This document provides an introduction and overview of basic facilitation skills. It defines a facilitator as someone who focuses on effective meeting processes to allow participants to focus on content. The facilitator's role is to formulate and deliver the needed structure for meetings to be effective. Some key responsibilities of a facilitator include preparation and planning, developing agendas and ground rules, keeping discussions on track, and helping the group learn and improve. The goal is to provide tools and guidance for those facilitating meetings, teams, or groups.
The author, a fundraiser for the N.C. Center for Nonprofits, shares her experience lobbying in Washington D.C. for the first time. She and colleagues from the Center met with North Carolina's congressional representatives and senator to discuss five policy issues affecting nonprofits. Though initially intimidated, the meetings went well and the author realized that policymakers are interested in nonprofit perspectives and that she could effectively advocate for the nonprofit sector.
This document presents the Core Reference Model (CRM) Version 2.0, which provides a common framework and inventory of reusable data elements and data blocks to support environmental information exchange. The CRM was developed by federal and state environmental agencies to promote standards and reduce redundancy. It defines over 200 data elements organized within 25 major data groups related to facilities, monitoring, permits, enforcement and other topics. The document outlines the CRM's role in shared schema development and provides examples of its use in various agency data flows.
This document provides an overview of Next Rockford, an organization that aims to engage Rockford's next generation of leaders. It discusses Next Rockford's founding in 2003, growth over time, accomplishments promoting education, business, and development issues. The summary also outlines Next Rockford's leadership structure, strategic planning objectives for 2009-2012, and committees that focus on key areas like business, education, and urban development.
This document summarizes a workshop for redesigning the website of the Fox Chapel Racquet Club. The workshop encouraged collaborative discussion among the committee to define the target audience and look of the new website. The goal was to engage club members in activities while attracting new members. Profiles of some club members and their goals for the new website are also provided.
The slideshow report from the Task Force assigned to search for a new District Superintendent presented to the 2012 Assembly of the Rocky Mountain District COTN.
This document provides an introduction to the 2002-2003 leadership of the National Black Data Processing Associates (NBDPA). It discusses the past president, Renee McClure, and thanks her and other past members for their service. It then introduces the new 2002 NBDPA National Executive Committee and provides a short biography for each member. The rest of the document discusses the benefits of BDPA membership and opportunities for professional development and community involvement through BDPA. It encourages members to spread information about BDPA to others.
The document provides an orientation for the extension team, outlining their roles and responsibilities in advising new colonies and chapters. It reviews the colonization process from establishing a colony through colonization week events to installation of the new chapter. The agenda also covers best practices for communication, reporting, and the unique challenges of advising a new colony through the colonization process.
TEAM Group of Companies is a group of lead largest group of companies of this line in Thailand formed by the amalgamation of 13 firms, we are prompt to meet the customer’s demands in various fields. We always embrace team work as a value in a bid to deliver quality services and ensure the optimal satisfaction of our customers.
Today, in the context of globalization, the Southeast Asian countries are all striving to encourage self-development in order to keep abreast of rapid global changes. Attracted by favourable investment atmosphere and government’s policy, we have incorporated the business on the creation, design and production of all kinds of media for public relations, alternative energy development and environmental management, and logistics services. Our unrivalled team is formed by a workforce of approximately 1,000 at present.
The author, a fundraiser for the N.C. Center for Nonprofits, shares her experience lobbying in Washington D.C. for the first time. She and colleagues from the Center met with North Carolina's congressional representatives and senator to discuss five policy issues affecting nonprofits. Though initially intimidated, the meetings went well and the author realized that policymakers are interested in nonprofit perspectives and that she could effectively advocate for the nonprofit sector.
This document presents the Core Reference Model (CRM) Version 2.0, which provides a common framework and inventory of reusable data elements and data blocks to support environmental information exchange. The CRM was developed by federal and state environmental agencies to promote standards and reduce redundancy. It defines over 200 data elements organized within 25 major data groups related to facilities, monitoring, permits, enforcement and other topics. The document outlines the CRM's role in shared schema development and provides examples of its use in various agency data flows.
This document provides an overview of Next Rockford, an organization that aims to engage Rockford's next generation of leaders. It discusses Next Rockford's founding in 2003, growth over time, accomplishments promoting education, business, and development issues. The summary also outlines Next Rockford's leadership structure, strategic planning objectives for 2009-2012, and committees that focus on key areas like business, education, and urban development.
This document summarizes a workshop for redesigning the website of the Fox Chapel Racquet Club. The workshop encouraged collaborative discussion among the committee to define the target audience and look of the new website. The goal was to engage club members in activities while attracting new members. Profiles of some club members and their goals for the new website are also provided.
The slideshow report from the Task Force assigned to search for a new District Superintendent presented to the 2012 Assembly of the Rocky Mountain District COTN.
This document provides an introduction to the 2002-2003 leadership of the National Black Data Processing Associates (NBDPA). It discusses the past president, Renee McClure, and thanks her and other past members for their service. It then introduces the new 2002 NBDPA National Executive Committee and provides a short biography for each member. The rest of the document discusses the benefits of BDPA membership and opportunities for professional development and community involvement through BDPA. It encourages members to spread information about BDPA to others.
The document provides an orientation for the extension team, outlining their roles and responsibilities in advising new colonies and chapters. It reviews the colonization process from establishing a colony through colonization week events to installation of the new chapter. The agenda also covers best practices for communication, reporting, and the unique challenges of advising a new colony through the colonization process.
TEAM Group of Companies is a group of lead largest group of companies of this line in Thailand formed by the amalgamation of 13 firms, we are prompt to meet the customer’s demands in various fields. We always embrace team work as a value in a bid to deliver quality services and ensure the optimal satisfaction of our customers.
Today, in the context of globalization, the Southeast Asian countries are all striving to encourage self-development in order to keep abreast of rapid global changes. Attracted by favourable investment atmosphere and government’s policy, we have incorporated the business on the creation, design and production of all kinds of media for public relations, alternative energy development and environmental management, and logistics services. Our unrivalled team is formed by a workforce of approximately 1,000 at present.
The document reports the results of a survey on welfare benefits and social support for those with Myalgic Encephalomyelitis (M.E.). The survey found that most respondents received care from family members, with the majority of primary family carers being between 36-65 years old. Smaller numbers received care from friends, social services, or private carers.
Welfare Reform Consultation Survey - People No Longer in EmploymentMark
The document is a survey about employment status and barriers to employment for people with M.E. (myalgic encephalomyelitis). Key findings from the survey include:
- Over 50% of respondents were advised or forced to leave their previous employment due to health reasons.
- The greatest reported barriers to gaining employment were difficulty with cognition, chronic pain, fluctuating health, and overwhelming exhaustion.
- While most respondents would like to work, they reported needing accommodations such as flexible hours, working from home, and frequent breaks in order to do so.
B-sides Las Vegas - social network securityDamon Cortesi
A presentation I gave at the first b-sides Las Vegas security conference showing the security challenges we face going forward in the era of open-by-default social networking.
The document summarizes the results of a 2008 survey by Action for M.E. and the Association of Young People with M.E. on the geographical spread and demographics of respondents. Over 2,700 people responded, with the majority located in England and most identifying as white British females. The survey also found that most respondents became ill in their teens or twenties.
A EVOLUÇÃO DO COMPROMISSO DO SISTEMA INTERAMERICANO EM FAVOR DOS PRINCIPIOS D...maristelaroget
O documento discute a evolução do compromisso do sistema interamericano com os princípios democráticos. (1) Inicialmente, o documento traça a herança histórica desse compromisso e suas manifestações iniciais. (2) Em seguida, descreve a oficialização gradual desse compromisso por meio de instrumentos jurídicos na Organização dos Estados Americanos. (3) Por fim, analisa o fortalecimento dos mecanismos institucionais de proteção e promoção da democracia no continente americano.
Samantha Tan reflects on balancing her Yin and Yang energies to facilitate positive social change through dialogue. Previously focused on her Yang side of achieving goals and success, she became exhausted. Now she prioritizes her Yin side of being intuitive, receptive and allowing space for others. Through The Work of Byron Katie and the poetry of Rainer Maria Rilke, she has learned to question her critical thoughts and live more from her heart. By developing both her Yin and Yang energies, Samantha sees dialogue as a way to co-create positive change and sees her role as enabling emergent realities rather than directly achieving personal goals.
Welfare Reform Consultation Survey - People in EmploymentMark
The document is a survey conducted by Action for M.E. regarding welfare reform and employment. It includes several charts and questions regarding respondents' current and former employment status, hours worked, necessary adjustments by employers, and any relapses experienced from employment. Over 900 respondents provided information on their sector of employment, work duties, hours, changes required due to illness, and potential additional adjustments needed.
Marks Trip To Ground Zero And Valley Forge Presentationguest3413db
Mark took a trip to visit two important historical sites. He first went to Ground Zero in New York City, where the World Trade Center towers once stood before being destroyed on September 11, 2001. He then traveled to Valley Forge, Pennsylvania to see where General George Washington and the Continental Army spent the winter of 1777-1778 during the American Revolutionary War.
This document summarizes Bam Aquino's HAPINOY initiative in the Philippines which aims to empower "nanays" or aunties to become entrepreneurs. It does this through a more efficient distribution system for sari-sari stores. The initiative addresses issues of access to goods and healthcare for many Filipinos. It builds upon existing sari-sari stores and microfinance platforms. Over 200 stakeholders from government, business and civil society participated in an April 2011 conference to learn from prototypes and discuss building a learning nation in the Philippines.
Sensor Networks or Smart Artifacts? - Ubicomp 2007 Gerd Kortuem
Talk at Ubicomp 2007.
Industrial health and safety is an important yet largely unexplored application area of ubiquitous computing. In this paper we investigate the relationship between technology and organization in the context of a concrete industrial health and safety system. The system is designed to reduce the number of incidents of “vibration white finger” (VWF) at construction sites and uses wireless sensor nodes for monitoring workers’ exposure to vibrations and testing of compliance with legal health and safety regulations. In particular we investigate the impact of this ubiquitous technology on the relationship between management and operatives, the formulation of health and safety rules and the risk perception and risk behavior of operatives. In addition, we contrast sensor- network inspired and smart artifact inspired compliance systems, and make the case that these technology models have a strong influence on the linkage between technology and organization.
This document discusses the promises and limitations of fast CT angiography for coronary artery imaging. It summarizes that CT techniques have improved over time, with multislice spiral CT now able to acquire images with high spatial resolution and good contrast in less than 500 ms. However, temporal resolution remains a challenge, especially at higher heart rates. CT coronary angiography has high negative predictive value for ruling out significant stenoses when image quality is sufficient, but it cannot replace cardiac catheterization and has limitations for patients with arrhythmias or unevaluable arteries. The detection of coronary plaque is also discussed as a potential role for CT, but accuracy and reproducibility require further study.
Aankondiging Liferay Could Services beta tijdens de druk bezochte Liferay Netherlands User Group of 6 Maart in de CabFab in Den Haag. Met dank voor de gastvrijheid van Worth IT.
The document summarizes key points from the book "The Three Laws of Performance" about enabling organizations and leaders to rewrite the future through conversations. It discusses three laws of performance: 1) How people perform correlates to how situations occur to them, 2) How a situation occurs arises from language, and 3) Future-based language can transform how situations occur. It also describes three corresponding leadership corollaries and how future-based conversations can create self-led organizations that continually rewrite their future through stakeholder participation.
June 2011 CPYF Dialogue Newsletter - In Praise of the Incomplete Leader / 不完美領導力CP Yen Foundation 朝邦文教基金會
1. The document discusses the concept of the "incomplete leader" who understands their strengths and weaknesses and engages leadership throughout the organization rather than trying to be a "complete leader" who is flawless in all areas.
2. It describes four key leadership capabilities - sensemaking, relating, visioning, and inventing - that are required for effective distributed leadership. No single leader will excel at all four equally.
3. The best leaders create an environment where these four capabilities are distributed across people in the organization, leveraging different strengths to move in a shared direction.
This document summarizes survey results from Action for M.E. and the Association of Young People with M.E. regarding the severity of M.E. symptoms by age. It shows that:
- The percentage of people bedbound decreases with age, from 9.09% of those aged 0-11 to 4.95% of those over 66.
- The percentage housebound is highest for those aged 12-17 at 27.22% and decreases with age.
- The largest group for all ages is those mobile over short distances, ranging from 38.46% to 59.09% depending on age.
This document provides a framework for understanding leadership. It discusses four key leadership capabilities: sensemaking, relating, visioning, and inventing. Sensemaking involves making sense of the current situation. Relating focuses on developing relationships and connecting with others. Visioning is about creating a compelling vision of the future. Inventing is developing new ways of working together to achieve the vision. The framework also discusses the idea of a "change signature" - each leader's unique way of using these capabilities to create change. Leadership is seen as both an individual and collective capacity.
The document appears to be the results of a consultation survey conducted by Action for M.E. regarding welfare reform and the Work Capability Assessment in the UK. The survey asked questions about whether the assessment accurately identifies those with M.E. who should be in the support or work-related activity groups. Additional questions addressed experiences with past assessments, the impact of assessments on health, and views on new proposals to support returning to employment. The responses showed that most felt the assessment does not accurately identify capability levels and that health has been negatively impacted. When asked about changes to make work easier, increased understanding of M.E. was most commonly cited.
This document provides guidance for new managers on how to be effective in their role. It discusses common mistakes that new managers make, such as taking too much control, not delegating properly, or forgetting to listen to employees. The document recommends creating a 90 day plan to help shorten the learning curve. An effective 90 day plan would involve setting goals and priorities, building relationships with key stakeholders, and focusing on credibility by meeting or managing expectations. The document also provides tips on essential skills like communication, delegation, and giving feedback to help new managers succeed.
Berk is a hardworking and independent person focused on achieving long-term goals through practical solutions. He strives for efficiency and perfectionism in his work. While logical and able to solve problems creatively, he may need to improve follow-through and delegation. Berk aims to live by his own rules and ensure others are productive, which could be seen as one-sided by some. He prefers direct communication focused on truth and accuracy.
The document reports the results of a survey on welfare benefits and social support for those with Myalgic Encephalomyelitis (M.E.). The survey found that most respondents received care from family members, with the majority of primary family carers being between 36-65 years old. Smaller numbers received care from friends, social services, or private carers.
Welfare Reform Consultation Survey - People No Longer in EmploymentMark
The document is a survey about employment status and barriers to employment for people with M.E. (myalgic encephalomyelitis). Key findings from the survey include:
- Over 50% of respondents were advised or forced to leave their previous employment due to health reasons.
- The greatest reported barriers to gaining employment were difficulty with cognition, chronic pain, fluctuating health, and overwhelming exhaustion.
- While most respondents would like to work, they reported needing accommodations such as flexible hours, working from home, and frequent breaks in order to do so.
B-sides Las Vegas - social network securityDamon Cortesi
A presentation I gave at the first b-sides Las Vegas security conference showing the security challenges we face going forward in the era of open-by-default social networking.
The document summarizes the results of a 2008 survey by Action for M.E. and the Association of Young People with M.E. on the geographical spread and demographics of respondents. Over 2,700 people responded, with the majority located in England and most identifying as white British females. The survey also found that most respondents became ill in their teens or twenties.
A EVOLUÇÃO DO COMPROMISSO DO SISTEMA INTERAMERICANO EM FAVOR DOS PRINCIPIOS D...maristelaroget
O documento discute a evolução do compromisso do sistema interamericano com os princípios democráticos. (1) Inicialmente, o documento traça a herança histórica desse compromisso e suas manifestações iniciais. (2) Em seguida, descreve a oficialização gradual desse compromisso por meio de instrumentos jurídicos na Organização dos Estados Americanos. (3) Por fim, analisa o fortalecimento dos mecanismos institucionais de proteção e promoção da democracia no continente americano.
Samantha Tan reflects on balancing her Yin and Yang energies to facilitate positive social change through dialogue. Previously focused on her Yang side of achieving goals and success, she became exhausted. Now she prioritizes her Yin side of being intuitive, receptive and allowing space for others. Through The Work of Byron Katie and the poetry of Rainer Maria Rilke, she has learned to question her critical thoughts and live more from her heart. By developing both her Yin and Yang energies, Samantha sees dialogue as a way to co-create positive change and sees her role as enabling emergent realities rather than directly achieving personal goals.
Welfare Reform Consultation Survey - People in EmploymentMark
The document is a survey conducted by Action for M.E. regarding welfare reform and employment. It includes several charts and questions regarding respondents' current and former employment status, hours worked, necessary adjustments by employers, and any relapses experienced from employment. Over 900 respondents provided information on their sector of employment, work duties, hours, changes required due to illness, and potential additional adjustments needed.
Marks Trip To Ground Zero And Valley Forge Presentationguest3413db
Mark took a trip to visit two important historical sites. He first went to Ground Zero in New York City, where the World Trade Center towers once stood before being destroyed on September 11, 2001. He then traveled to Valley Forge, Pennsylvania to see where General George Washington and the Continental Army spent the winter of 1777-1778 during the American Revolutionary War.
This document summarizes Bam Aquino's HAPINOY initiative in the Philippines which aims to empower "nanays" or aunties to become entrepreneurs. It does this through a more efficient distribution system for sari-sari stores. The initiative addresses issues of access to goods and healthcare for many Filipinos. It builds upon existing sari-sari stores and microfinance platforms. Over 200 stakeholders from government, business and civil society participated in an April 2011 conference to learn from prototypes and discuss building a learning nation in the Philippines.
Sensor Networks or Smart Artifacts? - Ubicomp 2007 Gerd Kortuem
Talk at Ubicomp 2007.
Industrial health and safety is an important yet largely unexplored application area of ubiquitous computing. In this paper we investigate the relationship between technology and organization in the context of a concrete industrial health and safety system. The system is designed to reduce the number of incidents of “vibration white finger” (VWF) at construction sites and uses wireless sensor nodes for monitoring workers’ exposure to vibrations and testing of compliance with legal health and safety regulations. In particular we investigate the impact of this ubiquitous technology on the relationship between management and operatives, the formulation of health and safety rules and the risk perception and risk behavior of operatives. In addition, we contrast sensor- network inspired and smart artifact inspired compliance systems, and make the case that these technology models have a strong influence on the linkage between technology and organization.
This document discusses the promises and limitations of fast CT angiography for coronary artery imaging. It summarizes that CT techniques have improved over time, with multislice spiral CT now able to acquire images with high spatial resolution and good contrast in less than 500 ms. However, temporal resolution remains a challenge, especially at higher heart rates. CT coronary angiography has high negative predictive value for ruling out significant stenoses when image quality is sufficient, but it cannot replace cardiac catheterization and has limitations for patients with arrhythmias or unevaluable arteries. The detection of coronary plaque is also discussed as a potential role for CT, but accuracy and reproducibility require further study.
Aankondiging Liferay Could Services beta tijdens de druk bezochte Liferay Netherlands User Group of 6 Maart in de CabFab in Den Haag. Met dank voor de gastvrijheid van Worth IT.
The document summarizes key points from the book "The Three Laws of Performance" about enabling organizations and leaders to rewrite the future through conversations. It discusses three laws of performance: 1) How people perform correlates to how situations occur to them, 2) How a situation occurs arises from language, and 3) Future-based language can transform how situations occur. It also describes three corresponding leadership corollaries and how future-based conversations can create self-led organizations that continually rewrite their future through stakeholder participation.
June 2011 CPYF Dialogue Newsletter - In Praise of the Incomplete Leader / 不完美領導力CP Yen Foundation 朝邦文教基金會
1. The document discusses the concept of the "incomplete leader" who understands their strengths and weaknesses and engages leadership throughout the organization rather than trying to be a "complete leader" who is flawless in all areas.
2. It describes four key leadership capabilities - sensemaking, relating, visioning, and inventing - that are required for effective distributed leadership. No single leader will excel at all four equally.
3. The best leaders create an environment where these four capabilities are distributed across people in the organization, leveraging different strengths to move in a shared direction.
This document summarizes survey results from Action for M.E. and the Association of Young People with M.E. regarding the severity of M.E. symptoms by age. It shows that:
- The percentage of people bedbound decreases with age, from 9.09% of those aged 0-11 to 4.95% of those over 66.
- The percentage housebound is highest for those aged 12-17 at 27.22% and decreases with age.
- The largest group for all ages is those mobile over short distances, ranging from 38.46% to 59.09% depending on age.
This document provides a framework for understanding leadership. It discusses four key leadership capabilities: sensemaking, relating, visioning, and inventing. Sensemaking involves making sense of the current situation. Relating focuses on developing relationships and connecting with others. Visioning is about creating a compelling vision of the future. Inventing is developing new ways of working together to achieve the vision. The framework also discusses the idea of a "change signature" - each leader's unique way of using these capabilities to create change. Leadership is seen as both an individual and collective capacity.
The document appears to be the results of a consultation survey conducted by Action for M.E. regarding welfare reform and the Work Capability Assessment in the UK. The survey asked questions about whether the assessment accurately identifies those with M.E. who should be in the support or work-related activity groups. Additional questions addressed experiences with past assessments, the impact of assessments on health, and views on new proposals to support returning to employment. The responses showed that most felt the assessment does not accurately identify capability levels and that health has been negatively impacted. When asked about changes to make work easier, increased understanding of M.E. was most commonly cited.
This document provides guidance for new managers on how to be effective in their role. It discusses common mistakes that new managers make, such as taking too much control, not delegating properly, or forgetting to listen to employees. The document recommends creating a 90 day plan to help shorten the learning curve. An effective 90 day plan would involve setting goals and priorities, building relationships with key stakeholders, and focusing on credibility by meeting or managing expectations. The document also provides tips on essential skills like communication, delegation, and giving feedback to help new managers succeed.
Berk is a hardworking and independent person focused on achieving long-term goals through practical solutions. He strives for efficiency and perfectionism in his work. While logical and able to solve problems creatively, he may need to improve follow-through and delegation. Berk aims to live by his own rules and ensure others are productive, which could be seen as one-sided by some. He prefers direct communication focused on truth and accuracy.
Best Practices for Using Games and Simulations in the ClassroomSIIA12
Practical hands-on tips and insights for successfully integrating games into classroom practice. Guidelines to successfully implement games in classrooms in grades 5-12, from those schools and companies that have pioneered this space.
Managing change in today\'s topsy turvey business climate -- practical tips in this eBook produced in association with Interaction Associates. More info is at: www.interactionassociates.com
LinkedIn for the Executive, Social Media Marketing WorkshopHåkan Söderbom
This presentation is used in a workshop with executives during a networking session. The objective is to provide some deeper insight into how recruiters use LinkedIn to find and select executive candidates. Half a dussin recruiters and another half dussing social media/LinkedIn experts kindly provided their input.
What does it mean to be a diversity leader? Over the past several years, diversity has been a hot topic. However, as times change,
and business challenges increase, the term has become a stale reference to check off a list of politically correct requirements.
As leaders in diversity, we are challenged to educate, energize, and excite our organization around diversity initiatives. These
initiatives build the foundation of creativity, innovation, and transformative results. Diversity and Inclusion leaders are key players
on the executive leadership team with the specific responsibility for ensuring that human resources are honored, embraced,
and ready to contribute great value. Diversity and Inclusion leaders are trusted advisors that fundamentally create strategies that
result in corporate cultural transformations to effectively support the mission and vision of the organization. To continue to be
successful and safeguard the great work and efforts of those before you, you must create a brand and image that reflects high
integrity and strong leadership capacity. This workshop will arm you with the skills you need to change your leadership image
and effectively function as a vital part of the leadership vision.
Learning Objective: Diversity leaders create a brand and image that supports and reflects competence and business value.
Outcomes-At the end of this workshop, participants will be able to:
a. Explore key diversity and inclusion leadership and management skills
b. Understand strategies for building the right brand and image
c. Examine what it means to transform organizational culture
d. Create a personal plan for excellence in diversity and inclusion leadership
e. Explore business challenges that impact diversity and inclusion leaders
The document provides an overview of the career development process and encourages students to build a board of advisors. It explains that career development is an ongoing process of self-discovery where past experiences provide insights. Students should explore opportunities, test their strengths and interests, and learn to communicate effectively. The key is to engage fully in all aspects of the process to gain ownership over decisions. Building a board of advisors can help students learn about themselves through feedback, advice on next steps, and insights into how advisors have made their own decisions. Students should consider people from different areas of their lives, like family, friends, professors, coaches and supervisors, who can offer unique perspectives.
1) The document summarizes an organizational management presentation given by Wendy Scott on topics including general management, branding and positioning, financial management, globalization, and strategic planning.
2) Key aspects of general management discussed include staff and volunteer training, defining core values and competencies, managing change and innovation, and developing internal and external metrics.
3) Branding and positioning involves environmental scanning to develop strategies, identifying the association's unique value proposition, and integrating the brand across all activities.
4) Financial management focuses on developing and managing budgets, good financial reporting, independent reviews and audits, investment policies, and internal controls.
The document summarizes discussions from breakfast seminars on CIO succession planning. Key points include:
1) Succession planning requires an organization-wide strategic approach involving HR and senior leadership.
2) Factors like competencies, culture, and the CIO's relationship with the CEO/board must be considered.
3) Responsibility for succession planning should be delegated throughout the organization and regularly reviewed.
The document summarizes Group Health Cooperative's process of developing a new intranet. It conducted staff surveys and focus groups to understand needs, then issued an RFP and selected a vendor. A project team planned and launched the new intranet, which aimed to make information easier to find. However, there were surprises along the way, such as negative reactions to photos and design issues. The intranet launch taught lessons about involving stakeholders, understanding real user needs, and anticipating surprises. The intranet is now focused on continuous improvement based on data and user feedback.
If there’s one thing that’s certain about the future it’s that nothing about the future is certain. That makes it hard to plan, does it not? Yet, to succeed in the new economy you must have a strategy—and soon. It’s urgent. So, what should you do?
Start with your employees. They will have a lot to do with whether your company’s future is successful or not. Consequently, the experience you provide must be envisioned in advance and delivered according to your plan. It must attract premier talent and ensure they will want to stay and perform. And it must enable your employees to easily buy into and support your vision for the future—so they will be as committed to the company’s success as you are.
So, what kind of experience will do that?
That is the issue we addressed in this broadcast.
The Sustainable Economy Dialogue process involved over 400 participants in 161 sessions across 5 countries. When asked about the fundamental goal of a good economy, there was broad consensus that it should steadily improve the wellbeing of all people, now and in the future, with due regard for equity, within the constraints of nature, through active engagement of all participants.
Current economies were seen as failing this goal due to a variety of causes. Strategic issues included a lack of shared purpose and values as well as short-termism. Structural issues dealt with problems in governance and incentives. Operational issues involved what gets measured and costed. An underlying concern was about education and awareness.
Participants proposed numerous ways for business to
Amber D. Evans-Marcu (Virginia Tech, rSmart) presents information obtained in her dissertation research regarding how awareness and adoption are often hindered by assumptions, misconceptions and a general lack of knowledge regarding any innovation. During her research, she unearthed a trove of adoption models specifically for use in higher education. In this session, she will explain how her experience and knowledge to apply a particular diffusion of innovation model, the Concerns Based Adoption Model (CBAM), came to fruition during the VT Transition from Blackboard to Sakai. She will also explain how other models can prove effective against significant resistance that can often arise across campuses from non-technical stakeholders, especially those unfamiliar with the open source ecosystem.
In this session, Evans-Marcu will explain:
* The importance of models
* Selecting a model
* Applying the CBAM model
* Pitfalls to avoid
The document discusses challenges teams face when implementing DevOps. It describes how the project manager, developer head, infrastructure head, and QA head each have concerns about adopting DevOps for an upcoming project. The project manager is worried it will be difficult, the developer head's team does not want to work more closely with infrastructure, the infrastructure head fears losing control and not having skills, and the QA head's team does not have automation skills or time. It also provides suggestions for how leadership can address resistance to change and help the teams progress in their DevOps transformation.
The Outstanding Organization: The Power of EngagementTKMG, Inc.
Recorded webinar: http://slidesha.re/1dBAjZG
Subscribe: http://www.ksmartin.com/subscribe
To purchase the book: http://bit.ly/TOObk
Organizations who deliver consistently high levels of performance have significantly higher levels of employee ENGAGEMENT than those that don't. From the moment a new hire walks through your company's door, you have the opportunity to engage them or not.
In this webinar, you'll learn how to establish the climate that enables engagement and how to view onboarding, improvement, and problem-solving through an engagement lens, boosting organizational performance along the way.
The document summarizes a webinar on making better fundraising decisions presented by Nowshad Ali on August 14, 2012. The webinar explored key elements of strong decision making, components of effective organizations, fundraising strategies, and how to improve results through better information. Attendees learned a simple process for decision making and were reminded of the importance of operating from a sound financial base, clear roles, effective use of resources, understanding their environment, and constant focus on their mission through communication.
Jeff Gallimore, Gene Kim, and Tim Buntel discuss the tactics behind expanding DevOps in the enterprise, in this great presentation. Watch the on-demand webinar here: http://bit.ly/2xygVQ7
The document discusses avoiding IT strategy and investment disasters. It outlines an agenda for a presentation on identifying lessons from past IT failures and developing strong IT management capabilities. The presentation covers examples of major IT disasters, "sins" that contributed to failures, methods for learning from mistakes like researching case studies and reviewing lessons identified. It also discusses frameworks for assessing an organization's IT maturity and providing roadmaps for improvement. The goal is to help attendees recognize lessons from their own experiences and strengthen their ability to manage IT for business value.
The document summarizes research conducted with key stakeholders of the Institute of Design including prospects, students, alumni, faculty and staff. Personas were created for each group to characterize their needs. Observations from the research showed that while all value community, individuals feel disconnected from the physical school and each other. They struggle to find relevant information and ways to virtually connect. The goal is to generate concepts for an online community platform to help address these issues and better connect the ID community.
В ежеквартальном обзоре тенденций в сфере высоких технологий Technology Forecast: Transforming collaboration with social tools, рассматриваются меры противодействия перегрузке средств связи и способы активизации потенциала для коллективной работы через эффективное использование новых мощных социальных инструментов. Бизнес социален по своей природе, именно поэтому масштабируемые средства коллективной работы и связи имеют фундаментальное значение.
This document summarizes a 2011 workshop on dialogic change processes facilitated by Philip Thomas of D3 Associates and sponsored by the CP Yen Foundation. The 3-day workshop was held in Taipei, Taiwan from November 4-6, 2011 to explore how dialogue can contribute to social change through inclusive multi-stakeholder processes. Participants would learn about designing good change processes, common challenges, and apply the concepts to their own work contexts. The agenda covered exploring understandings of dialogue and change, elements of process design, and emergent issues. Fundamentals discussed included the importance of coordinated action, rigorous thinking, relationship building, and appropriate social tools and processes.
九月份對話新訊息 身處當下的12個原則 September 2011 CPYF dialogue newsletter - 12 principle...CP Yen Foundation 朝邦文教基金會
The document outlines 12 principles for accessing a state of "presencing" from the primordial source: (1) All forms arise from and return to the primordial source; (2) Commit to liberation in this lifetime; (3) Relax and surrender to life. The principles then discuss cultivating presence, going with the universal flow, resting in an open heart, compassion arising from love, cutting through to clarity and luminosity, returning to the source, and using one's abilities to serve others from this liberated state.
This workshop summary discusses reflective leadership practices for driving change. It describes how mental models shape our views and often act below our awareness to maintain the status quo. An "immunity to change" model is described that similarly preserves the quo through individual and group behaviors. The workshop introduced a "four column exercise" tool based on years of research. It guides reflection on goals, behaviors that undermine goals, potential conflicting commitments behind those behaviors, and underlying assumptions. Coaching helps apply this framework to better understand one's own mental models and pathways for growth and change.
The CP Yen Foundation facilitated several collaborative events and programs in 2010 focused on dialogue and positive social change, including co-sponsoring the Asia Pacific Greens Network Congress and a social dialogue event. They also trained dialogue volunteers and developed an online community for practitioners. Looking ahead, the foundation will continue deepening the art of dialogue in education and non-profits through workshops and translating resources. Their goal is to elevate the importance of dialogue to the level of national literacy.
This document provides an overview of people-centered organizations and highlights key discussions from recent events focused on this theme. It summarizes (1) a workshop on employee ownership models and how they can benefit both businesses and employees, (2) the National Coalition for Dialogue & Deliberation event on moving past polarization through public engagement techniques, and (3) a Presencing Institute workshop on opening oneself to channel emergent change. The document also shares notes on Clark University's initiative to develop a culture of respectful dialogue on campus.
This document contains an interview with Otto Scharmer, an expert in innovation and leadership. He discusses four key points for enabling innovation: globalization, personalization, prototyping, and cross-sector networking. For globalization, he means bringing together people from different cultures to solve shared problems. For personalization, he emphasizes the personal journey of understanding one's purpose and creativity. Prototyping means learning by doing through small experiments. Cross-sector networking involves collaborating across organizations and sectors to address complex issues. Scharmer believes innovations start small and testing ideas through prototyping is important.
This newsletter discusses key concepts from organizational learning and leadership. It introduces the five disciplines of learning organizations: personal mastery, shared vision, mental models, team learning, and systems thinking. It provides examples and insights around these disciplines, including how mental models determine our perceptions, the importance of reflection to understand our thought processes, and how systems thinking can help address problems by understanding interrelationships rather than blaming individuals. The newsletter aims to cultivate the reader's learning and inspire how these concepts could apply to developing the CP Yen Foundation into a learning organization.
The document summarizes the introduction and spread of the Green Revolution in India. It describes how Norman Borlaug developed high-yielding varieties of wheat and rice with support from the Rockefeller Foundation. These varieties were introduced in India in the 1960s through a collaboration between the Ford Foundation and Indian government. Punjab was the initial site due to reliable water supply and agricultural success. The introduction of HYVs led to increased crop production and self-sufficiency in grains for India. However, it also caused environmental problems from overuse of fertilizers and pesticides. The Green Revolution impacted local communities and increased inequality among farmers.
The group has access to the entire 4th floor of BIT for their project, including one large classroom with AC, tables, wifi, a projector and microphone, four medium classrooms with similar amenities, a 30m corridor without AC or fans, and a small room with a fan and tools/equipment. The professor is 75 years old and puts pressure on the group, while some tools and equipment will also be available.
1. The document outlines the progress made in planning a workshop on agriculture and energy. It discusses thematic sessions on each topic, including potential panelists from organizations like PetroChina, GE, and Shell.
2. Plans are outlined for a group project, leadership session, and site visits to places like a gas power plant and water reservoir.
3. A keynote speaker has been secured from Monitor Group, and others are being contacted from groups like the World Bank and various energy companies.
1. The document outlines the agenda for a workshop including thematic sessions on agriculture and energy, a group project, leadership session, site visits, and keynote speakers.
2. The agriculture session discusses the successes and issues of India's Green Revolution, and JICA's efforts to address similar problems in China.
3. The energy session includes a panel discussion on technology transfer obstacles and solutions in the power and energy sector with representatives from PetroChina, GE, and Shell.
This document discusses the art of facilitation and how it can be used to evoke and create wisdom within groups. It describes facilitation as drawing out a group's existing wisdom to solve problems or create solutions. The key skill of a facilitator is guiding reflective thinking by asking questions that move a group from recalling experiences to interpreting meaning and making decisions. When done respectfully, this process allows groups to integrate knowledge and come to a consensus beyond what any individual could achieve alone. Facilitation seeks to represent all stakeholders to consider every perspective in developing wise solutions.
This document discusses the art of focused conversation and how it can be used effectively. It begins by explaining how society has lost the capacity for dialogue and finding deeper meaning through individual views and self-interest. It then provides examples of different types of conversations from brief exchanges to more in-depth discussions. It introduces the Socratic method of using questions to discover reality and have deeper discussions. The document focuses on the Focused Conversation Method developed by the Institute of Cultural Affairs, which uses a structured process moving from objective to reflective to interpretive to decisional questions. It provides examples of how this method could be applied to discussions of legislation, presentations, and addressing ineffective employees. The summary highlights the main topic of focused conversations and examples of its
The document discusses several potential locations for hosting meetings and presentations, including conference rooms with round tables that could be replaced with rectangular tables, a room with a screen but needing a projector, a public room in a dorm suitable for staff meetings, and a dorm room with a private bath. However, one location in a corridor near a workshop lacks air conditioning, and another candidate room would be difficult to reconfigure due to fixed seating.
This document outlines the agenda for the STeLA Forum progress meeting on June 5, 2010. It includes the following items:
1) A thematic session on agriculture that will discuss the green revolution and involve a speaker on new agricultural technologies in China.
2) A thematic session on energy that will involve a role play on clean coal technology stakeholders.
3) A group project to construct a solar energy collector.
4) A leadership session led by Joe, Vivek and Keli.
5) Plans for site visits including to a gas power plant, an energy education base, a water reservoir, and a solar power equipment plant.
6) Securing a key
Clean coal technology aims to make coal a cleaner energy source. It discusses two key technologies: coal washing and integrated gasification combined cycle (IGCC). It then analyzes issues for China in transferring clean coal technologies from other countries, including economic problems like pricing mechanisms and limited investment, as well as political challenges such as intellectual property rights and discriminatory policies. Technology transfer efforts also face social and managerial difficulties within Chinese companies.
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2. 2002 Basic Facilitation Primer
PREFACE Team Members
What you are about to read is the result of the de- Dennis W. Burke Ned Ruete
dication and hard work of several professional or- Lean Promotion Officer Process Specialist
ganizations and individuals. The ASQ Human Devel- TRW Automotive Computer Sciences Corp.
opment and Leadership Division sponsored and en- dennis.burke@trw.com nruete@csc.com
listed both the Association for Quality and Partici- 734.646.8346 860.425.6060
pation and the International Association of Facilita-
tors membership to collaborate on this basic meet- Melanie Donahoe Ed Smith
ing facilitation guide. This marks the first collabo- Quality Circle Facilitator Quality Circle Facilitator
rative publication effort for HD&L and, we hope, not Pelco, Inc. Pelco, Inc.
the last. The Authors realize the need to assemble mdonahoe@pelco.com esmith@pelco.com
additional facilitation guides that will capture more 800.289.9100 800.289.9100
specific information. The next Primer will be pub-
lished and ready for distribution at the 2003 Annual Rudolph Hirzel Deborah Starzynski
Quality Congress in Kansas City next year. IdeaWorks, Inc. President
ideawork@bigtools.com Starzynski Consulting
616.449.2924 Associates Inc.
As the HD&L Publication Committee Chair, it has
deb.starzynski@starzynski.net
been my pleasure to work with this very talented
Linda Mather 905.665.6567
and selfless group of professionals. On behalf of
President
the Human Development and Leadership Division, I
Forums Institute for Jo Ann Stoddard
want to express our thanks to their dedication, pro-
Public Policy Director
fessionalism, and spirit of volunteerism. We sin-
lmather@forumsinstitute.org School for Managing and
cerely hope you will find this 2002 Primer useful,
609.720.0136 Leading Change
and appreciate your comments, suggestions, and opi-
joann@aqp.org
nions. You can contact any member of the 2002 Ba-
Gail Morgenstern (Princi- 513.381.1979 x126
sic Facilitation Primer Team at their Email address, pal)
or by phone. Morgenstern Associates
Dennis W. Burke GSMorgen@aol.com
610.667.2245
3 4
3. INTRODUCTION WHAT IS A FACILITATOR?
This primer presents a basic introduction to facili- A facilitator is someone
tation. Consistent with the mission and vision of the who uses knowledge of
Human Development and Leadership Division, it is group processes to formu-
assumed that anyone can perform basic meeting, late and deliver the needed
team, or group facilitation given the right tools and structure for meeting in-
opportunity. We hope that this primer will provide a teractions to be effective.
basic guide for those who are periodically called The facilitator focuses on
upon to facilitate and for those who are first time effective processes (meeting dynamics) allow-
practitioners. We realize that a document of this ing the participants to focus on the content or
size cannot possibly be inclusive. As a result, this the substance of their work together.
primer represents the first of a series on facilita-
tion skills, techniques, and competencies. Other roles exist for meeting participants besides
facilitation. These include scribing, recording,
Facilitators can serve many different roles including timekeeping and leading discussions. The Facilita-
developmental intervention in meetings, running tor’s role is unique, although no more or less impor-
workshops, conducting experience-based training, tant, since their primary focus is on the meeting
and guiding team development. The focus of this processes. Facilitation can involve many different
primer is on the role of the facilitator in relation to levels of knowledge and skill, can include work on all
meetings. It is recognized that many meetings in- kinds of problems and challenges, can assist the
volve teams. However, there also exist many situa- group in fulfilling its desire, or can include pushing
tions where meetings are held to share information participants to new levels of understanding. Most
and make decisions, in which the participants are importantly, however, facilitation includes both an
not recognized as a team. It is for these kinds of ability to recognize when effective meeting proc-
meetings that this primer may be especially useful, esses are needed and an ability to provide those
though the information provided here is equally ap- processes.
plicable to team meetings.
In its loosest definition, a facilitator is any person
who jumps up during a meeting and starts writing
5 6
4. key points on a chalkboard as they are being dis- apply equally to teams or groups because both need
cussed. Or someone who puts up a hand and sug- to meet to be effective. The basic assumption un-
gests that the participants focus on a single prob- derlying meetings is that two (or more) heads are
lem. Or even a participant who suggests that they better than one; that better decisions can be made
find out a little about each other, or agree on how if there is more input. However, to assure that bet-
they're going to make decisions. These actions that ter decisions are made, the meeting often needs to
define facilitators are based on an intuitive sense be facilitated. In fact, a well-facilitated team
that something in the meeting is amiss. Though this meeting generally is both more effective and more
intuition is fundamentally important to good facili- efficient. Meetings occur for a number of reasons
tation, it must be emphasized that intuition alone where participants are called
does not replace an understanding of the skills and upon to:
techniques that are the foundation for the profes-
sion. Ø make decisions
Ø share information
Ø plan work
WHY DO MEETINGS NEED FACILITATORS? Ø learn from each other
Ø create buy-in
People come together and Ø solve problems
meet for a variety of rea-
sons. Sometimes the par- The results of these actions may be seen in the de-
ticipants are referred to as sign of a new product, improvements to a system,
teams, groups or commit- development of a marketing plan, or suggestions for
tees. Although these terms improving work conditions. In some cases, the meet-
are used interchangeably, it ing may have more than one purpose or the purpose
is generally recognized that may shift over time. For example, after designing
teams have a common bond, interdependency, and/or the plan, the meeting discussion may move on to
commitment to a goal. Groups, on the other hand, creating buy-in for the plan.
are usually not as cohesive, not accountable to each
other, and may meet on a less regular basis. In ei- No matter what the meeting’s purpose, participants
ther case, the techniques discussed in this primer need to clearly understand the goal and how to work
7 8
5. together. One meeting myth is that getting all the Preparation
experts in the same room will automatically produce If you have a chance to prepare
good results. In actuality, getting the experts to- before the meeting, take advan-
gether is just the beginning, the beginning of being tage of it! Preparation involves
able to work together effectively. deciding what methods and tools
to use/provide. The following
Learning to work together does not necessarily questions will aid you in making
come naturally. Nor is it always easy. The role of this decision.
the facilitator is to help the participants learn how
to work together by providing the structure (proc-
ess) while they remain focused on the content. In Why
any meeting, the facilitator must constantly balance Why is the meeting being held? What tasks
process with content. Processes include the meth- are planned? What is the overall goal of the
ods and tools used to help people interact produc- meeting? Is this meeting only a part of a lar-
tively with each other, including how decisions are ger goal? Has this been written down?
made and making sure everyone has an equal voice.
Content focuses on topics or subjects under discus- Who
sion at any meeting. Determining the tools and Who is invited? If decisions need to be made,
methods to use to create this balance is an impor- are the right people going to be present? Who
tant task the facilitator has to perform. Time is not going to be there? How does attendance
spent in thoughtful preparation goes far to assure a affect successful completion of tasks? Who
successful meeting. cannot come? Who is not invited? Why?
When
When is the meeting scheduled? How long
should it be? Is there enough time? If it is
close to lunch or dinner, should it be catered?
How much time can be allotted for each agenda
FACILITATOR PREPARATION AND PLANNING item?
9 10
6. Where planning. These include charters, meeting agendas,
Where is the meeting to be held? Do you and and ground rules.
the participants need directions, suggested
lodging, and airline recommendations? Are Charters
there adequate resources (overheads, flip For a team, the charter is the document that de-
charts, white boards) available? How is the fines why the team exists and its overall goal(s).
room arranged? Is the room appropriate for However, even if the meeting does not involve a
the task? You might decide it would be better team, the basic elements of a charter are important
to have the meeting outside on the lawn! because they define the purpose of the meeting. It
is used to ensure that the participants understand
What who is sponsoring the meeting, and that they clearly
Consider possible group dynamics. Do the par- understand the focus of the time they will spend
ticipants know each other? How well? What is together. If a charter already exists, the facilita-
the history of the participants? How long have tor needs to review it before the meeting. If a
they been meeting? Have they had specific charter does not exist (because the meeting does
problems working together in the past? What not involve a team) the facilitator should discuss
are potential problems with this meeting? Can this item with the leader before the meeting and
they be mitigated or eliminated before the develop a purpose statement for the meeting. Typi-
meeting begins? cal items included in a charter or purpose statement
include the participants, the sponsor, a description
Planning of the goal, and a due date (if applicable).
Once information is gathered about the meeting,
the facilitator can start planning. During the plan-
ning stage, the facilitator needs to decide which
tool or technique to use where. For example, while See the Example Charter/Purpose Statement
using a voting system for decision-making is fast and Form Below. Blank Forms Are Included in the
efficient, it may leave too many people dissatisfied Attachments Section of the Primer.
with the result. Therefore, more discussion or con-
sensus building may be called for. There are a few
tools that need to be reviewed and developed during
11 12
7. Example: CHARTER/PURPOSE STATEMENT FORM practice to allot times for each task (or agenda
item) to help assure that the meeting will end on
Name: Training self-enrollment process. time. If the agenda has not been prepared and dis-
Members/Participants: R. Patterson, Operations,
tributed, the facilitator should get the pertinent
P. Smyth, Client Services, T. Gordon, Employee Development,
J. Freeman, Steward, C. Greig, Operations information to the attendees to ensure that the ne-
J. Vakil, Quality Advisor, S. Beaudry, IT cessary people attend and that they come prepared.
Sponsor: Evelyn Green; VP Employee Development
Outcome and Deliverable: The “training self-enrollment proc- The facilitator uses the agenda prior to the meeting
ess team” is mandated to develop a self-serve enrollment proc- to determine specific processes to be used, and dur-
ess for employees in the Client Services and Operations de-
partments. ing the meeting to keep discussions on track. In ad-
Deliverable Due Date: November 30, 2002 dition, meeting agendas help participants know what
Tasks and Activities:
to expect and how to prepare for the meeting.
- Develop the process steps and sub-process elements.
- Define the user community needs.
- Ensure the process supports the manager-employee devel- See the Example Agenda Form Below. Blank
opment planning process and tools.
- Area of focus is Operations and Client Services depart- Forms Are Included in the Attachments Section
ments, process should be scalable to other departments. of the Primer.
- Existing IT systems are to be utilized, enhancements under
3 man-months are within scope. Example MEETING AGENDA FORM
- Delivery of training & communication to the stakeholder
groups. Meeting Objective: Create the team’s communication plan for the
new training enrollment process.
Ground Rules: 1.) Participants are expected to attend all meet- Meeting Location: 4th Floor Conference Room B
ings, 2.) Meeting roles will rotate among team members, 3.) All Date: Tues, April16
ideas will be considered, 4.) Decision-making process is con- Time: 9:00am – 12:00
sensus, 5.) Participants are expected to complete action items Attendees: R. Patterson, P. Smyth, T. Gordon, J. Freeman, C.
and assignments on time, 6.) A group list-serve will be set-up Greig, J. Vakil
for team documents. Tasks &Activities Duration Expected Outcome
Copyright 1999 IdeaWorks
Warm-up & Review 10 min Team readiness
Meeting Agendas Agenda
1. Share interview 40 min Shared understanding of dif-
The meeting agenda is the document that defines information ferent Stakeholder views and
what will be done at any particular meeting. It concerns about the training
enrollment initiative.
should include the date, time, and location of the
2. SWOT Analysis & 30 min Completed audience map of
meeting, the objective of the meeting, and the list Stakeholder needs communication requirements.
of tasks to be addressed. In addition, it is a good assessment.
13 14
8. 3. Develop key mes- 45 min Decision on critical goals of spect” or “everyone has an equal voice.” Another im-
sages and & guide- the communication plan.
lines for the commu- portant aspect of the ground rules is making sure
nication plan that participants understand how decisions are to
4. Action Planning 30 min Determine action items, and
timeframes for the communi- be made. It may be necessary to discuss the op-
cation plan. tions with the team if they do not already have a
5. Checkpoint 15 min Validated communication
decision-making norm. Options may include multi-
plan.
Plan Next Meeting 10 min Decide purpose and date for voting, majority rule, consensus, or a combination of
Critique Meeting next meeting. Team evalua- two different methods.
tion of meeting effectiveness.
Common Ground Rules:
Meeting Preparation: Facilitator role: Ron; Note Taker role: Clare • Attend all meetings
Items/Information to Bring to the Meeting: Notes from April 4
th A final note: not every and be on time.
meeting – brainstormed ideas. Completed interview data. meeting has or needs • Listen to and show
Copyright 1999 IdeaWorks charters, agendas, or respect for the opi-
ground rules. And nions of others
Ground Rules sometimes they are • Follow the agenda -
Ground rules help meeting combined together, such stay on track
participants establish ap- as when a meeting only • The only stupid
propriate ways to interact occurs once a year and question is the one
with each other during the the agenda and overall that isn’t asked
meeting. If the meeting task are the same. Even • Ensure that credit
involves a team, they will after these tools are is given to those to
probably already have es- developed in some form, whom it is due
tablished ground rules. If participants may still be • No disruptive side-
the participants have confused about why they conversations
never met or only meet oc- are at the meeting and • Cell phones and pag-
casionally, they may not how they are expected to ers off
have developed ground rules. If this is the case, be behave. Don’t expect to
prepared to develop them at the beginning of the please everyone.
meeting. The rules do not have to be extensive. Understand your role as facilitator and do all you
They may be as simple as “treat each other with re- can to assist within that role, but remember, you
15 16
9. can’t be all things to all people. Preparation and for them to stay focused on the task and the
meeting plans can help avoid most meeting pitfalls, process but also provides a basis for facilitator
but you cannot possibly anticipate every need, intervention which helps the team stay on track. At
dynamic, and nuance of human interaction. The real the beginning of the meeting, the facilitator needs
job of facilitation begins once the meeting starts. to review the meeting agenda and ground rules to
It’s the facilitator’s ability to recognize problems ensure everyone understands, agrees to, and will
and respond appropriately that becomes important. abide by them.
Specific items should be discussed:
FOCUSING THE MEETING Ø Review the charter with the participants, if it
exists.
As important as it is for the Ø If there is no charter, review the purpose and
facilitator to properly prepare the expected outcome of the meeting.
for the meeting, it is equally Ø Review the ground rules to reinforce what the
important that the participants participants have already decided.
be focused. This requires Ø Review the items for discussion and the time line.
making sure that all attendees
are informed of the purpose of
the meeting and that they If the ground rules do not exist, then you must
come prepared to participate. assist the participants in developing them. A quick
A meeting without focus will usually be and easy way to develop a list of ground rules at the
unproductive, and may result in conflict. Since the beginning of a meeting is to ask the participants,
facilitator’s role is to help ensure successful, “When you attend meetings, what lights your fire
productive meetings, purposeful direction is and what burns you up?” You will sometimes get
necessary. To focus the meeting effectively, the surprising responses, but don’t try to force them
facilitator needs to be concerned with both into a common mold. Remember, each meeting has a
elements of conducting meetings mentioned unique character that you have to work with and
previously - the content and the process. respect.
Making sure participants understand the meeting
agenda and ground rules provides not only a basis
17 18
10. KEEPING THE MEETING ON TRACK meeting on track, with example suggestions on how
to intervene in each situation.
Keeping the team on track
starts with good prepara- Ø Side-Bar
tion and includes the use of Conversations Process Intervention &
appropriate process inter- Desired outcomes:
vention. Process interven- Ø Staying on
tion is an interruption by Time
1.) To keep the process on
the facilitator of the meet- track and moving for-
ing process and conversation Ø Never Ending
ward with all partici-
in order to refocus the participants and/or to re- Discussion
pants engaged, making
balance group interactions. best use of time and re-
Ø Conflict
sources.
Most interventions can link back to the posted (personal
2.) Balance participation
ground rules or group norms. As a guideline, always attacks)
with the meeting results
start with the lowest level of intervention, which is
Ø Returning
the least obvious and least threatening to the indi-
from Breaks
vidual or group. As facilitator, your goal is to sup-
port the participants in achieving their desired out-
comes by staying on track and balancing participa-
tion with results, so interventions must be suppor-
tive. Speak the intervention clearly using assertive
language, with supportive tone of voice and body
language.
The following are examples of the Five (5) most
common situations requiring intervention to keep the
19 20
11. Topic Situation Intervention Topic Situation Intervention
Side Bar A member of the Staying on The group has a lot to
1. A friendly reminder: “Just a 1. Invoke the “keep focused”
Conversations group is having side- Time cover in their agenda,
reminder, we agreed to ‘one ground rule: Suggest the use
bar conversations with but they seem to go
conversation at a time’ in our of a Parking Lot to capture
other participants down rabbit holes and
ground rules for today.” items that need to be pursued,
throughout Sam’s may veer off into other but are not the focal points for
presentation. topics. this meeting.
2. Direct the reminder: Make
eye contact (with Susan) and 2. Specifically re-focus on the
restate, “One conversation at a particular topic/agenda item:
time please.” “I’d just like to remind you that
we are discussing item 4,
3. Personalize it: “Susan do you team budget, please hold dis-
have a clarification question for cussion on other topics until
Sam?” or we get to them.”
“Susan I can see that you have 3. Attempt closure of item:
something to contribute; when “Team, we have 10 minutes
Sam has finished we’ll hear remaining for this item. We
from you.” need to re-focus. What do we
still need to discuss to con-
4. Make a direct request: “Su- The discussion has clude this item?”
san, please hold your com- continued for some “We are almost out of time for
ments until Sam has finished.” time and you are run- this item, there appears to be
If Susan is the only ning out of time for the more discussion required is
one interrupting or 5a. Talk to her at break, one- item. that true?”
having side conversa- on-one. Follow-up a yes response with,
tions. “What do you need in order to
close on this item?” or “Why
If there are many peo- 5b. Put the process on hold and are we unable to close on this
ple interrupting or hav- ask the group “Do we need to item?”
ing side conversations. take a break?” 4. Give participants a choice
on how they spend their meet-
ing time: “Is this item more
The item is truly impor-
important than the remaining
tant and just wasn’t
items on the agenda and if so,
given sufficient time for
Note: If other participants are reacting to the material, suggest when will you address the
the necessary discus-
“parking the issue” while completing the current item(s). Address sion and action.
other items?” Note: The an-
this/these new topics after the speaker or the agenda topic discus- swer should not be to keep
going until all the items are
sion ends. completed.
See “Use of Parking Lot” – page ‘31’
21 22
12. Topic Situation Intervention 2. Direct the inquiry: Make
Never-Ending eye contact with Bob and
Discussion ask, “This sounds to me
Never-Ending Information Barriers Follow the same guidelines Cont’d like familiar turf, is this a
Discussion under “Staying on Time” it
recurring theme?” Then
Sometimes a discussion may be that there is insuf-
make eye contact with the
will not come to closure, ficient valid information to
other participants. At this
usually because of infor- progress, in which case the
point Bob will usually ‘fess
mation that is insufficient, team should park the item
up’ that this is either a war-
inaccurate, or unreliable. for another meeting. If the
story that everyone has
Sometimes a topic leads remainder of the meeting is
heard, or a favorite ‘com-
to significant emotional dependant on the comple-
plaint.’ Acknowledge him,
reactions. tion of this item, then re-
ask what key piece of the
schedule the meeting with
discussion he would like
action items to ensure that
captured, and then move
participants bring whatever
on.
is required next time.
3. Personalize the request:
Personal Agenda or
“Bob we agreed that this
“Hobby Horse” 1. Gentle interruption: item would remain parked
Once you’ve determined (or off-topic), has anything
Whenever a topic comes that an individual is in a changed its status?”
up, an individual may be- familiar story mode, and
gin to recount the same what’s being said does not
war stories, etc. You can appear to contribute to the It is unlikely that a person 4. Firmly restate the re-
often tell by reading the item under discussion, gen- will continue raising the quest: You can restate the
faces of the other partici- tly interrupt him to ask, issue. In the event that he intervention comments un-
pants (look for rolling “Bob, excuse my interrup- does. der either 2 or 3 and that
eyes). The individual, of- tion, but I’m not sure how should allow the group to
ten oblivious of the reac- this fits with our topic. Can continue forward without
tions of others, settles you clarify for me?” using up valuable time.
into the story.
5. Talk to him privately at
break: Give feedback (gen-
In the rare case where tly) about the effect his be-
the individual cannot let havior is having on the
go. group and the session. Ask
for his help in keeping the
session moving forward.
23 24
13. 4. Gentle, public reprimand:
Topic Situation Intervention Conflict: In a gentle tone say, “Bill de-
1. Apply gentle humor: If you Personal spite my reminders, you con-
Conflict: Individual Attacked don’t know this team or the Attacks tinue to make critical com-
Personal individuals, observe Joe’s Cont’d ments towards Joe’s ideas. If
Attacks A group member reaction and Bill’s demeanor there is a personal disagree-
takes “pot shots” at and body language. Say noth- ment between the two of you,
other team members. ing the first time unless you it is inappropriate to play it
For the example, Bill are sure that it was inten- out here. Can you participate
is taking ‘shots’ at tional, or make light of the in this meeting productively or
Bill persists with
Joe. first occurrence: “I hope that is there another issue which
comments aimed at
comment isn’t an indication needs to be addressed before
Joe
that we need armor for this the team can continue?” (This
meeting.” gives Bill the opportunity to
bow out of the meeting. If he
2. Restate the ground rules: chooses to leave, ask the
Make eye contact with Bill team if they can continue
and say, “Our ground rules without him)
Bill takes another
clearly state that….We wel-
shot
come all ideas, comments The same intervention could
that build or clarify ideas etc., be made one-on-one with Bill
but not negativity.” at break.
Group Attacked 1. Apply gentle humor: If you
don’t know this team or the
3. Confront Bill directly: firm Bill is taking potshots individuals, observe their re-
words, supportive tone and at everyone. actions and Bill’s demeanor
stance. and body language. Say noth-
“Bill this is not the first time ing the first time unless you
that you have targeted Joe are sure that it was inten-
with your remarks, please tional, or make light of the
Once again, Bill aims stop.” Then redirect him with first occurrence: “I hope that
another sarcastic or “What is the concern you comment isn’t an indication
belittling remark at have with the issue/idea? that we need armor for this
Joe How would you modify it to meeting.”
improve 2. Restate the ground rules:
it?” Make eye contact with Bill
and say, “Our ground rules
Bill takes another
clearly state that….We wel-
shot
come all ideas, comments
that build or clarify ideas etc.,
but not negativity.”
25 26
14. Topic Situation Intervention
Conflict: 3. Address problem directly:
Personal Bill continues. At this “Bill you have made several
point he has made negative comments to group Returning 1. Light reminder: “Remem-
Attacks
several remarks to members. Is there something From ber, you agreed to return
Cont’d
various group mem- else going on that is interfer- Breaks from breaks on time because
bers and you have ing with your ability to partici- it helps you finish on time, it’s
redirected his com- pate here today?” one of your ground rules.”
ments and reminded Or throw it to the team. Team members are Just before the next break
him of the ground “Team, how do you feel when late returning from remind the team to be back
rules. Bill makes this type of com- breaks. on time, and advise them of
ment?” when that is. You may want
to lighten the tone by sug-
gesting that you all synchro-
nize your watches while whis-
tling the tune to Mission Im-
4. Personal Confrontation: possible.
If the attacks continue and
the group is reluctant to say
anything to Bill when dis-
cussed as in 3 above, then
speak to Bill at break as in
2. Ask for input: “Out of curi-
Step 4 above.
osity, why do you have a
ground rule that says return
from breaks on time, and yet
consistently several people
are late returning from break
Team members are
each time? What do we need
chronically late re-
to do for this to work?”
turning from breaks.
Facilitate a discussion around
If it is the same
the ground rule and expecta-
members each time
tions – perhaps there aren’t
then remind them
enough breaks, or they are
when they return.
too short, members may need
some flexibility from time to
time to accommodate other
needs – build it into the sche-
dule at the start of the meet-
ings.
27 28
15. MANAGING DATA amount of memory visible at one time, keeping pages
in order, and transcription. Find the tool that works
One of the keys to meeting suc- best for you, the participants and your environment.
cess is managing the information Then practice with the mechanics (posting flip
that the participants are dealing charts, copying the dry-erase board, dealing with
with and producing. It is up to the technology of web-based tools) until the medium
the facilitator to make sure that doesn't get in the way of your facilitation.
everyone hears, sees, and under-
stands what is presented, what is Some facilitators use a recorder or scribe to keep
offered, what is going on, what is running memory (When used with an electronic tool,
agreed to, and that work prod- the recorder is sometimes called a technographer).
ucts and decisions are accurately This frees the facilitator to focus on group dynam-
captured. ics, traffic control, staying on topic, meeting proc-
ess, honoring agreements about working together
One way to do this is to keep a running memory. The (ground rules/group norms), and other aspects of
running memory is a consciousness thread used to facilitation. Other facilitators prefer to have more
keep individuals focused and working on one thing in control of what is recorded, and wield the marker
a logical sequence. Running memory is the documen- (or keyboard) themselves. Recording the right
tation you post on the walls or otherwise collect things at the right level of detail, summarizing with-
where everyone can see it. It is where you keep all out changing essential words, and knowing when to
comments, ideas, discussion, agreements, thoughts, check back with the speaker are all skills that re-
votes, and decisions, so each person can see “what quire practice, and for some people, just don't fit
we're talking about now.” with how they process information. Consider using a
recorder, but make sure you know who it is and are
Running memory can be kept on flip charts on an ea- comfortable working with them.
sel, butcher paper covering the walls, chalk or dry-
erase boards, electronic documents projected on a If you are not using an electronic medium for the
screen, or shared materials using web-based virtual running memory, you may wish to have a scribe cap-
meeting tools. Each of these has advantages and turing the information as you go. Scribing is an art
disadvantages in terms of setup, handling, and the form that is very similar to recording.
29 30
16. Ten Basics of Managing Data KEEP LEARNING AND GROWING
1. Write it Down and Hang It on the Wall
2. Work on one issue at a time. Let the group choose and word the is-
sue. Write it Down and Hang It on the Wall
Finally, it is important that as a
3. Agree on how to work on that issue. Tap the group wisdom for how to facilitator you continue to learn
work before offering your own process. Write it Down and Hang and practice new techniques. Keep
It on the Wall
4. When someone offers an idea, Write it Down and Hang It on the
a generic meeting evaluation form
Wall. If they offer it repeatedly, point to where it is written (see example form in the Attach-
down and hanging on the wall. ments section), and have partici-
5. If someone attacks a person for a "dumb" idea, ask them where the
idea is written down and hung on the wall. Move to it. Move the pants fill it out anonymously. Review the responses,
discussion to the idea, away from the person who offered it. If and incorporate specific suggestions. If you do not
additions, qualifications, clarifications, or pros and cons are of- want to use a written meeting evaluation, then set
fered, Write it Down and Hang It on the Wall
6. When the group is discussing, voting on, or coming to consensus aside a few minutes at the end of each meeting to
around a solution, Write it Down and Hang It on the Wall ask the participants about what meeting processes
7. When the group moves away from the agreed-to issue, go to where worked, and what did not. Ask for suggestions to
you wrote it down and hung it on the wall, call their attention to
it, and give them the choice to change the issue, go back to the improve the meeting process for the next time.
one they agreed to, show how this one affects the one they
agree to, or put a time limit on the digression. Whatever they
Specific attributes of an effective facilitator in-
decide, Write it Down and Hang It on the Wall
8. When the group moves away from the agreed-to process, go to where clude:
you wrote it down and hung it on the wall, call their attention to • Openness
it, and give them the choice to change the process, go back to • Honesty and fairness
the one they agreed to, show how this one affects the one they
agree to, or put a time limit on the digression. Whatever they
• Consistency in actions
decide, Write it Down and Hang It on the Wall • Focus
9. When someone says, "We ought to ______," find out who will. Write • Active listening
it Down and Hang It on the Wall
10. Before breaking up, find out when the group will get back together.
• Accessibility
Write it Down and Hang It on the Wall • Flexibility
• Assertiveness
The same precautions about choosing a recorder ap- • Enthusiasm
ply to choosing a scribe. The facilitator may decide
to scribe to control information flow and discussion. These attributes will be covered in more detail in
subsequent primers.
31 32
17. REFERENCES 7.) Facilitator’s Guide to Participatory Decision Making, Same
Kaner, New Society Publishers: Philadelphia, PA, 1996
8.) The Complete Guide to Facilitation: Enabling Groups to
We have included here a list-
Succeed, Tom Justice and David Jamieson, HRD Press:
ing of additional reading and Amherst, MA, 1998
information resources to help 9.) The Art of the Focused Conversation: 100 Ways to Access
you continue to learn more Group Wisdom in the Workplace, The Canadian Institute
about Facilitation. The writ- for Cultural Affairs: New Society Publishers, (ISBN 0-
86571-416-9)
ten reference materials listed
10.) Facilitating With Ease: A Comprehensive Guide to the Prac-
vary from basic to full-blown tice of Facilitation, Ingrid Bens, Participative Dynamics,
instructional texts. The web- Jossey-Bass, San Francisco, CA
sites for the American Society for Quality, the As-
sociation for Quality and Participation, ASQ Human
Development &Leadership Division, and the Interna- Also you can contact the following organizations for
tional Association of Facilitators are good sources training courses and additional topic information:
for additional information and course listings.
The International Association for Facilitation @
These websites also have areas to post questions
http://www.iaf-world.org or 952.891.3541
for topic experts, and to discuss facilitation topics
with others. The Association for Quality and Participation @
http://www.aqp.org or 800.733.3310
1.) Facilitation at a Glance, Ingrid Bens, M.Ed., Goal/QPC &
The American Society for Quality
AQP: Cincinnati, 1999
2.) The Facilitator Excellence Handbook, Fan Rees, Jossey-
@http://www.asq.org or 800.248.1946
Bass: San Francisco, CA, 1998 The Human Development & Leadership Division
3.) The Facilitator’s Field Book, Thomas Justice and David W.
@http://www.asq-hdl.org
Jamieson, AMACOM: New York, 1999
4.) The Skilled Facilitator: Practical Wisdom for Developing
Effective Groups, R. Schwarz, Jossey-Bass: San Francisco, Course Recommendations:
CA, 1994
Facilitator 4Hire, Inc., 294 Hook St., Alpharette,
5.) Intervention Skills: Process Consultation for Small Groups
and Teams, W.B. Reddy, Pfeiffer & Company, 1994
GA 30004, 770.333.7541, www.facilitator4hire.com
6.) Facilitation: From Discussion to Decision, A. L. Zimmerman
and Carol J. Evans,
33 34
18. ATTACHMENTS CHARTER/PURPOSE STATEMENT FORM
Name: (optional)
MEETING AGENDA FORM
Members/Participants:
Meeting Objective: Who is involved on a regular basis?
Meeting Location: Date: Time:
Attendees:
Sponsor:
Who determined the members had to meet? Who is interested in the outcome?
Tasks and Activities: Time Allocation: Expected Outcome:
Warm-up
Outcome and Deliverable:
Review Agenda What is the expected result of the meeting? What is the form of that result? A de-
cision? A plan? Completed action?
1.
2.
3. Deliverable Due Date:
4. Tasks and Activities:
What specific topics/issues need to be addressed? What information needs to be
gathered? What decisions need to be made?
5.
Assign Actions
Plan Next Meeting
Critique Meeting
Meeting Preparation: Ground Rules:
How will participants treat each other during meetings? How will decisions be
made?
Items/Information to Bring to the Meeting:
Copyright 1999 IdeaWorks
Copyright 1999 IdeaWorks
35 36
19. MEETING EVALUATION
Meeting length and pace:
◊ Excellent ◊ Above Average ◊ Average ◊ Poor
Name (optional):__________________
Comments:
Survey Date ___/___/___
Meeting, Workshop, or Training Received:
_____________________________________________________ Overall meeting effectiveness:
◊ Excellent ◊ Above Average ◊ Average ◊ Poor
Facilitator: Comments:
_____________________________________________________
_____________________________________________________
Group/Department/Team: Meeting room:
_____________________________________________________ ◊ Excellent ◊ Above Average ◊ Average ◊ Poor
_____________________________________________________
Comments:
In an effort to evaluate the meeting process and to continuously improve,
we are asking you to please take a few minutes to fill out this survey. Re-
turn the survey to the Facilitator. The information will only be reviewed by
the Facilitator and will be used to determine the effectiveness of the meet- On a scale of 1 to 10, rate the group’s enthusiasm, why?
ing/training, the materials provided, and the overall participant experiences
to determine what areas can be improved. Please verify that the informa-
tion you completed above is correct for the Facilitator and Meeting. Rate
each category below by marking your response in the appropriate box.
Make any comments that you feel are appropriate for each category. What would you change to improve the meeting’s effectiveness, why?
Thank you for your time and participation.
Facilitator/Trainer knowledge/ability:
◊ Excellent ◊ Above Average ◊ Average ◊ Poor
Comments:
Meeting materials, equipment, & tools:
◊ Excellent ◊ Above Average ◊ Average ◊ Poor
Comments:
37 38