This document provides guidance on effective meeting facilitation through the EFFECTIVE framework. It discusses the importance of pre-work like determining desired outcomes and creating an agenda. The key components of an effective meeting are outlined as pre-work, process, and progress. Pre-work establishes the direction, process navigates the meeting through opening, conducting, and closing sessions, and progress ensures actions and follows up on results. Effective facilitation requires skills like maintaining neutrality, managing group dynamics and challenges, and ensuring participation and progress toward outcomes.
Presentation of 1-day training in the Management Masters School. Introduction to the Meeting Facilitation: Basic techniques, Roles and Skills of Facilitator, Practical Sessions
Instructor: Vadim Nareyko
Slides to a two day workshop about hosting meetings and large events for communities and organisations. It\'s aimed at participant participation , experience and dialogue orientated.
This document outlines an agenda for a training on facilitation skills. The objectives are to understand the roles, responsibilities, and structure of facilitation. The agenda covers getting started, the responsibilities of facilitators, facilitation maps, and basic facilitation techniques. It includes times for breaks, lunch, and concludes with an evaluation. Sample activities include reviewing a video, practicing skills, and giving feedback.
This document outlines a training module on facilitation basics. It includes an agenda for day 2 that focuses on module 4 of facilitation. The module will cover key facilitation skills like making participants comfortable, clarifying objectives, encouraging participation, listening, guiding discussion, and summarizing. It emphasizes that facilitators help make the learning process smoother by engaging participants and discovering their collective wisdom. Effective facilitation requires skills like questioning participants, giving feedback, and managing group discussions.
This document provides guidance for trainers on enhancing their facilitation skills. It discusses identifying the trainer's personal facilitation style by relating it to elements of earth, wind, fire or water. Trainers are guided to reflect on their strengths and areas for improvement. The document also covers key principles of adult learning, such as making the training relevant, allowing mistakes, and ensuring emotional and intellectual engagement from participants. It provides questions trainers can ask participants to effectively process activities and concepts. The goal is to help trainers develop as confident, skilled facilitators who can craft impactful learning experiences.
The document discusses skills for facilitating meetings, including basic skills like making participants comfortable, encouraging participation, guiding discussions, and ensuring quality decisions are made. It covers facilitating the opening, discussion and decision making portions of a meeting, and provides tips for keeping the group on task and engaged. The document also addresses how to facilitate the conclusion of a meeting and evaluate the process, as well as how to handle potential challenges that may arise.
This document provides information about facilitation. It defines facilitation as promoting, aiding, and making processes easy. It discusses the difference between content, which is the topic of discussion, and process, which is how the facilitator guides discussion. Effective facilitators clarify outcomes, maintain focus and energy, and help the group solve problems, make decisions, and take action. The document outlines potential tools that can be used in problem identification and decision-making and discusses practices that help or hinder the facilitation process.
Presentation of 1-day training in the Management Masters School. Introduction to the Meeting Facilitation: Basic techniques, Roles and Skills of Facilitator, Practical Sessions
Instructor: Vadim Nareyko
Slides to a two day workshop about hosting meetings and large events for communities and organisations. It\'s aimed at participant participation , experience and dialogue orientated.
This document outlines an agenda for a training on facilitation skills. The objectives are to understand the roles, responsibilities, and structure of facilitation. The agenda covers getting started, the responsibilities of facilitators, facilitation maps, and basic facilitation techniques. It includes times for breaks, lunch, and concludes with an evaluation. Sample activities include reviewing a video, practicing skills, and giving feedback.
This document outlines a training module on facilitation basics. It includes an agenda for day 2 that focuses on module 4 of facilitation. The module will cover key facilitation skills like making participants comfortable, clarifying objectives, encouraging participation, listening, guiding discussion, and summarizing. It emphasizes that facilitators help make the learning process smoother by engaging participants and discovering their collective wisdom. Effective facilitation requires skills like questioning participants, giving feedback, and managing group discussions.
This document provides guidance for trainers on enhancing their facilitation skills. It discusses identifying the trainer's personal facilitation style by relating it to elements of earth, wind, fire or water. Trainers are guided to reflect on their strengths and areas for improvement. The document also covers key principles of adult learning, such as making the training relevant, allowing mistakes, and ensuring emotional and intellectual engagement from participants. It provides questions trainers can ask participants to effectively process activities and concepts. The goal is to help trainers develop as confident, skilled facilitators who can craft impactful learning experiences.
The document discusses skills for facilitating meetings, including basic skills like making participants comfortable, encouraging participation, guiding discussions, and ensuring quality decisions are made. It covers facilitating the opening, discussion and decision making portions of a meeting, and provides tips for keeping the group on task and engaged. The document also addresses how to facilitate the conclusion of a meeting and evaluate the process, as well as how to handle potential challenges that may arise.
This document provides information about facilitation. It defines facilitation as promoting, aiding, and making processes easy. It discusses the difference between content, which is the topic of discussion, and process, which is how the facilitator guides discussion. Effective facilitators clarify outcomes, maintain focus and energy, and help the group solve problems, make decisions, and take action. The document outlines potential tools that can be used in problem identification and decision-making and discusses practices that help or hinder the facilitation process.
The document provides guidance on designing and facilitating effective workshops. It discusses the importance of having a clear purpose, defined outputs, and an appropriate process for the workshop. It recommends allocating 3 hours of preparation for every 1 hour of workshop time. The document then covers various aspects of workshop design like developing the agenda, planning participant activities and discussions, considering pre-work, and selecting appropriate facilitation methods. It also provides tips for effective workshop facilitation, group management, and checklists for preparation and execution.
The document discusses the differences between coaching, mentoring, and counseling. It defines coaching as a process that enables learning and development to improve performance, requiring an understanding of various styles and techniques. Mentoring is described as offline help from an experienced person to assist with transitions. Counseling applies psychological theories and communication skills to address clients' concerns. The document also provides definitions of counseling from various sources and discusses barriers to coaching such as lack of time. It provides guidance on competencies for effective coaching including self-clarity, communication skills, and building relationships.
Facilitators help people work together more effectively. Facilitation skills are invaluable in the workplace. In this course, you will learn:
-What is facilitation and when is it needed?
-What is the role of a facilitator?
-Quick tips on preparing and executing facilitated sessions
-Activity: ‘Truthful Communication’
This document provides guidance for facilitating small group sessions. It discusses (1) the stages of group development from acquaintance to closure, (2) principles of adult learning, and (3) the differences between training and facilitation. The role of the facilitator is to attend to the group, clarify questions, and support participants through activities like presentations, case studies, and role plays while managing challenges and ensuring cultural competency. The overall goal is to effectively guide small groups through discussion and activities.
Facilitation Skills for Train the Trainer (TTT) Programme
Facilitation is an art and science and can be learned and improved upon with practice and it is a required skill for any project or team manager.
The document discusses strategies for successful business meetings. It defines meetings as gatherings where 2 or more people discuss issues to find solutions or make recommendations. There are three types of meetings: informational meetings to present information, suggested solution meetings where options are discussed, and problem solving meetings where an issue is presented, solutions generated, and a decision made. The document provides guidance on planning meetings, conducting them effectively, and following up afterwards. It also outlines best practices for meeting leadership and participant responsibilities.
Ever wish you could find a more fun and entertaining way to engage a group of stakeholders so that they're actively contributing to your work by generating great ideas? Is your team stuck in a creative rut? Do you prefer graphics and color over words? This presentation covers some easy and useful tips and tricks for facilitating groups, large and small. Learn about brainstorming ideas, consensus building, prioritization exercises, and more through graphic facilitation. Good for short-term or longer-term planning & getting everyone involved and engaged.
The document outlines an agenda for a facilitation skills training program. The program will cover understanding the roles and responsibilities of facilitators, learning basic facilitation skills, and techniques over its 5 modules taking place from 8:30am to 5pm. It includes breaks and details the topics to be covered in each module including getting started, basic responsibilities, facilitation maps, and techniques with conclusions.
This document provides information for facilitators of small groups at a church. It outlines the church's mission, vision, and strategy of planting churches and making disciples. It then details the types of small groups to form, including prayer groups, share groups, growth groups, and task groups. Guidelines are provided for facilitating each group, including their purpose, participants, topics of discussion, and procedures. The document concludes with next steps for integrating new and returning attendees into the church community through various seminars and small groups.
Facilitative Leadership is an approach that promotes a collaborative, strategic, and effective leadership styles. Drawing on the frameworks from the Interaction Associates, this short workshop for VISTAs in the Bonner Network explored some of the attributes of facilitative leadership including balancing results, process, and relationships and levels of decision making.
Good facilitators can make a huge and varied contribution to an organisation. Here, we point out some of the roles and responsibilities that facilitators have, starting with the key difference between content and process...
The document discusses facilitation skills. It defines facilitation as drawing all members to actively discuss a topic to reach group consensus and actionable responses. It contrasts teacher-centered vs participant-centered facilitation. The facilitator draws ideas from participants rather than being the subject matter expert. Six rules for facilitating productive discussions are outlined: 1) explain guidelines, 2) encourage others to talk, 3) be an active listener, 4) ask the right questions, 5) respond appropriately to questions and comments, and 6) conclude by asking each person for a practical application. Examples are provided for each rule.
This document provides guidance for facilitators on managing group processes and discussions. It discusses key facilitation skills like setting expectations, maintaining focus, and helping groups build agreements. The core of facilitation involves opening discussion of a topic, narrowing considerations, and closing or transitioning. Techniques are presented for each phase like brainstorming, prioritizing, and defining next steps. Effective facilitation requires balancing attention to results, relationships, and process. The document also discusses facilitative leadership and practices like sharing vision, maximizing appropriate involvement, and celebrating accomplishments.
This document summarizes a workshop on facilitative leadership skills. The workshop covered creating a personal mission statement, practicing active listening, giving and receiving feedback, participatory facilitation techniques, and leaving a legacy. Participants learned how to actively listen using the EARS model, give positive and constructive feedback using the SHARE model, and facilitate inclusive discussions that honor all points of view. The goal was for participants to gain skills to be effective facilitative leaders.
The document outlines techniques for effective facilitation. It discusses opening a meeting by setting up the room, setting an enthusiastic tone, and establishing ground rules. For running a meeting, it recommends managing discussion, balancing participation, making transitions, identifying strategic moments, and using team resources. Closing a meeting involves reviewing decisions, determining follow-up actions, and evaluating the meeting. The document provides examples of facilitation techniques to encourage interaction and productivity.
The document discusses key concepts in management including:
- The objectives of management are to provide managers with an understanding of their roles and responsibilities to achieve organizational goals.
- Management involves planning, organizing, coordinating, and controlling resources to achieve goals through other people.
- Effective communication, delegation, motivation, and developing skills in others are important managerial competencies.
- Managers must demonstrate both technical expertise and strong interpersonal skills to be successful.
The document discusses co-facilitation, which involves two or more people facilitating a training or learning activity together in a cooperative manner. It defines co-facilitation and outlines its benefits, including shared workload and diversity of experiences. Some challenges of co-facilitation include it being time-consuming and the risk of rivalry between facilitators. The document provides tips for effective co-facilitation, such as clarifying roles and communicating nonverbally through agreed upon signs. It also lists dos and don'ts of co-facilitation and emphasizes the importance of co-facilitators planning effectively and maintaining professional relationships.
3 key factors to be a great facilitator -JenJen Vuhuong
The document discusses 3 key factors to being a great facilitator: 1) Great preparation such as identifying the topic, outcomes, structure, and potential questions; 2) Flexible facilitating including clearly stating goals, listening, engaging participants, and managing time; 3) Producing outcomes like summarizing ideas, appreciating participants, and sending a summary.
This document provides guidance on effective meeting facilitation through the EFFECTIVE framework. It discusses the importance of pre-work like determining desired outcomes and creating an agenda. The key components of an effective meeting are outlined as pre-work, process, and progress. Pre-work establishes the direction, process navigates the meeting through opening, conducting, and closing sessions, and progress ensures actions and follows up on results. Effective facilitation requires skills like maintaining neutrality, managing group dynamics and challenges, and ensuring participation and progress toward outcomes.
Enterprise iPad Development Without Notesjaxarcsig
This document discusses options for developing enterprise iPad applications, including native iOS apps and HTML5 apps. Native iOS apps require Apple hardware, Xcode, and an iOS developer program membership. They allow more local storage and features like notifications and in-app purchases. HTML5 apps can reuse existing web code and resources, support offline use, and be deployed more easily across platforms. The document provides resources for developing both types of applications.
The document provides guidance on designing and facilitating effective workshops. It discusses the importance of having a clear purpose, defined outputs, and an appropriate process for the workshop. It recommends allocating 3 hours of preparation for every 1 hour of workshop time. The document then covers various aspects of workshop design like developing the agenda, planning participant activities and discussions, considering pre-work, and selecting appropriate facilitation methods. It also provides tips for effective workshop facilitation, group management, and checklists for preparation and execution.
The document discusses the differences between coaching, mentoring, and counseling. It defines coaching as a process that enables learning and development to improve performance, requiring an understanding of various styles and techniques. Mentoring is described as offline help from an experienced person to assist with transitions. Counseling applies psychological theories and communication skills to address clients' concerns. The document also provides definitions of counseling from various sources and discusses barriers to coaching such as lack of time. It provides guidance on competencies for effective coaching including self-clarity, communication skills, and building relationships.
Facilitators help people work together more effectively. Facilitation skills are invaluable in the workplace. In this course, you will learn:
-What is facilitation and when is it needed?
-What is the role of a facilitator?
-Quick tips on preparing and executing facilitated sessions
-Activity: ‘Truthful Communication’
This document provides guidance for facilitating small group sessions. It discusses (1) the stages of group development from acquaintance to closure, (2) principles of adult learning, and (3) the differences between training and facilitation. The role of the facilitator is to attend to the group, clarify questions, and support participants through activities like presentations, case studies, and role plays while managing challenges and ensuring cultural competency. The overall goal is to effectively guide small groups through discussion and activities.
Facilitation Skills for Train the Trainer (TTT) Programme
Facilitation is an art and science and can be learned and improved upon with practice and it is a required skill for any project or team manager.
The document discusses strategies for successful business meetings. It defines meetings as gatherings where 2 or more people discuss issues to find solutions or make recommendations. There are three types of meetings: informational meetings to present information, suggested solution meetings where options are discussed, and problem solving meetings where an issue is presented, solutions generated, and a decision made. The document provides guidance on planning meetings, conducting them effectively, and following up afterwards. It also outlines best practices for meeting leadership and participant responsibilities.
Ever wish you could find a more fun and entertaining way to engage a group of stakeholders so that they're actively contributing to your work by generating great ideas? Is your team stuck in a creative rut? Do you prefer graphics and color over words? This presentation covers some easy and useful tips and tricks for facilitating groups, large and small. Learn about brainstorming ideas, consensus building, prioritization exercises, and more through graphic facilitation. Good for short-term or longer-term planning & getting everyone involved and engaged.
The document outlines an agenda for a facilitation skills training program. The program will cover understanding the roles and responsibilities of facilitators, learning basic facilitation skills, and techniques over its 5 modules taking place from 8:30am to 5pm. It includes breaks and details the topics to be covered in each module including getting started, basic responsibilities, facilitation maps, and techniques with conclusions.
This document provides information for facilitators of small groups at a church. It outlines the church's mission, vision, and strategy of planting churches and making disciples. It then details the types of small groups to form, including prayer groups, share groups, growth groups, and task groups. Guidelines are provided for facilitating each group, including their purpose, participants, topics of discussion, and procedures. The document concludes with next steps for integrating new and returning attendees into the church community through various seminars and small groups.
Facilitative Leadership is an approach that promotes a collaborative, strategic, and effective leadership styles. Drawing on the frameworks from the Interaction Associates, this short workshop for VISTAs in the Bonner Network explored some of the attributes of facilitative leadership including balancing results, process, and relationships and levels of decision making.
Good facilitators can make a huge and varied contribution to an organisation. Here, we point out some of the roles and responsibilities that facilitators have, starting with the key difference between content and process...
The document discusses facilitation skills. It defines facilitation as drawing all members to actively discuss a topic to reach group consensus and actionable responses. It contrasts teacher-centered vs participant-centered facilitation. The facilitator draws ideas from participants rather than being the subject matter expert. Six rules for facilitating productive discussions are outlined: 1) explain guidelines, 2) encourage others to talk, 3) be an active listener, 4) ask the right questions, 5) respond appropriately to questions and comments, and 6) conclude by asking each person for a practical application. Examples are provided for each rule.
This document provides guidance for facilitators on managing group processes and discussions. It discusses key facilitation skills like setting expectations, maintaining focus, and helping groups build agreements. The core of facilitation involves opening discussion of a topic, narrowing considerations, and closing or transitioning. Techniques are presented for each phase like brainstorming, prioritizing, and defining next steps. Effective facilitation requires balancing attention to results, relationships, and process. The document also discusses facilitative leadership and practices like sharing vision, maximizing appropriate involvement, and celebrating accomplishments.
This document summarizes a workshop on facilitative leadership skills. The workshop covered creating a personal mission statement, practicing active listening, giving and receiving feedback, participatory facilitation techniques, and leaving a legacy. Participants learned how to actively listen using the EARS model, give positive and constructive feedback using the SHARE model, and facilitate inclusive discussions that honor all points of view. The goal was for participants to gain skills to be effective facilitative leaders.
The document outlines techniques for effective facilitation. It discusses opening a meeting by setting up the room, setting an enthusiastic tone, and establishing ground rules. For running a meeting, it recommends managing discussion, balancing participation, making transitions, identifying strategic moments, and using team resources. Closing a meeting involves reviewing decisions, determining follow-up actions, and evaluating the meeting. The document provides examples of facilitation techniques to encourage interaction and productivity.
The document discusses key concepts in management including:
- The objectives of management are to provide managers with an understanding of their roles and responsibilities to achieve organizational goals.
- Management involves planning, organizing, coordinating, and controlling resources to achieve goals through other people.
- Effective communication, delegation, motivation, and developing skills in others are important managerial competencies.
- Managers must demonstrate both technical expertise and strong interpersonal skills to be successful.
The document discusses co-facilitation, which involves two or more people facilitating a training or learning activity together in a cooperative manner. It defines co-facilitation and outlines its benefits, including shared workload and diversity of experiences. Some challenges of co-facilitation include it being time-consuming and the risk of rivalry between facilitators. The document provides tips for effective co-facilitation, such as clarifying roles and communicating nonverbally through agreed upon signs. It also lists dos and don'ts of co-facilitation and emphasizes the importance of co-facilitators planning effectively and maintaining professional relationships.
3 key factors to be a great facilitator -JenJen Vuhuong
The document discusses 3 key factors to being a great facilitator: 1) Great preparation such as identifying the topic, outcomes, structure, and potential questions; 2) Flexible facilitating including clearly stating goals, listening, engaging participants, and managing time; 3) Producing outcomes like summarizing ideas, appreciating participants, and sending a summary.
This document provides guidance on effective meeting facilitation through the EFFECTIVE framework. It discusses the importance of pre-work like determining desired outcomes and creating an agenda. The key components of an effective meeting are outlined as pre-work, process, and progress. Pre-work establishes the direction, process navigates the meeting through opening, conducting, and closing sessions, and progress ensures actions and follows up on results. Effective facilitation requires skills like maintaining neutrality, managing group dynamics and challenges, and ensuring participation and progress toward outcomes.
Enterprise iPad Development Without Notesjaxarcsig
This document discusses options for developing enterprise iPad applications, including native iOS apps and HTML5 apps. Native iOS apps require Apple hardware, Xcode, and an iOS developer program membership. They allow more local storage and features like notifications and in-app purchases. HTML5 apps can reuse existing web code and resources, support offline use, and be deployed more easily across platforms. The document provides resources for developing both types of applications.
This document provides guidance on effective meeting facilitation through the EFFECTIVE framework. It discusses the importance of pre-work like determining desired outcomes and creating an agenda. The key components of an effective meeting are outlined as pre-work, process, and progress. Pre-work establishes the direction, process navigates the meeting through opening, conducting, and closing sessions, and progress ensures action and follow up. Effective facilitation requires skills like maintaining neutrality, managing group dynamics and challenges, and ensuring participation and progress toward outcomes.
This document provides guidance on effective meeting facilitation. It discusses establishing clear desired outcomes, creating an agenda, setting ground rules, conducting the meeting through opening, content and closing sections, and following up after the meeting through publishing minutes and ensuring progress on action items. The goal is to have meetings that are essential, focused, established, collaborative, time-phased, initiative-minded and valuable.
This document provides information on professional development and related topics such as time management, personal productivity, decision making, problem solving, meetings, and listening skills. It defines professional development as the process of improving staff capabilities through education and training. It also discusses how professional development helps build staff morale and attract higher quality employees. The document then provides guidance on various time management strategies leaders use as well as how to measure and improve personal productivity. It defines decision making and describes the seven steps of making effective decisions. Finally, it discusses the definition of meetings and factors to consider when planning a meeting.
This document provides an overview of concepts and methods for successful training. It discusses a trainer's checklist of pre-training tasks. It also explains constructivist learning theory and how to apply it through Socratic questioning. Additionally, it outlines the DGCP method for skills transfer and the ADDIE model for instructional design. The goal is to equip trainers with best practices for planning, facilitating, and evaluating effective training.
The document discusses skills for facilitating meetings, including basic skills like making participants comfortable, encouraging participation, guiding discussions, and ensuring quality decisions are made. It covers facilitating the opening, discussion and decision making, and conclusion sections of a meeting. Challenges that may arise like disruptive behaviors are also addressed, with guidelines on prevention and response. The overall aim is building teamwork and discovering group wisdom through effective facilitation.
This document defines and compares leadership, management, and supervision. It discusses the basic definitions, components, core skills, and key aspects of managing staff performance for each. Leadership involves drawing people together around shared values and goals to formulate plans to achieve them, while management oversees activities to carry out plans and accomplish goals. Supervision guides staff production and procedures to accomplish delegated goals. The document provides detailed information on strategic planning, project planning, problem solving, delegation, communications, risk management, and managing meetings.
The document discusses skills for facilitating meetings and discussions. It outlines key facilitation skills such as making participants comfortable, encouraging participation, listening, guiding discussion, and ensuring quality decisions are made. It also covers facilitating the opening, discussion, and conclusion sections of a meeting. Challenges that may arise like side conversations or inability to reach consensus are also addressed. The overall document provides guidance on best practices for facilitating productive meetings.
Embedding design thinking VALA Conference June 11-12 2015Adrian Bertolini
A common and constant challenge within schools is that of developing student skills including resilience, problem solving, questioning, creativity and critical thinking (amongst other skills)! The design thinking framework outlines a simple process and consistent language that can be use in every classroom to develop students to be self-regulated learners.
In this workshop teachers will collaboratively explore the design thinking process and how to plan for student learning. They will leave with a set of simple strategies and resources which they can use to immediately enact the design thinking process into their classes.
Managing Meaningful Meetings. Meetings are part and parcel of modern day work. However, meaningful meetings are a rare occurrence. This presentation provides insights into Meaningful meetings.
This document discusses techniques for motivating agile teams. It begins by explaining the importance of motivation for project success, even when using agile frameworks. It then covers Bruce Tuckman's model of team formation stages: forming, storming, norming, performing, and adjourning. Successful motivational techniques discussed include goal setting, empowering team members, showing appreciation, and celebrating successes. The document also provides tips for 1:1 meetings, performance appraisals, onboarding new members, and using team building activities to increase motivation. Overall, the key message is that both self-motivation and effective leadership are needed to maintain a high-performing agile team.
This is a presentation on training strategies for teaching prepared at Kendriya Vidyalaya Sangathan, ZIET Mysore by Mr. Binoy PGT English and Faculty Member of ZIET Mysore.
An assessment centre is the final stage of the selection process used by many employers. It involves a series of exercises over one or two days to evaluate candidates on competencies required for the job. Exercises may include group discussions, role plays, presentations, case studies, and in-tray exercises. Candidates are observed and evaluated by assessors on criteria such as participation, influence over others, and problem-solving skills. The goal is not to get the right answer but to observe how candidates work with others and approach challenges. While stressful, assessment centres provide employers with reliable insights into future job performance.
The document discusses the importance of teamwork. It defines a team as a small group of people with complementary skills committed to a common purpose and goals who hold each other accountable. Teams are important because most business tasks require multidisciplinary teams. The document then outlines the stages of team building, including forming, storming, norming, performing, and adjourning. It provides tips for effective communication, conflict resolution, and roles within high-performing teams.
This document discusses managing high performance project teams. It emphasizes that conducting clinical research requires contributions from all team members. It outlines some fundamentals and challenges of project management including forming a cohesive team, maintaining motivation, and communication. It provides basics for managing teams such as establishing roles and responsibilities, communication plans, and holding regular meetings. It also discusses important leadership skills like being a good listener, connecting with others, and insulating the team from issues. Proactive communication techniques are also covered like being mindful of tone, email management, and making requests.
This document provides guidance on facilitating effective meetings. It discusses the basic skills of a facilitator, such as making participants comfortable, encouraging participation, and guiding the discussion. It also covers facilitating the opening, discussion, and conclusion of a meeting. The document provides tips for keeping the group on task, assessing engagement, clarifying discussions, and dealing with challenges that may arise. The overall aim is to explore issues, reach agreements, and identify next steps in a productive manner.
Facilitation involves guiding a group to achieve a common goal and action plan. A skilled facilitator prepares effectively, communicates clearly, listens actively, asks questions, manages timekeeping, and establishes psychological safety. They encourage participation, prevent and manage conflict, observe the group, guide discussions, ensure quality decisions and commitment to follow up actions. Key facilitation skills include making participants comfortable, encouraging participation, guiding discussions while ensuring decisions and follow up actions. A successful facilitator balances focusing on comfort, participation, and guiding the group to quality outcomes.
This document provides guidance on creating effective team meetings and collaboration. It outlines 5 keys: 1) having a clear focus with SMART goals; 2) defining roles and responsibilities; 3) using an effective structure with agendas, norms, and decision making processes; 4) employing processes like protocols and check-ins; and 5) focusing on behaviors and relationships through strong communication skills. Following these keys can help teams work together productively to improve student learning outcomes.
Productivity: The Key to Organizational SuccessMuhammad Bilal
The document outlines several key elements for organizational success, including time management, motivation, planning, collaboration, discussion, managing multitasking, and continuous learning. It emphasizes setting schedules and priorities, staying positive, setting goals, sharing plans with others, using technology effectively, discussing problems and strategies, limiting multitasking, and upgrading skills on an ongoing basis. The overall message is that following these practices can help improve productivity and growth within an organization.
This document provides information on the CGI Consultants project team. It outlines their name, motto and logo. It then introduces each team member, describing their personality types, strengths and roles. It discusses the stages of team development the group went through. It also evaluates the effectiveness of the team's meetings and assesses their progress, dynamics and conflict management. Finally, it outlines the project objectives, milestones, resources, and risks assessment.
Unlock the Future of Search with MongoDB Atlas_ Vector Search Unleashed.pdfMalak Abu Hammad
Discover how MongoDB Atlas and vector search technology can revolutionize your application's search capabilities. This comprehensive presentation covers:
* What is Vector Search?
* Importance and benefits of vector search
* Practical use cases across various industries
* Step-by-step implementation guide
* Live demos with code snippets
* Enhancing LLM capabilities with vector search
* Best practices and optimization strategies
Perfect for developers, AI enthusiasts, and tech leaders. Learn how to leverage MongoDB Atlas to deliver highly relevant, context-aware search results, transforming your data retrieval process. Stay ahead in tech innovation and maximize the potential of your applications.
#MongoDB #VectorSearch #AI #SemanticSearch #TechInnovation #DataScience #LLM #MachineLearning #SearchTechnology
Skybuffer AI: Advanced Conversational and Generative AI Solution on SAP Busin...Tatiana Kojar
Skybuffer AI, built on the robust SAP Business Technology Platform (SAP BTP), is the latest and most advanced version of our AI development, reaffirming our commitment to delivering top-tier AI solutions. Skybuffer AI harnesses all the innovative capabilities of the SAP BTP in the AI domain, from Conversational AI to cutting-edge Generative AI and Retrieval-Augmented Generation (RAG). It also helps SAP customers safeguard their investments into SAP Conversational AI and ensure a seamless, one-click transition to SAP Business AI.
With Skybuffer AI, various AI models can be integrated into a single communication channel such as Microsoft Teams. This integration empowers business users with insights drawn from SAP backend systems, enterprise documents, and the expansive knowledge of Generative AI. And the best part of it is that it is all managed through our intuitive no-code Action Server interface, requiring no extensive coding knowledge and making the advanced AI accessible to more users.
Trusted Execution Environment for Decentralized Process MiningLucaBarbaro3
Presentation of the paper "Trusted Execution Environment for Decentralized Process Mining" given during the CAiSE 2024 Conference in Cyprus on June 7, 2024.
Main news related to the CCS TSI 2023 (2023/1695)Jakub Marek
An English 🇬🇧 translation of a presentation to the speech I gave about the main changes brought by CCS TSI 2023 at the biggest Czech conference on Communications and signalling systems on Railways, which was held in Clarion Hotel Olomouc from 7th to 9th November 2023 (konferenceszt.cz). Attended by around 500 participants and 200 on-line followers.
The original Czech 🇨🇿 version of the presentation can be found here: https://www.slideshare.net/slideshow/hlavni-novinky-souvisejici-s-ccs-tsi-2023-2023-1695/269688092 .
The videorecording (in Czech) from the presentation is available here: https://youtu.be/WzjJWm4IyPk?si=SImb06tuXGb30BEH .
TrustArc Webinar - 2024 Global Privacy SurveyTrustArc
How does your privacy program stack up against your peers? What challenges are privacy teams tackling and prioritizing in 2024?
In the fifth annual Global Privacy Benchmarks Survey, we asked over 1,800 global privacy professionals and business executives to share their perspectives on the current state of privacy inside and outside of their organizations. This year’s report focused on emerging areas of importance for privacy and compliance professionals, including considerations and implications of Artificial Intelligence (AI) technologies, building brand trust, and different approaches for achieving higher privacy competence scores.
See how organizational priorities and strategic approaches to data security and privacy are evolving around the globe.
This webinar will review:
- The top 10 privacy insights from the fifth annual Global Privacy Benchmarks Survey
- The top challenges for privacy leaders, practitioners, and organizations in 2024
- Key themes to consider in developing and maintaining your privacy program
Fueling AI with Great Data with Airbyte WebinarZilliz
This talk will focus on how to collect data from a variety of sources, leveraging this data for RAG and other GenAI use cases, and finally charting your course to productionalization.
Digital Marketing Trends in 2024 | Guide for Staying AheadWask
https://www.wask.co/ebooks/digital-marketing-trends-in-2024
Feeling lost in the digital marketing whirlwind of 2024? Technology is changing, consumer habits are evolving, and staying ahead of the curve feels like a never-ending pursuit. This e-book is your compass. Dive into actionable insights to handle the complexities of modern marketing. From hyper-personalization to the power of user-generated content, learn how to build long-term relationships with your audience and unlock the secrets to success in the ever-shifting digital landscape.
Your One-Stop Shop for Python Success: Top 10 US Python Development Providersakankshawande
Simplify your search for a reliable Python development partner! This list presents the top 10 trusted US providers offering comprehensive Python development services, ensuring your project's success from conception to completion.
A Comprehensive Guide to DeFi Development Services in 2024Intelisync
DeFi represents a paradigm shift in the financial industry. Instead of relying on traditional, centralized institutions like banks, DeFi leverages blockchain technology to create a decentralized network of financial services. This means that financial transactions can occur directly between parties, without intermediaries, using smart contracts on platforms like Ethereum.
In 2024, we are witnessing an explosion of new DeFi projects and protocols, each pushing the boundaries of what’s possible in finance.
In summary, DeFi in 2024 is not just a trend; it’s a revolution that democratizes finance, enhances security and transparency, and fosters continuous innovation. As we proceed through this presentation, we'll explore the various components and services of DeFi in detail, shedding light on how they are transforming the financial landscape.
At Intelisync, we specialize in providing comprehensive DeFi development services tailored to meet the unique needs of our clients. From smart contract development to dApp creation and security audits, we ensure that your DeFi project is built with innovation, security, and scalability in mind. Trust Intelisync to guide you through the intricate landscape of decentralized finance and unlock the full potential of blockchain technology.
Ready to take your DeFi project to the next level? Partner with Intelisync for expert DeFi development services today!
Ivanti’s Patch Tuesday breakdown goes beyond patching your applications and brings you the intelligence and guidance needed to prioritize where to focus your attention first. Catch early analysis on our Ivanti blog, then join industry expert Chris Goettl for the Patch Tuesday Webinar Event. There we’ll do a deep dive into each of the bulletins and give guidance on the risks associated with the newly-identified vulnerabilities.
Ocean lotus Threat actors project by John Sitima 2024 (1).pptxSitimaJohn
Ocean Lotus cyber threat actors represent a sophisticated, persistent, and politically motivated group that poses a significant risk to organizations and individuals in the Southeast Asian region. Their continuous evolution and adaptability underscore the need for robust cybersecurity measures and international cooperation to identify and mitigate the threats posed by such advanced persistent threat groups.
Monitoring and Managing Anomaly Detection on OpenShift.pdfTosin Akinosho
Monitoring and Managing Anomaly Detection on OpenShift
Overview
Dive into the world of anomaly detection on edge devices with our comprehensive hands-on tutorial. This SlideShare presentation will guide you through the entire process, from data collection and model training to edge deployment and real-time monitoring. Perfect for those looking to implement robust anomaly detection systems on resource-constrained IoT/edge devices.
Key Topics Covered
1. Introduction to Anomaly Detection
- Understand the fundamentals of anomaly detection and its importance in identifying unusual behavior or failures in systems.
2. Understanding Edge (IoT)
- Learn about edge computing and IoT, and how they enable real-time data processing and decision-making at the source.
3. What is ArgoCD?
- Discover ArgoCD, a declarative, GitOps continuous delivery tool for Kubernetes, and its role in deploying applications on edge devices.
4. Deployment Using ArgoCD for Edge Devices
- Step-by-step guide on deploying anomaly detection models on edge devices using ArgoCD.
5. Introduction to Apache Kafka and S3
- Explore Apache Kafka for real-time data streaming and Amazon S3 for scalable storage solutions.
6. Viewing Kafka Messages in the Data Lake
- Learn how to view and analyze Kafka messages stored in a data lake for better insights.
7. What is Prometheus?
- Get to know Prometheus, an open-source monitoring and alerting toolkit, and its application in monitoring edge devices.
8. Monitoring Application Metrics with Prometheus
- Detailed instructions on setting up Prometheus to monitor the performance and health of your anomaly detection system.
9. What is Camel K?
- Introduction to Camel K, a lightweight integration framework built on Apache Camel, designed for Kubernetes.
10. Configuring Camel K Integrations for Data Pipelines
- Learn how to configure Camel K for seamless data pipeline integrations in your anomaly detection workflow.
11. What is a Jupyter Notebook?
- Overview of Jupyter Notebooks, an open-source web application for creating and sharing documents with live code, equations, visualizations, and narrative text.
12. Jupyter Notebooks with Code Examples
- Hands-on examples and code snippets in Jupyter Notebooks to help you implement and test anomaly detection models.
Nunit vs XUnit vs MSTest Differences Between These Unit Testing Frameworks.pdfflufftailshop
When it comes to unit testing in the .NET ecosystem, developers have a wide range of options available. Among the most popular choices are NUnit, XUnit, and MSTest. These unit testing frameworks provide essential tools and features to help ensure the quality and reliability of code. However, understanding the differences between these frameworks is crucial for selecting the most suitable one for your projects.
GraphRAG for Life Science to increase LLM accuracyTomaz Bratanic
GraphRAG for life science domain, where you retriever information from biomedical knowledge graphs using LLMs to increase the accuracy and performance of generated answers
GraphRAG for Life Science to increase LLM accuracy
Facilitation 1223881339031768-8
1. Welcome to:
.
.E
M
.V
ee
.I
.T
t
in
.C
g
E
F.
F.
E.
Facilitation
2. Facilitating Meetings
challenges :
Challenging Allowing Lateness
Behaviors Enough Time &
Leave Early
Getting Determining Keeping
Actions Agenda Group on
Acted On Activities Task
Getting too Phone-ee- Other
much or ness
too little or
Response Distractions
6. Meeting Components
Pre-work - Charts the course
Process - Navigates the meeting
Opening-Setting up the Session
Conducting the Session
Concluding the Session
Progress - Ensures action
7. Facilitator
• Focus is on ensuring that application
of necessary activities, assignments
and learning will occur
8. Facilitator
• Guides the session being presented
• Establishes the session ground rules
with the participants
• Navigates back to the issue(s) at hand
• Hosts the team and diplomatically acts
as a referee or works through issues
9. Facilitator
– Designs problem-solving activities
– Frames the medium used for the
process
– Maintains a neutral perception
throughout the facilitation process
11. Educator
– Instructs the projects team as needed
– Provides content though self or others
– Determines the learning needs
throughout the life of the project
– Tutors team members when appropriate
13. Coach
– Strategizes-assigns positions, tasks
– Understands the players’ abilities
– Provides feedback to redirect, reinforce
or extend performance
– Asks, encourages and offers help when
needed
15. Administrator
– Organizes team meetings
• (pre and post meeting logistics)
– Acts as the liaison between team,
stakeholders and sponsor
– Reports project status
16. Administrator
– Manages and revises plan
– Procures resources
– Navigates through additional changes
that might occur
– Documents project activities, outcomes,
products
18. Communicator
– Manages communication within the group
such as meeting summaries, project
updates, etc.
– Serves as the bridge to all
– Translates content and concepts by
effectively using various mediums to
communicate, such as presentations,
written documents, conferencing, etc.
– Connects the right people and resources
19. Communicator
– Negotiates issues as they arise in order to
complete the project
– Promotes the product(s) resulting from the
project
– Informs the sponsor to ensure ongoing
support during the project life
– Contacts stakeholders as necessary
throughout the life of the project
23. Characteristics of Facilitation
• Protects participants self-esteem
• Understands and senses group energy and
productivity and acts accordingly to keep
ideas flowing and energy up
• Monitors the pace and quality
• Helps summarize and prioritize content
• Moves group to consensus & to define and
assign next steps
24. Characteristics of Facilitation
• Creates a participatory environment with
active listening, dialogue creativity
• Directs group to focus and achieve desired
outcomes
• Suggests helpful processes to meet
outcomes
• Remains neutral on content
25. Neutrality
• Difficult when we have multiple roles
• When possible, facilitate parts of the
meeting where you are more apt to
be neutral
• Ask another group member to
facilitate topics that you have more
content input needs
28. Delivery Do’s & Don’ts
• “Professional Presence”
– Appropriate Body Language
• Appropriate Language
– Inclusive
– Certain
• Asking Questions
– Open
– Closed
– Polling
29. Group Dynamics
• Collective experience adds more
than individual experience
• Building on the ideas and
experiences of many increases
synergy and creativity
• Productivity, quality and efficiency
improve or are enhanced
• Improved communication skills
through the group interactions
30. Functional Behaviors
• Contributing
– Suggest ideas
– Offer facts, speculations and solutions
– Provide information relevant to the issue
• Clarifying
– Paraphrase, explain, ask clarifying questions,
seek additional ideas & connect one idea to
another
• Supporting
– Praise, encouragement, agreement, open
communication
• Mediating
– Seek to understand other’s point of view
– Attempt to reconcile differences, “referee”
33. Challenging Behaviors
The Under-Participator
“I have better things to do…”
“Excuse me for a minute…”
“I’ll have to check on that…”
“Could you do it?”
34. What’s Up?
• What possible resistance could
there be?
• Why?
• What else might need
consideration?
• What potential concerns are there?
• What else might I need to know?
35. General Rules of Thumb
• Stay Calm
• Relaxed & Open (non-verbal)
• Reinforce Acceptable Behavior
• Refer to Ground Rules/Roles
• Allow Group to Discourage
• Refocus to D.O./Topic Activity
• Make a Direct Statement
• Time Out!
36. ACT B.I.G.
• Describe the BEHAVIOR as you’ve
seen and heard it
• Describe the IMPACT of the behavior
—what it’s done to you, others, or
what resulted from the act
• Explain the GROWTH needed to get
a positive outcome
37. B.I.G.
“When you _______________,
I felt_________
and I noticed _________.
I would like to see you
__________
if a similar situation comes
up.”
38. Planning for Your
Audience
• Types of behavior:
– Over
– Aggressive
– Under
• Strategies to try
39. Communication Considerations
• Are there issues where
information is not
communicated clearly?
– Actions
– Goals
– Progress
41. Desired Outcome
• This meeting is to decide on a
mandatory class to teach all
staff on how to act
professionally.
42. Desired Outcome
• The desired outcome of this
meeting is to decide on a
training program that promotes
a harassment free workplace.
43. More Desired Outcomes
• This meeting is to stop wasting
too much money.
• To reduce the number of people
who show up late each day.
• To find ways to change the
sagging morale in our department
because there is too much tension
and we’re not as productive as we
should be.
• To have a team meeting.
44. Reasons to Meet
1. To identify problems
1. To solve identified problems
3. Generate ideas, Brainstorming
4. Establish Goals or Plans
5. Training or Education
45. Reasons NOT to Meet
1. Conversation, phone, or e-mail
1. Not prepared, you and/or others
3. Decision makers are not available
1. Desired Outcome is not clear
(or written)
5. A decision has already been made
46. Desired Outcomes
• Considerations:
– Purpose/Charge/Mission of Group
– Communication Needs
• Actions
• Goals
• Progress
– Decision-Making Protocol
• Guidelines
47. Pre-work: Creating the
Agenda
AGENDA:
a written document with
critical information to get the
right people together at the
same time to accomplish a
common Desired
Outcome(s).
48. Pre-work: Creating the
Agenda
What is the critical information?
–This is the stuff you need to
do at the meeting in order to
accomplish your Desired
Outcome(s).
•Presentations
•Activities, etc.
49. Pre-work: Creating the
Agenda
Contents:
Desired Outcome(s)
Start/End times
Location(s)/Accommodations
Meeting and Pre-work Assignments
Topics/Items with times allocated
50. Pre-work: Creating the
Agenda
–Who are the right people?
–Can this person help reach
the Desired Outcome(s)?
51. Pre-work: Creating the
Agenda
Whenever possible, publish the
Agenda at 48-72 hours prior to
the meeting.
–Assign a start and end time
to the meeting
–Assign a timeframe for each
topic
52. Pre-work: Creating the
Agenda
When and where should we
meet?
–If you have access to
schedules-set it up in the
calendar system
–Ask participants to accept or
decline
53. Managing Expectations
Designed to Build Trust
Typically used:
Ritual or Regular Meetings
Training Sessions
Problem Solving Sessions
Group Facilitations
54. Managing Expectations:
Ground Rules
Identify Potential Hazards
– What are some of the things you’ve
seen go wrong in a meeting?
Minimize the Impact of Hazards
– What steps can be taken to keep the
meeting as productive as possible?
55. Basic Ground Rules
• Start & end on time
• Cell phones & pagers silent/off
• Stick to the agenda/participate
• Avoid side-bar conversations
• Maintain respect for all views
• Professional language
• Maintain confidentiality
59. Problem Solving
• What is the problem?
• What are all of the possible
causes?
• What are all of the possible
solutions?
• What is the best solution &
why?
61. Consensus
• Consensus: general agreement…a
view or stance reached by a group as a
whole or by majority will.
• (In practice, consensus often means
that not all in the group agree a given
plan is ideal; rather, they may agree
they can accept it and stand behind it.)
63. Meeting Roles
Leader Facilitator
Establishes Direction Keeps on Track
Works to Decision
Ensures Participation
Ensures Action
Keeps it Positive
Ensures
Accountability Establishes Trust
Sticks to Agenda
64. Logistics: Room Set Up
• U shape
• Classroom
• Conference Style
• Table Groups
65. Logistics: Charts &
Whiteboards
• 2-3 Bold Colors
• Use Their Words
• Color for Consistency
• Touch & Turn Technique
• Parking Lot(s)
66. Process:
Conducting the Session
Opening: Setting the Stage
Welcome and Introduction
Review Agenda
Establish Ground Rules
Membership Activity
Establish Roles
Review Desired Outcome(s)
(Review necessary background 411)
68. Process: Closing the Session
Summarizing the Meeting:
The Decision reached
The Action to be taken
Assign Accountability for each
item
Assign Due Date for each item
69. Process: Closing the Session
Assign/Review Action Items
• Helps members commit to action
• Reinforces key
decisions/learning points
• Provide support and
encouragement
• Stimulates personal commitment
Evaluate the Meeting
(8:30) PG 1 Welcome to today’s EFFECTIVE meeting facilitation workshop. I’m pleased to be here today to work with you in improving our skills of meeting facilitation. No matter how long we’ve been doing it, we can always get better! In fact, we may be using many or all of the meeting best practices and still lead ineffective meetings! Whenever we facilitate a meeting, we are engaged in a growth experience in many competency or job skill areas. Most notably, interpersonal savvy, time management and drive for success and achievement.
So what will we accomplish at this particular meeting? PG 2 By the end of this workshop we will -understand the best practices for effective meeting facilitation -write a clear purpose and agenda item for an upcoming meeting -practice and coaching opportunities during a facilitation activity
Refer to Agenda This is how we will accomplish our Desired Outcomes for the Workshop. We’ll complete our Welcome and Introduction to the workshop shortly, then we will review and discuss the purpose and functions of our meetings as they relate to decision making, communication and action steps. Then we will review Facilitation Fundamentals—Language use Challenges, etc. After that, we will work through the 3 main meeting components: Pre-work, Process and Progress. Then we take action and Practice a condensed version of an upcoming meeting, and conclude with a review summary and evaluation of the training session.
PG 4 In order to prove effectiveness, evaluation must take place. We need to measure our progress after each meeting we conduct to ensure the work done at the meeting is effective. If we don’t evaluate our meetings, how do we determine their effectiveness?
PG 31 First we have Pre work or Pre-positioning: Planning!!!!!! (40-80%) First we have Pre-work. When we spend the time up from to plan and prepare for our meetings it not only charts our course for the meeting it also improves our meeting effectiveness. It also sets us up for success. Meet with “sponsor”. Explain process if necessary. Ask sponsor for expectations. Clarify realistic expectations. Gather : Background information to the situation, any history to date. Reason for Facilitation Desired Outcomes Scope, who, what and how much to include and or exclude Constraints:budgets, resources, timeframes, equipment, policies,legislation, other restrictions Group Requirements-Who to include/exclude Logistics-what’s needed to meet facilitation, stuff, place etc. Agree on how to communicate results of the session to the “sponsor” (Put this in writing and review for agreement with sponsor) Preparation: Written Desired Outcomes, Agenda, Proposed Activities, Post Session Action plans—agreed upon and published with “sponsor” approval Roles and Responsibilities of the Participants—review expectations with sponsor (resource availability, basic ground rules, etc. Time, Place Logistics confirmation Once we’ve finished the pre-work, the time eventually comes for us to conduct the meeting. That’s our Process, when we’re navigating through our agenda. When we are active in working towards fulfilling our Desired Outcome. Second: Process—The session will follow the agenda Do (10-20%) Third: Progress: Review (30-40%) Session debrief with action items Minutes and findings are written and submitted for review, Session will be evaluated, Actions and Outstanding issues are noted. Facilitator may meet again with sponsor to review any additional planning that may be needed for next session or steps. Once we’ve actually sailed through our agenda, we should have made progress if our meeting is an effective meeting. To measure progress meeting minutes can be our documentation of this progress. It may lead us to additional steps or meetings for completion. If so, then we have the information necessary to begin our planning or Pre-work for our next effective meeting.
PG 14
PG 14 continued
PG 14 continued Neutrality is a way to ensure that all ideas & participants are respected and legitimized. It is difficult when… When possible… Ask another… The opposite of Neutrality is Advocacy. If advocacy I our purpose—we may want to involve those we are advocating for. Might also want a true “neutral” facilitator to work with the group. HT foster Neutrality? Chart ideas? Ask impartial non-biased questions No judging 1 idea over another ensure participation from all maintain focus to the discussion Protect people and their ideas from attack Keep the meeting focused on D.O.s Handle challenging behaviors Validate the decisions and commitments that are made
PG 15 Competencies -Managing Expectations ------------- PG 16 –Creative and Mature Person ------------------ Understanding Adults Chart!
PG 15 Competencies -Managing Expectations ------------- PG 16 –Creative and Mature Person ------------------ Understanding Adults Chart!
Not only do we need to have an understanding of personality styles, thinking, learning & working –we also need to understand the characteristics and process of groups and group dynamics. PG 17 These are all things believed to be held true—otherwise, why would we bother to work together? Why would we have a culture that prefers face-to face meetings for communication and project/program work? Collective… Building… Productivity… Improved…
When are group is functioning well, these behaviors are being exhibited. PG 17 Contributing Clarifying Supporting Mediating
PG 22 First we have the category of Over Participators: You may know them as: Curt the Clown Tries to crack a joke at every opportunity Quinn the Questioner Has a question for almost every topic-usually unrelated to the topic Laura must Look good Makes comments about how she’s done this and that, she knows it all Don the Dominator May do all of the above and more Tips for handling the Over Participator: Acknowledge and move on: “Thanks for your comments Don, let’s move on to…” Refer to the Ground Rules as a reminder: “We agreed to stay on task-let’s get back to…” Ask them to link it to the topic, otherwise ask the to park it on a Parking Lot: “ That’s an interesting insight, how does that relate to the EFFECTIVE meeting?” Ask other participants their opinion: “Does anyone see things differently?” “What do you all think?” Summarize and move on: “Let me make sure I understand, I heard you say… thanks for the clarification, let’s refocus our attention to…” If the discussion gets off track: Acknowledge or state that we’re off track and ask a question to refocus the group Rambler: Find a natural break –yes, and…or It sounds like you’ve had challenges with ____there are a few more questions to cover with our limited time—perhaps we could take this offline?
PG 23 Unfortunately, some of our meetings can be controversial and we may be faced with Aggressive behaviors. Such as: Natalie Negativity Loudly expresses her opinion that nothing is good-everything is wrong Arnold Attacker Makes harsh personal comments directed at others and their ideas What we can do: Move closer to them balance the negative comments with positive Remain a relaxed posture Remain Non-defensive Clarify and acknowledge when necessary confirm understanding of what they are saying--paraphrase Refer to Ground Rules of respecting others and their opinions Clearly state the behaviors that are Aggressive and the behavior change needed “ Natalie, you’ve raised your voice 3 times, please lower your voice or leave until you can speak in a respectful tone.” Let the group help “What can we say to Natalie from a different perspective?” Focus on the issue at hand “Arnold, the issue is meeting time, not Natalie’s negativity.” Have a Private Discussion “Should we schedule a time for just the 2 of us to hash this out?” If it’s an issue for later—park it! You’ve raised a good point. It would be most appropriate to address it when we get to…or offline…I’ll follow up. Overall allow all challengers the opportunity to save face by remaining calm cool and collected. (To be effective, we need to maintain control of our own behavior, and not allow ourselves to be pulled in by the force of our challengers.) Often this is easier said than done. Yet, it CAN be done!
PG 24 Not only do we have over-participators that detract from the meeting objectives, the under-participator can wreak as much havoc, sometimes more. You may know the under-participator as: Chuck Chronic lateness almost always a late arrival at the start and after breaks Mr. Unprepared Has a role in the meeting and is given instruction with plenty of lead time, still comes unprepared and tries to quickly get it done while others are presenting might wing it Little Miss Lack of Follow Will volunteer and rarely takes action on her item assigned Becky Bored She may bring other work to the meeting, or she might sit staring out the window, or look down with her arms folded across her chest. She is physically in the room but mentally somewhere else-and she’s not ashamed to show it. What we can do: For those with closed body language or those that have zipped lips-Invite them in “ Looks like you’re in deep thought about this, what do you think? Use polling: Let’s take a poll-raise your hand if… “Becky, you remained a conscientious objector, what’s your perspective?” get closer proximity—make direct eye contact with non-participators Reinforce “Little Miss Lack of, and Mr. Unprepared, when can you have that for us?” Ask open ended questions & allow silence! Also, network with them at break times, be available to them after the meeting on a 1-1 basis. “ Let me know how I might help.” or “You seem to be holding back- is there something that you would like to discuss at another time?” Restate purpose & roles, objectives—we’re all here to ___ and it will help us all by___ if we can’t get moving, we may need to_______
PG 25
PG 26
PG 26 ------------------------------ Activity with the 7 Dwarves Hi Ho!
PG 6 Other pitfalls that we may be unaware of . This was lacking in the follow up and process of the meetings for the committee mentioned previously. After that, we now have a document that has primary and secondary responsibilities for delivering materials—and assigned deadlines. What about your meetings—are these things communicated clearly & how? WDYD? Decision Making is an area that this committee needs to get a better handle on. ------------------------------------- Let’s spend some time reviewing the intricacies of decision making PG 7 What traps may be at play in your current meeting?
PG 33 Let’s focus on the first Pre-work component: Our Desired Outcome(s) Well Written D.O.s are: Positive stated in term of what we want rather than what we DON’’T want Clear & Concise Stated as simple as possible Control & Influence within our control and influence especially if what we want to accomplish involves changing behaviors (know your AUDIENCE!!!) Whenever possible D.O.s should be Measurable Establish criteria to see results. Ask : What are observable metrics or performance indicators can we use to measure this? How do we quantify our outcomes? Resource-based Begin with the resources you have. Ask: With our current resources available, how or what can we achieve? Ecological Ecological in the sense that the relationship between our section or department should be fostered by what we do. If our outcomes aren’t aligned with our division or department’s mission or key initiatives, our work environment could become unhealthy, and become counterproductive. When we write our D.O.’s we need to answer the Question: Does this fit with our current business strategies?
PG 33 This was my first stab at writing a desired outcome. Let’s see if it meets the criteria. Is it Positive? No What are some of the negative words—wasting time, take so long, avoid Is it clear and concise? Maybe concise but certainly not clear. It’s very broad. Is this within my control or influence? Yes and No. I can control and influence the meetings I lead. If I practice what I preach-it’s a start. I certainly don’t have the authority to mandate that all meetings are conducted effective;y—even if I wanted to! Is it measurable? Not take so long is not really specific. Resource based? Perhaps Ecological? Yes So how can I make this more positive, clear and , measurable? Reign it in and focus on 1 best practice for effective meetings with one audience. Let’s look at my second attempt.
PG 33 The desired outcome of this session is to establish Ground Rules for all special project team meetings held during the duration of the special project! Does this meet the criteria? Positive Clear Concise Control Influence Measurable Resource based Ecological Now it’s your turn!
PG 34 More Practice! Separate participants into groups and have them re-write this D.O. (Pick a card 1,2,3,4) (Example #1: This meeting is to stop wasting too much money. By the end of this meeting we will have identified ways for our department to save money in order to increase our budget numbers.) 5 minutes to write in groups 5 minutes to present for passing the PCCCIMRE test in debrief.
PG 35 These are just a few reasons for calling a Meeting: Problem identification- problem solving Idea generating, Brainstorming Establishing plans and goals Training or Education Some more: (chart) Resolving Conflicts Generating Team SPIRIT Building Trust Consulting Informational Briefing of a procedure change Others?—Decision Making
PG 35 Some reasons not to meet: Can be handled via phone, fax, email, informal conversation Not prepared/Leader or participants Decision makers are unable to attend No Desired Outcome or established agenda A decision has already been made Some More: (chart) Too many scheduling conflicts (Let’s face it, the reality is that we may have one heck of a difficult time getting everyone together at once. We need to find the best time, place, channel etc. for MOST of the people involved. We can make provisions for those that can’t attend and have them send in advance their input to the agenda items and brief them on the decision or progress in the meeting minutes.) You’ve decided that you or just 1 other person will put on their Nikes and “Just do it.” Too many cooks spoil the meal and make the meeting boring Haven’t had time to prepare for allies or adversaries Improper visuals Too many interruptions Focusing too much on the Why & not the How Travel Expense is too great Ongoing Newsletter or Discussion Board will suffice Others?
PG 36 What exactly is an Agenda? For our purpose of EFFECTIVE meeting facilitation, an Agenda is a written document that has critical information to get the right people together at the same time in order to accomplish common Desired Outcome(s).
PG 37 Now we need to know what information we need to have to reach our D.O. This is the “stuff” that needs to get done during the meeting. Presentations Activities Demonstrations Group Assignments The words at the meeting are critical and they may be part of a paradigm shift for you at some of your meetings. Anything that can be done outside of the meeting, reading, research, pre-work, room set-up, etc.- MUST/SHOULD be done outside of the meeting. (Input on ideas prior to meeting for agenda?-buy in) (When appropriate?) If people come to your meeting unprepared for their assignment, they simply should not be there. Conduct any other part of the meeting if you can, or decide to cancel altogether if needed. Document in meeting minutes what did or did not occur in preparation for the next meeting. Having multiple short meetings is better than having a long drawn out meeting due to lack of preparation. When there is a written account as to why meetings were shortened or pushed out, it may help participants to be better prepared for future meeting. (Remember from our list of reasons not to meet. If you or others are not prepared. Don’t Meet!) AVOID HAVING “OTHER” as an Agenda item!!!!!!!!!!-never get to it or never get done on time! (My lesson at Marquette)
HO Sample Agenda Let’s review this sample Agenda. Does it include any of these things listed? Use it as a guide as you prepare your agenda for your next meeting.
PG 36 We’ve got a start at the written part-we have a written Desired Outcome now we need to determine the right people, critical information, time and place. --How have you determined who should be invited to your meetings? Who to invite? Some things to consider: -Whether or not I like them, -if I know I’ll catch flack if I don’t invite them (Maleficent in Sleeping Beauty)-they know more than I do-Just guess -someone with unique experience or historical knowledge -analytical ability/energy/initiative or passion for the topic-SME -have strong internal and external influence/relationships Who not to ask? Sometimes it’s hard to know who should and shouldn’t be there. When deciding who to invite ask this question first: Can this person help us reach the Desired Outcome? Some additional questions to ask would be: Whom are you obligated to invite? Who might be in favor of the Desired Outcome(s) that has influence? Who might be opposed to the Desired Outcome(s) that has influence? Who might be on the fence that has influence? Who might cause trouble if not invited? -------------------------- Work Group Hand Out
PG __ When possible publish the Agenda at least 48 hours in advance. The sooner the better!!! Assign start and end times for the entire session and for each topic or item. ------------ Review Today’s Agenda
PG __ ------------- HO -Pre Meeting Checklist -Low to no-cost places to meet
PG __ Additionally-- Membership activities are designed to build trust and interdependence within a group that will be meeting regularly. Membership activities should be built into meetings, especially as the group is still getting to know one another. While membership activities are not mandatory, time invested in them will pay-off in future meetings when tough, critical decisions need to be made. These are typically used for ritual or regular meetings, Training Sessions, Problem Solving Sessions and Group Facilitations. For the purposes of our skill practice, we will be conducting a brief membership activity that could add to the effectiveness of your “real” meeting after the class. Individually Read page 40 & then select a membership from the list on page 41 or write your own to use during the skill practice. ----------- HO Energizers and Icebreakers
Ask: Does anyone currently use GR for their meetings? If so, what are they? How have you found them helpful? (hopefully you’ll get a segue into the next slide item-if not…) There are 2 key reasons to use Ground Rules during a meeting… First, Ground Rules are designed to identify potential hazards to having a productive meeting. What might be some of these hazards? People having side-bar conversations People doing other work during the meeting People repeatedly taking phone calls during the meeting. Etc. Second, they are also intended to minimize the impact that these hazards may have on the meeting’s effectiveness. What steps have you all taken to keep your meetings productive? Save questions for the end. Save all applause until all winners have been announced! Etc. These steps could be considered Ground Rules. (Just don’t mandate having fun)
PG __ Some General Ground Rule Best practices are listed here. Start and end on time. If you’re waiting for a key presenter or decision maker to start the meeting on time look for any opportunity to flex the schedule with other agenda items. Be prepared! Cell phone & pager etiquette. Turn to vibrate or better yet off. What other than an emergency response can’t wait until break time? Even if we flex the schedule to start on time, our flexing should still be focused on the agenda (example of waiting for the commissioner at a FH meeting) It should be agreed upon to avoid side-bar conversations-if we are leading or facilitating and a side-bar conversation commences, what can we do? Use active listening skills Stop talking Ask for them to share with the large group, etc. Maintain respect for all views even if you don’t agree. There is more than one way to tie a shoe. No Q or idea is dumb! Avoid making judgments. Even though we’re all adults, some type of ground rule relating to language should be made. I have seen destructive behaviors when swearing and name calling was allowed at meetings or even off-color jokes or comments. I like to say to the groups I lead that I’d like to keep keep the discussion rated G or at a very minimum rated PG-13. Anything else could lead to anarchy! --When problems arise focus on solutions—deal with conflict directly—establish consensus—all will support the decision made! Don’t mandate FUN! What else might we add? If you would like some additional GR at your meetings, list them on page 42.
Common activity when facilitating is to brainstorm. There are many ways to do it.
Rules of thumb when Administering Brainstorming: -on target -l -p -c General BS Guidelines: PG 44
PG __ continued Another key activity when facilitating can be problem solving. These 4 questions are a technique to use at or before a meeting. Each member answers on own ahead of time—Instruct to BE Specific! How will having these answered ahead of time prior to the meeting be helpful? (Much time & energy can be saved) — (Can get to decision making more quickly)--Anonymously write all BEST solutions down and then vote or tweak What’s the downside? not done Option—Can do all at the meeting may take more time but create more synergy? Decisions Matrix on P 11 was 1 activity we already reviewed foe D-M. Let’s look at a few more- HO—Last page In groups, what kind of activity will you use to meet DO written on P 34? Now you have some activity ideas for your practice session—would encourage BS, PS, or DM for the skill practice rather than discussion.
PG __ We often hear we will make decisions by consensus and unless we know what consensus really is…we may be falling into a trap and have unhappy campers participating in our meetings. Let’s Another way to make decisions as a group is to have an evaluative process. On PG 11 we have a sample matrix. Might be similar to something used to make decisions on RFP’s to determine who will receive the $ to do the work. The same can apply to any decisions on work that will be completed in house”. You will need to identify the criteria that you are rating and then individually each group ember can rate and weight each criteria. Q, C, C? Let’s move to our next agenda item.
P 43 These roles are: Leader Facilitator Recorder Time-keeper Another role that might occur during the meeting is that of a presenter. What is the difference between a presenter and a Leader or Facilitator? The Presenter is responsible for delivering some or all of the meeting content. The Leader is responsible for establishing the Agenda and takes ownership of meeting the desired outcomes. The Facilitator runs the meeting. Their main focus is to keep the meeting on track. The Recorder is responsible for documenting notes from the meeting-captures all the important information, laptop, flipcharts, notepad-audio cassette- whatever. The time-keeper is the one who keeps track of the times allotted for each agenda item and will give reminders at various places during that portion of the meeting. For example, if there is a brainstorming portion, the time keeper might state at 10 minutes remaining 5 min, 2 minute warning etc. They may ask the group at the end of the time frame if we should continue or move on-getting consensus from the group and/or deferring to the Leader. If continuing-a specific time must be stated and adhered to. (example-MOC if we only had time for 1 item- what is it?) Resources may be facilitator’s of certain parts of the meeting. My be SME’s or special presenters called in—may be the participant’s or committee members—role to follow established processes of the group.
P 43 Let’s look at some more characteristics of the Meeting Leader and Facilitator Roles. One of the most difficult tasks of being a Leader is to resist the urge to dominate the meeting and or get in the way of the facilitator—(especially if you’re playing both roles) As a Facilitator it’s very difficult to draw the line in determining if one person is dominating the meeting or letting emotions get in the way of maintaining a neutral frame of mind—(especially if you’re playing more than one role!) What have you seen me do as a: Presenter Leader Facilitator Time-keeper Recorder ? (examples: OEP plan, MOC planning, class)
More Opening Session BP’s: As mentioned before, the Opening of the Session sets the stage for the “work” environment of the meeting. If well established, more likely it will go smoothly. Opening: Shapes Participant perceptions and Expectations If necessary, give additional background information to help shape the focus of the meeting or set up any of the activities or agenda topics. This can be referred to as Staging the activities or discussion.
Stage activities to create a comfortable environment Activities should: Stimulate personal interest Foster an open and relaxed atmosphere Convey enthusiasm for session content Model Facilitator Excellence: Focusing on group dynamics, issues & behaviors Responsible to safeguard self-esteem & confidence of all Initiating and maintaining constructive relationships Optimizing learning opportunities Leading by example This is really the meat of the meeting. This is probably the main focus or only focus of our meetings currently. If we have difficulty staying on track during this part of our meeting, we could be headed for more time wasted. For the purposes of the class, I’m assuming you’re the SME and know what you want to do at your next meeting. Let’s review some typical tools that we can keep in place to assist us in conducting our effective meeting.
PG 48 Each Agenda item should be reviewed with a Summary that includes: The Decision reached The Action to be taken The Due Date for the Action item(s) The Accountability for each action item is assigned to a meeting member(s) Whenever possible write these out on a flip chart or White board for all to see before moving on–it’s in black & white and can be referred to at the next meeting on progress. (Accountability) Another option is to have each person write their action item and due date on a 3 X 5 index card, then all will read their item aloud for consensus. After all agenda items have been discussed and assignments have been given, develop a follow-up plan to ensure that action is taken on time. Agree on all action items and determine how the Parking Lots will be addressed.
When we take the time at the end of the session to summarize: these are the benefits to us as a facilitator: -Helps -Reinforces -Provides Let’s jot down 1 or 2 ideas for more effectively summarizing our meetings on PG page 48.
PG 50 (11:55)? We should have achieved some progress at this point. What will help us ensure that the progress continues is to publish meeting minutes within 48 hours of the meeting. That way the information is fresh for all involved. Unless otherwise agreed upon, the meeting leader should be responsible for sending out the minutes. Not the recorder. Follow-up with those as due dates arise. (Action items) A Best Practice could be to set-up checkpoint meetings (could be phone e-mail, 1-1) this can help minimize any potential roadblock that might arise. Then Begin Planning for Future meetings using: The action items Post meeting evaluation comments Follow-up information Any new issues that might have surfaced that need attention Another Best practice suggestion is to have periodic updates if there is considerable time until the next meeting. For example, publishing the accomplishments as actions items have been met can allow the group to see progress as it happens! What other additional communication considerations need to be reviewed? Executive summary? Reporting to constituents? (Break 12-1)
So what will we accomplish at this particular meeting? PG 2 By the end of this workshop we will -understand the best practices for effective meeting facilitation -write a clear purpose and agenda item for an upcoming meeting -practice and coaching opportunities during a facilitation activity
How did our meetings go? What was the biggest challenge? What was most beneficial? What do you plan on doing differently at your next meeting as a result of this workshop?