solutions

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CONFLICT MANAGEMENT cont'd

Challenging Participants

The Quiet Type

The person who speaks very seldom or not at all, either out of shyness or lack of interest in the meeting.

Click for Solutions

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CONFLICT MANAGEMENT cont'd

Challenging Participants

The Digresser

The person who gets off topic or goes off on regular tangents.

Click for Solutions

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CONFLICT MANAGEMENT cont'd

Challenging Participants

The Offender

The person who can act abrasive, offensive, or rude; sometimes this person is acting out of anger.

Click for Solutions

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CONFLICT MANAGEMENT cont'd

Challenging Participants

In cases where more serious conflicts arise, it will be necessary to put a stop to the situation and possibly have the group take a short break from the session.  The most important thing is for you to do is to remain in control of the session and not let the conflict take over.   

With several of these challenging participant types, there is often an underlying cause for their behavior.  Do they have a need to feel that their voice is heard?  Do they have a bad history with another coalition member?  Try to figure out their underlying need and a way that the need can be met that benefits the group.  For example, have the Chronic Talker be the spokesperson for their group after a small group discussion.

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SUMMARY

Good group facilitation skills can go a long way in helping your coalition reach its goals.  An effective facilitator is able to manage the meeting’s timing and flow, engage all members of the group, and guide group members in reaching consensus.
In the next tutorial, Designing a Strategic Action Plan, you will learn how to guide your coalition in developing an impactful intervention.

But first, a Quick Check…

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QUICK CHECK

Now, let’s check your understanding of the material we just covered. Read each question and select the best answer choice.

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REFERENCES

Adapted from:

• Bens, I (1999). Facilitation at a Glance! Your Pocket Guide to Facilitation. AQP/Participative Dynamics/GOAL/QPC
• Dressler, L (2004). How to Achieve High-Commitment Decisions. Boulder, CO: Blue Wing Consulting, LLC
• The Facilitation Company (1993-2005). The Effective Facilitator. Atlanta, GA: Leadership Strategies, Inc.

Well done!

You have completed Tutorial 3: Facilitating for Success.  Click on Tutorial 4: Designing a Strategic Action Plan on the left menu to go on to the next tutorial.

Want to learn more about facilitation? Contact the Diabetes Training and Technical Assistance Center (DTTAC) at dttac@emory.edu for more information on designer workshops, trainings and services offered.