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Arne van Oosterom
Creative Leadership Coach at Blue Sky Republic


Founder DesignThinkers Group & Academy


Advisor HBA Ambassador program
YOUR QUESTIONS
ABOUT FACILITATION
- Introduction


- Practical / Tips & Tricks


- Team Dynamics


- The Facilitator… You
WHAT IS IT?
Introduction
A Facilitator is
a Leader
Introduction
Introduction


Not like this
Servant


Leadership
Introduction
Moderator
Introduction
Facilitator
Introduction
Why do we need
Facilitators?
Introduction
When do we need a
facilitator?
Introduction
Helping people explore
and develop solutions
to a problem
Introduction
Guiding teams


through a process with
multiple connected
parts
Introduction
FROM A TO…
Introduction
…. better
Introduction
…. new
Introduction
…. the unknown
Introduction
From a known situation
to an unknown
situation
Introduction
Introduction


How It Feels
Research Concept/prototype Implement
Introduction


It is always a Change Process
Insider or
Outsider?


Introduction
Questions
- Introduction


- Practical / Tips & Tricks


- Team Dynamics


- The Facilitator… You
Preparation is everything
Tips & Tricks
Online


Of
fl
ine
Introduction
Tips & Tricks


You need to understand Context


People, Team, Organization, larger systems


Legacy, history, background information


Tensions, Expectations, Emotions


How much do you control?
Set realistic Goals and expectations


Involve the Sponsors/ client/
stakeholders as much as possible


Interview participants to understand
context and language
Tips & Tricks
Check and prepare the
Physical Space. Is there light,
wall space, tables, air…
Tips & Tricks
Co-create the workshop together
with the sponsor


Tips & Tricks
Tips & Tricks


Creative Safe Space
needs Trust
Know your Methods, Tools and Technology (Of
fl
ine too)


Test test test… practice practice practise


Tips & Tricks
Tips & Tricks


Have people experience the tech before the Session


Organise a learning session…


Gamify the learning
Tips & Tricks


Send participants materials to read,
watch experience in advance. (85%
will do their homework)
Experience enables you to adapt
on the spot and improvise


…you’ll need to
Tips & Tricks
practice practice practice
Tips & Tricks
Questions
- Introduction


- Practical / Tips & Trick


- Team Dynamics


- The Facilitator… You
DURING / THE
SESSION
Team Dynamics
Set the conditions and basic rules


- Suspension of disbelief


- Trust the process
Team Dynamics
“Team dynamics are the unconscious, psychological forces that in
fl
uence the
direction of a team’s behaviour and performance.  They are like undercurrents
in the sea, which can carry boats in a different direction to the one they intend
to sail.” teamtechnology.co.uk
Team Dynamics
Warm ups, Exercises, Ice beakers , Stokes,
Mindsetters


Why?


Make them purposeful. Plan them. Make them support
what you are trying to achieve.




Energy management … calm or high energy?


Widening the Comfort zone …


stretching the behavioural


boundaries


Team Dynamics
High-Performing Teams
Need Psychological Safety
Team Dynamics
Team Dynamics
Create the space, set the stage,
stretch the boundaries


Team Dynamics
“Trust the process”


Team Dynamics
Silence is your friend
Team Dynamics
The participants
do the work
Team Dynamics
you need to be OUT
so you can step IN
Team Dynamics
Sitting or standing up


Everything has a purpose


You
ONLINE


People are in a personal bubble. Make this work for you. The
personal space can be a safe space for personal re
fl
ections


Camera on or off… make it functional and part of the experience


Make everyone aware of their space.. use it


Let them design their online presence with intention


Team Dynamics
You give the team
Feedback
Team Dynamics
You report what you
observe and feel
Team Dynamics
Meta Level
Team Dynamics
“The
fi
sh will be the
last to discover water”
Team Dynamics
Humility
Team Dynamics
“Con
fl
ict is one of the drivers for improved team performance. Managed well,
con
fl
ict can lead to better decisions, more creative ideas and higher quality
output from the team. Managed badly, it can stop teamwork and hinder
individuals from achieving their personal goals..” teamtechnology.co.uk
No shine without friction
Team Dynamics
BREAK BIGGER
TASKS DOWN
INTO SMALL
STEPS
Team Dynamics
Time Boxing


Time is your tool


To put pressure on the team or release them


Say 7 minutes not 5


Show a timer or don’t show a timer
Team Dynamics
Have breaks
Team Dynamics
You can let them go…
Team Dynamics
Questions
- Introduction


- Practical / Tips & Tricks


- Team Dynamics


- The Facilitator… You
It starts with you


You
Your Style
You
Use the tech/ tools / Methods you’re comfortable with


If you’re comfortable experimenting… do so… but let everyone in
on it so it becomes a learning experience for all
You
How do you respond to messing up.. making a mistake?


What if you are nervous?


What if you sense there is something wrong?
You
You are enough


You
Disruptors
THE MONOPOLIZER


You know this trick, seen it before, done it before, what is new?


You are continuously taking the stage and are talking.


You have more to say than the others;


You are dominating the discussions and this happens at the
expense of the other participants, You might actually generate
some resentment.
Disruptors
What do you do?
Disruptors
Focus the attention on the Monopolizer and then
divert the discussion to other people by asking their
opinion: If necessary use body language to keep the
monopolist quiet. This can be achieved by using one
arm to point to who’s talking and the other with a
stop sign pointing to who should not be talking.
Disruptors
Another way to use body language is to place yourself
slightly in front of the Monopolist, blocking free view to
the rest of the team. Give a task to the Monopolizer to
write down all the input from the team; this will give the
monopolist less time to give his/her opinion; If this doesn’t
work discuss the problem with the individual concerned in
a positive and sensitive way.
Disruptors
THE OBSERVER


You are passionate about observing and do not need to
participate orally;You observe quite passively and just
make some notes for yourself; Hands in pocket, sitting
down, etc;You don’t understand the group dynamics, and
could, for example, go to the bathroom at inconvenient
moments;Furthermore you are somewhat shy so are
easily intimidated by others’ opinions or speaking up.
Disruptors
What do you do?
Disruptors
Apply a positive and encouraging approach to get
the Observer’s input. Remember: the Observer
might have very valuable ideas or insights but is
not at ease to present them within the team;
Mingle with the team and give all team members
time to speak or plan some quiet storming
activities to allow everybody to formulate and
express their option (and with no escape, if
possible)
You
You


An example of an exercise is to ask everybody the 2 strengths/
weaknesses of the topic being discussed and ask the Observer
to start (to avoid having them to just agree with the rest of the
group); A quiet storming activity is to have every team member
individually for a speci
fi
c persona take an insight plus tension
and de
fi
ne a point of view/idea based on this information. The
point of view/idea can be visualized with a sketch. Optional is to
have the sketch plus short description rotate in the team, again
without group discussion. The group discussion can come after a
few rounds.Address the Observer by his/her name: “So, [name]
what do you like about this idea?”; Do an exercise in pairs where
you pair the observer with a not too dominant personali
THE SALES EXECUTIVE


You are present but not with your thoughts, so you exhibit
a very inconsistent behavior; You check and start
answering an urgent email, make a phone call, come back,
and go back and forth, in and out of the workshop
session;One moment you participate very actively and are
very convinced about your opinion, but then you
disconnect again.
Disruptors
What do you do?
Disruptors
ACTIONS FOR THE FACILITATOR


Explain the ground rules that e-mails & phone calls can
only be made during the break;


To avoid
fi
nger pointing and get input from the team you
can say: “I have noticed that some people step out to take
phone calls or are doing e-mail. Shall we establish some
ground rules as a team on how we deal with this?


”Give a task to the Sales Executive that will keep him/her
busy and at the same time generate more involvement in
the group. e.g. to write down all the input from the team;
Another way is to make the sales executive a sub-team
leader;Get the Sales Executive back to the group (after
being disconnected), by addressing a direct question: “So
[name] what do you think about these insights?”If none of
the above doesn’t work discuss the problem with the
individual concerned in a positive and sensitive way.
Disruptors
THE SOLOIST


You are doing your own thing and have a non-
collaborative attitude.You already know the answer, where
to go, what to do. You do not respect the group deci- sions
and always interrupt with your idea/suggestions - even
during group presentations. You expect people to follow
you, if not, you continue on your journeyYou don’t need the
help of others.
Disruptors
What do you do?
Disruptors
The Soloist can be a big disturbance for the group
dynamics and activities should be used to slow down
and neutralize the ‘Soloist’ so that the rest of the group
does not feel left behind; Watch-out that the
fl
ow of
activities is respected by the Soloist: he or she will have
the tendency to skip some activities because the
fi
nal
answer is already ready;
Disruptors
Disruptors


Mix with the team and give all team members time to speak and plan
some voting activities to get to a common team position; If required,
use body language to stop the Soloist from speaking;Apply an activity
fl
ow where there’s space
fi
rst for individual input and then team
voting. Be careful that the Soloist might ignore the voting results.If this
doesn’t work discuss the problem with the individual concerned in a
positive and sensitive way.
THE BOSS


You can speak up and make clear to the others that you are the
one with authority in the team. You are the highest ranking
person in the group and are sponsoring this effort.You let a
design thinking workshop happen because apparently it’s magic
but you are skeptical. After a bit you are really worried that this
fl
uffy approach is not going to get you anywhere. You want to
start listing the solutions and prioritize them by value.
Disruptors
What do you do?
Disruptors
In general it’s best to avoid having the boss or approver in the
session, and only invite this person to join at the start and
end of the session to help choosing the best options; The best
approach is to have one facilitator focus on this kind of
person to avoid the situation from escalating;


When choices need to be made by the group, ensure that the
decision is made by the team; This can be achieved by using
voting dots or do the voting anonymously.


It can be an option after the team vote to ask the ‘Boss’ to
give his/her perspective on the
fi
nal team choice.


Disruptors
Disruptors


As a facilitator, repeat the planned process and steps to
make sure that the team and Boss know the reason
behind the steps. This is to avoid the Boss wants to skip
some activities;


If this person is stopping or blocking the team, have a
1-1 discussion, and if necessary ask this person to come
back towards the end of the workshop to review the
fi
nal
ideas, and to provide her feedback.
You are enough


You
Facilitation 101

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Facilitation 101

  • 1.
  • 2. Arne van Oosterom Creative Leadership Coach at Blue Sky Republic Founder DesignThinkers Group & Academy Advisor HBA Ambassador program
  • 4. - Introduction - Practical / Tips & Tricks - Team Dynamics - The Facilitator… You
  • 6. A Facilitator is a Leader Introduction
  • 11. Why do we need Facilitators? Introduction
  • 12. When do we need a facilitator? Introduction
  • 13. Helping people explore and develop solutions to a problem Introduction
  • 14. Guiding teams through a process with multiple connected parts Introduction
  • 19. From a known situation to an unknown situation Introduction
  • 20. Introduction How It Feels Research Concept/prototype Implement
  • 21. Introduction It is always a Change Process
  • 24. - Introduction - Practical / Tips & Tricks - Team Dynamics - The Facilitator… You
  • 27. Tips & Tricks You need to understand Context People, Team, Organization, larger systems Legacy, history, background information Tensions, Expectations, Emotions How much do you control?
  • 28. Set realistic Goals and expectations Involve the Sponsors/ client/ stakeholders as much as possible Interview participants to understand context and language Tips & Tricks
  • 29. Check and prepare the Physical Space. Is there light, wall space, tables, air… Tips & Tricks
  • 30. Co-create the workshop together with the sponsor Tips & Tricks
  • 31. Tips & Tricks Creative Safe Space needs Trust
  • 32. Know your Methods, Tools and Technology (Of fl ine too) Test test test… practice practice practise Tips & Tricks
  • 33. Tips & Tricks Have people experience the tech before the Session Organise a learning session… Gamify the learning
  • 34. Tips & Tricks Send participants materials to read, watch experience in advance. (85% will do their homework)
  • 35. Experience enables you to adapt on the spot and improvise …you’ll need to Tips & Tricks
  • 38. - Introduction - Practical / Tips & Trick - Team Dynamics - The Facilitator… You
  • 40. Set the conditions and basic rules - Suspension of disbelief - Trust the process Team Dynamics
  • 41. “Team dynamics are the unconscious, psychological forces that in fl uence the direction of a team’s behaviour and performance.  They are like undercurrents in the sea, which can carry boats in a different direction to the one they intend to sail.” teamtechnology.co.uk Team Dynamics
  • 42. Warm ups, Exercises, Ice beakers , Stokes, Mindsetters Why? Make them purposeful. Plan them. Make them support what you are trying to achieve. Energy management … calm or high energy? Widening the Comfort zone … stretching the behavioural boundaries Team Dynamics
  • 45. Create the space, set the stage, stretch the boundaries Team Dynamics
  • 47. Silence is your friend Team Dynamics
  • 48. The participants do the work Team Dynamics
  • 49. you need to be OUT so you can step IN Team Dynamics
  • 50. Sitting or standing up Everything has a purpose You
  • 51. ONLINE People are in a personal bubble. Make this work for you. The personal space can be a safe space for personal re fl ections Camera on or off… make it functional and part of the experience Make everyone aware of their space.. use it Let them design their online presence with intention Team Dynamics
  • 52. You give the team Feedback Team Dynamics
  • 53. You report what you observe and feel Team Dynamics
  • 55. “The fi sh will be the last to discover water” Team Dynamics
  • 57. “Con fl ict is one of the drivers for improved team performance. Managed well, con fl ict can lead to better decisions, more creative ideas and higher quality output from the team. Managed badly, it can stop teamwork and hinder individuals from achieving their personal goals..” teamtechnology.co.uk No shine without friction Team Dynamics
  • 58. BREAK BIGGER TASKS DOWN INTO SMALL STEPS Team Dynamics
  • 59. Time Boxing Time is your tool To put pressure on the team or release them Say 7 minutes not 5 Show a timer or don’t show a timer Team Dynamics
  • 61. You can let them go… Team Dynamics
  • 63. - Introduction - Practical / Tips & Tricks - Team Dynamics - The Facilitator… You
  • 64. It starts with you You
  • 66. Use the tech/ tools / Methods you’re comfortable with If you’re comfortable experimenting… do so… but let everyone in on it so it becomes a learning experience for all You
  • 67. How do you respond to messing up.. making a mistake? What if you are nervous? What if you sense there is something wrong? You
  • 70. THE MONOPOLIZER You know this trick, seen it before, done it before, what is new? 
 You are continuously taking the stage and are talking. 
 You have more to say than the others; 
 You are dominating the discussions and this happens at the expense of the other participants, You might actually generate some resentment. Disruptors
  • 71. What do you do? Disruptors
  • 72. Focus the attention on the Monopolizer and then divert the discussion to other people by asking their opinion: If necessary use body language to keep the monopolist quiet. This can be achieved by using one arm to point to who’s talking and the other with a stop sign pointing to who should not be talking. Disruptors
  • 73. Another way to use body language is to place yourself slightly in front of the Monopolist, blocking free view to the rest of the team. Give a task to the Monopolizer to write down all the input from the team; this will give the monopolist less time to give his/her opinion; If this doesn’t work discuss the problem with the individual concerned in a positive and sensitive way. Disruptors
  • 74. THE OBSERVER You are passionate about observing and do not need to participate orally;You observe quite passively and just make some notes for yourself; Hands in pocket, sitting down, etc;You don’t understand the group dynamics, and could, for example, go to the bathroom at inconvenient moments;Furthermore you are somewhat shy so are easily intimidated by others’ opinions or speaking up. Disruptors
  • 75. What do you do? Disruptors
  • 76. Apply a positive and encouraging approach to get the Observer’s input. Remember: the Observer might have very valuable ideas or insights but is not at ease to present them within the team; Mingle with the team and give all team members time to speak or plan some quiet storming activities to allow everybody to formulate and express their option (and with no escape, if possible) You
  • 77. You An example of an exercise is to ask everybody the 2 strengths/ weaknesses of the topic being discussed and ask the Observer to start (to avoid having them to just agree with the rest of the group); A quiet storming activity is to have every team member individually for a speci fi c persona take an insight plus tension and de fi ne a point of view/idea based on this information. The point of view/idea can be visualized with a sketch. Optional is to have the sketch plus short description rotate in the team, again without group discussion. The group discussion can come after a few rounds.Address the Observer by his/her name: “So, [name] what do you like about this idea?”; Do an exercise in pairs where you pair the observer with a not too dominant personali
  • 78. THE SALES EXECUTIVE You are present but not with your thoughts, so you exhibit a very inconsistent behavior; You check and start answering an urgent email, make a phone call, come back, and go back and forth, in and out of the workshop session;One moment you participate very actively and are very convinced about your opinion, but then you disconnect again. Disruptors
  • 79. What do you do? Disruptors
  • 80. ACTIONS FOR THE FACILITATOR Explain the ground rules that e-mails & phone calls can only be made during the break; To avoid fi nger pointing and get input from the team you can say: “I have noticed that some people step out to take phone calls or are doing e-mail. Shall we establish some ground rules as a team on how we deal with this? ”Give a task to the Sales Executive that will keep him/her busy and at the same time generate more involvement in the group. e.g. to write down all the input from the team; Another way is to make the sales executive a sub-team leader;Get the Sales Executive back to the group (after being disconnected), by addressing a direct question: “So [name] what do you think about these insights?”If none of the above doesn’t work discuss the problem with the individual concerned in a positive and sensitive way. Disruptors
  • 81. THE SOLOIST You are doing your own thing and have a non- collaborative attitude.You already know the answer, where to go, what to do. You do not respect the group deci- sions and always interrupt with your idea/suggestions - even during group presentations. You expect people to follow you, if not, you continue on your journeyYou don’t need the help of others. Disruptors
  • 82. What do you do? Disruptors
  • 83. The Soloist can be a big disturbance for the group dynamics and activities should be used to slow down and neutralize the ‘Soloist’ so that the rest of the group does not feel left behind; Watch-out that the fl ow of activities is respected by the Soloist: he or she will have the tendency to skip some activities because the fi nal answer is already ready; Disruptors
  • 84. Disruptors Mix with the team and give all team members time to speak and plan some voting activities to get to a common team position; If required, use body language to stop the Soloist from speaking;Apply an activity fl ow where there’s space fi rst for individual input and then team voting. Be careful that the Soloist might ignore the voting results.If this doesn’t work discuss the problem with the individual concerned in a positive and sensitive way.
  • 85. THE BOSS You can speak up and make clear to the others that you are the one with authority in the team. You are the highest ranking person in the group and are sponsoring this effort.You let a design thinking workshop happen because apparently it’s magic but you are skeptical. After a bit you are really worried that this fl uffy approach is not going to get you anywhere. You want to start listing the solutions and prioritize them by value. Disruptors
  • 86. What do you do? Disruptors
  • 87. In general it’s best to avoid having the boss or approver in the session, and only invite this person to join at the start and end of the session to help choosing the best options; The best approach is to have one facilitator focus on this kind of person to avoid the situation from escalating; When choices need to be made by the group, ensure that the decision is made by the team; This can be achieved by using voting dots or do the voting anonymously. It can be an option after the team vote to ask the ‘Boss’ to give his/her perspective on the fi nal team choice. Disruptors
  • 88. Disruptors As a facilitator, repeat the planned process and steps to make sure that the team and Boss know the reason behind the steps. This is to avoid the Boss wants to skip some activities; If this person is stopping or blocking the team, have a 1-1 discussion, and if necessary ask this person to come back towards the end of the workshop to review the fi nal ideas, and to provide her feedback.