The why, what and how of Facilitation
This 90 minutes session is part of a series of short and focused masterclasses.
The series is meant for people who have little or no experience applying design thinking methods, tools and frameworks.
This is a Masterclass by Arne van Oosterom
This book project is a labour of love for all contributors. Our mission is to promote the power of facilitation worldwide. We are making the book available for free in order to enable and encourage everyone to read it and to share it.
We encourage you to make a voluntary donation, of as much as you are able, to the International Association of Facilitators. Please join us in supporting IAF to promote the power of facilitation worldwide: #FacPower.
A collaborative team of facilitators and visual practitioners formed to write a book to showcase the power of facilitation. Most of the team are members of the International Association of Facilitators, and many are IAF Certified Professional Facilitators.
The book is a compilation of chapters written by different authors, or author teams, designed to promote the power of facilitation. Each chapter connects key perspectives on specific dimensions of facilitation, organisational and community development with the respective authors’ practice and thinking about our craft.
The team has sought to model a facilitative approach to the project throughout.
Download your own copy https://facpower.org/
This guidebook can help team members to know what is expected out of Agile Transformation
PLEASE DOWNLOAD FROM HERE:https://drive.google.com/file/d/10ZXTbrhnl5CFQO_z_Ms2ZlGgCVap4lvg/view?usp=sharing
A presentation given to AgileWelly in Wellington NZ, by Stephen Reed to several keen agilites. Basically my little Agile Coaching journey. Thanks goes out to Lyssa Adkins and all the others that have trained me as well as all the teams I have worked with over the years who have also trained me.
This book project is a labour of love for all contributors. Our mission is to promote the power of facilitation worldwide. We are making the book available for free in order to enable and encourage everyone to read it and to share it.
We encourage you to make a voluntary donation, of as much as you are able, to the International Association of Facilitators. Please join us in supporting IAF to promote the power of facilitation worldwide: #FacPower.
A collaborative team of facilitators and visual practitioners formed to write a book to showcase the power of facilitation. Most of the team are members of the International Association of Facilitators, and many are IAF Certified Professional Facilitators.
The book is a compilation of chapters written by different authors, or author teams, designed to promote the power of facilitation. Each chapter connects key perspectives on specific dimensions of facilitation, organisational and community development with the respective authors’ practice and thinking about our craft.
The team has sought to model a facilitative approach to the project throughout.
Download your own copy https://facpower.org/
This guidebook can help team members to know what is expected out of Agile Transformation
PLEASE DOWNLOAD FROM HERE:https://drive.google.com/file/d/10ZXTbrhnl5CFQO_z_Ms2ZlGgCVap4lvg/view?usp=sharing
A presentation given to AgileWelly in Wellington NZ, by Stephen Reed to several keen agilites. Basically my little Agile Coaching journey. Thanks goes out to Lyssa Adkins and all the others that have trained me as well as all the teams I have worked with over the years who have also trained me.
Coaching is the Product: building your agile coaching backlogTricia Savage Bailey
Agile Camp Portland 2019, Tricia Savage Bailey and John Eisenschmidt walk you through a set of exercises to try on and role play using agile to structure your agile coaching approach
Pack of slides from my presentation about the Agile Coaching DNA in the Agile Coaching Circles Melbourne (Link: https://www.meetup.com/AgileCoach/events/244510278/)
Beyond the Scrum Master - Becoming an Agile CoachCprime
For an organization to truly move to agility they must develop more than the traditional Scrum roles of ScrumMaster, Product Owner and Scrum team. They must create internal agile coaches. These agile advocates guide other ScrumMasters and Product Owners, assist teams with problems implementing Scrum and help the organization adopt the agile mindset.
How do you move from the ScrumMaster role to that of an agile coach? In this session, we’ll identify the characteristics of a good agile coach, how the role differs from the ScrumMaster and how to build an internal agile coaching organization. We’ll learn:
• Who makes a good agile coach
• How a typical internal agile coach spends their time
• How to assess problems in an unfamiliar team
• Metrics and tools to help the agile coach
• Getting teams started in Agile
• Continuing your own learning
This session is crucial for anyone who has a desire to help agile practices grow and thrive in the organization.
There are as many types of agile coaches out there as there are flavors of ice cream. And, their levels of leadership maturity and skill can vary just as widely. It can leave one fretting, “What am I really getting when I bring in an agile coach? And, how do I ‘grow’ my own?” In fact, what are the “must have” skills of an agile coach and how can you tell if your coach has them?
The Agile Coach Competency Framework is one big clue to answering these questions. Over the past two years, this framework has guided the development of hundreds of agile coaches. Agile managers and champions also use it to obtain “truth in advertising” to hire the right coach at the right time.
We will explore this framework and provide lightening-talk-style case studies that showcase how it has been used in the real world. You’ll leave with ideas and actions to help you become a more savvy purveyor (and/or developer) of agile coaches.
Phases of Team basics - Team building, required for different projects. Tools required to solve the problems.
Types of communication method and Plan for communication management to achieve it.
Evoking excellence through agile coachingChris Chan
The Agile Coach is an important role in helping individuals, teams and leaders understand, adopt and improve Agile ways of working in their specific context. Agile Coaches can help people grow, develop, and learn new ways of working and thinking. In this presentation we will explore the role of the Agile Coach, the competency framework and the benefits of coaching.
The presentation will be provided by Chris Chan, a current Agile Coaches with real-world experience, who is committed to uncovering better ways of working by doing it and helping others do it.
These case studies can help readers to practices many simulated scenarios. These are case studies will be asked in Transformation related interviews.
All these case studies are from my 4 books, The Agilis's Guidebook, The Scrum Master Guidebook, Personal Leadership & Self-Coaching Guidebook, and A Guidebook of Coaching High-Performance team.
Grab the first 150 pages of all these books from here
1. https://www.slideshare.net/patarychandan/the-agilists-guidebook-first-150-pages
2. https://www.slideshare.net/patarychandan/the-scrum-master-guidebook-150-pages
3. https://www.slideshare.net/patarychandan/we-can-lead-a-guidebook-of-personal-leadership-and-selfcoaching
4. https://www.slideshare.net/patarychandan/a-guidebook-of-coaching-high-performance-team-200-pages
PLEASE DOWNLOAD FROM HERE:https://drive.google.com/file/d/1vHAmAU4x-hH7X1SaZwIpudeIbR6kfvmB/view?usp=sharing
Understanding the function of an Agile Coach is much more feasible once we acknowledge the set of “why’s” described in the previous section. An Agile Coach is a professional who will assist the organisation in solving the types of problems listed above. It’s possible to do it in different ways; however, let’s explore a few details regarding what is the gist of the activity of Agile Coaching.
We can summarise the essence of the work of an Agile Coach using a model called “The Agile Coaching DNA”. This DNA works as a compass to guide the decisions about which practices and approaches we can use to help clients achieve better results.
Coaching is the Product: building your agile coaching backlogTricia Savage Bailey
Agile Camp Portland 2019, Tricia Savage Bailey and John Eisenschmidt walk you through a set of exercises to try on and role play using agile to structure your agile coaching approach
Pack of slides from my presentation about the Agile Coaching DNA in the Agile Coaching Circles Melbourne (Link: https://www.meetup.com/AgileCoach/events/244510278/)
Beyond the Scrum Master - Becoming an Agile CoachCprime
For an organization to truly move to agility they must develop more than the traditional Scrum roles of ScrumMaster, Product Owner and Scrum team. They must create internal agile coaches. These agile advocates guide other ScrumMasters and Product Owners, assist teams with problems implementing Scrum and help the organization adopt the agile mindset.
How do you move from the ScrumMaster role to that of an agile coach? In this session, we’ll identify the characteristics of a good agile coach, how the role differs from the ScrumMaster and how to build an internal agile coaching organization. We’ll learn:
• Who makes a good agile coach
• How a typical internal agile coach spends their time
• How to assess problems in an unfamiliar team
• Metrics and tools to help the agile coach
• Getting teams started in Agile
• Continuing your own learning
This session is crucial for anyone who has a desire to help agile practices grow and thrive in the organization.
There are as many types of agile coaches out there as there are flavors of ice cream. And, their levels of leadership maturity and skill can vary just as widely. It can leave one fretting, “What am I really getting when I bring in an agile coach? And, how do I ‘grow’ my own?” In fact, what are the “must have” skills of an agile coach and how can you tell if your coach has them?
The Agile Coach Competency Framework is one big clue to answering these questions. Over the past two years, this framework has guided the development of hundreds of agile coaches. Agile managers and champions also use it to obtain “truth in advertising” to hire the right coach at the right time.
We will explore this framework and provide lightening-talk-style case studies that showcase how it has been used in the real world. You’ll leave with ideas and actions to help you become a more savvy purveyor (and/or developer) of agile coaches.
Phases of Team basics - Team building, required for different projects. Tools required to solve the problems.
Types of communication method and Plan for communication management to achieve it.
Evoking excellence through agile coachingChris Chan
The Agile Coach is an important role in helping individuals, teams and leaders understand, adopt and improve Agile ways of working in their specific context. Agile Coaches can help people grow, develop, and learn new ways of working and thinking. In this presentation we will explore the role of the Agile Coach, the competency framework and the benefits of coaching.
The presentation will be provided by Chris Chan, a current Agile Coaches with real-world experience, who is committed to uncovering better ways of working by doing it and helping others do it.
These case studies can help readers to practices many simulated scenarios. These are case studies will be asked in Transformation related interviews.
All these case studies are from my 4 books, The Agilis's Guidebook, The Scrum Master Guidebook, Personal Leadership & Self-Coaching Guidebook, and A Guidebook of Coaching High-Performance team.
Grab the first 150 pages of all these books from here
1. https://www.slideshare.net/patarychandan/the-agilists-guidebook-first-150-pages
2. https://www.slideshare.net/patarychandan/the-scrum-master-guidebook-150-pages
3. https://www.slideshare.net/patarychandan/we-can-lead-a-guidebook-of-personal-leadership-and-selfcoaching
4. https://www.slideshare.net/patarychandan/a-guidebook-of-coaching-high-performance-team-200-pages
PLEASE DOWNLOAD FROM HERE:https://drive.google.com/file/d/1vHAmAU4x-hH7X1SaZwIpudeIbR6kfvmB/view?usp=sharing
Understanding the function of an Agile Coach is much more feasible once we acknowledge the set of “why’s” described in the previous section. An Agile Coach is a professional who will assist the organisation in solving the types of problems listed above. It’s possible to do it in different ways; however, let’s explore a few details regarding what is the gist of the activity of Agile Coaching.
We can summarise the essence of the work of an Agile Coach using a model called “The Agile Coaching DNA”. This DNA works as a compass to guide the decisions about which practices and approaches we can use to help clients achieve better results.
I delivered this presentation when I was studying Software Engineering at UTS(Autumn 2010). I was the Project Manager of a team of 20 Software Engineering students and we were developing a Robotic Waste Treament System.
A compilation of ice breakers, team builders, and general development activities. Each activity is broken down by level (beginner, intermediate, advanced) as well as time frame, group size, and activity level.
You can have the greatest idea in the world, but it you can’t get other people excited about your idea it won’t go far.
A perfect pitch takes time to prepare. yYu'll learn about the 5Ps of any good pitch (problem, promise, proof, profit and passion) and 7 easy ways to make your next pitch better...
Deliverable: A pitch that people will understand and will inspire them to take action
The why, what and how of Prototyping.
This 90 minutes session is part of a series of short and focused masterclasses.
The series is meant for people who have little or no experience applying design thinking methods, tools and frameworks.
This is a Masterclass by Arne van Oosterom
The why, what and how of Stakeholder Mapping.
This 90 minutes session is part of a series of short and focused masterclasses.
The series is meant for people who have little or no experience applying design thinking methods, tools and frameworks.
This is a Masterclass by Arne van Oosterom
The why, what and how of Personas.
This 90 minutes session is part of a series of short and focused masterclasses.
The series is meant for people who have little or no experience applying design thinking methods, tools and frameworks.
This is a Masterclass by Arne van Oosterom
This is the slide-deck used during the introduction to Customer Journey Mapping.
This 90 minutes session is part of a series of short and focused masterclasses. The series is meant for people who have little or no experience applying design thinking methods, tools and frameworks.
This is a Masterclass by Arne van Oosterom
This is the final presentation from a workshop on health-care organized the University of Applied Science of Kuopio Finland during the Experience Service Design conference 2009.
DesignThinkers assists Public and Private organizations and companies in delivering the best possible service. We help them to be more innovative and competitive. To do so we created a 5 Steps Service Innovation Method. This Method is used as a guide while working on complex Service Design projects.
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
Honest Reviews of Tim Han LMA Course Program.pptxtimhan337
Personal development courses are widely available today, with each one promising life-changing outcomes. Tim Han’s Life Mastery Achievers (LMA) Course has drawn a lot of interest. In addition to offering my frank assessment of Success Insider’s LMA Course, this piece examines the course’s effects via a variety of Tim Han LMA course reviews and Success Insider comments.
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
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
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
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
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
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
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
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
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
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
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.