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Facilitation Skills - When to Use and Why.pptx
The document emphasizes the importance of facilitation skills in agile teams, outlining effective techniques and the roles of a facilitator to enhance teamwork and communication. It highlights common pitfalls in project management due to poor facilitation, such as ineffective meetings and lack of stakeholder engagement, which can lead to significant costs. The document also provides guidelines on when and how to apply facilitation to improve team effectiveness and decision-making.
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Facilitation Skills - When to Use and Why.pptx
- 1. Why, When &How Facilitation Skills can help Agile Teams Prince Agrahari, Project Manager Amit Nair, Project Manager Project Management Competency
- 2. Lack of etiquetteand manners is a huge turn off. KnolX Etiquettes Punctuality Join the session 5 minutes prior to the session start time. We start on time and conclude on time! Feedback Make sure to submit a constructive feedback for all sessions as it is very helpful for the presenter. Silent Mode Keep your mobile devices in silent mode, feel free to move out of session in case you need to attend an urgent call. Avoid Disturbance Avoid unwanted chit-chat during the session. Switch on your web camera Please remember to always turn on your camera, as some sessions may require interaction.
- 3. • Introduction toFacilitation in Agile • Why Facilitation is Crucial in Agile Teams • When to Use Facilitation Techniques • How to Facilitate • Choosing the Right Facilitation Techniques • Interactive Q&A Session
- 5. A reportby KPMG revealed that 70% of organizations have suffered at least one project failure in the prior 12 months, often due to misaligned stakeholder expectations and poor facilitation of their needs and feedback . According to a report by the Consortium for IT Software Quality, poor communication and facilitation in requirements gathering and team coordination contribute to $2.84 trillion in poor software quality costs annually . A Harvard Business Review study emphasized that teams with poor facilitation often struggle with decision- making and conflict resolution. Ineffective meetings can waste as much as $37 billion per year in the U.S. alone . Key Factors Leading to Poor Facilitation Impact 1. Inadequate Planning and Coordination: Failing to establish clear roles, responsibilities, and timelines. 2. Poor Communication: Lack of effective communication channels among stakeholders. 3. Insufficient Risk Management: Not properly identifying and mitigating potential risks. 4. Lack of Stakeholder Engagement: Not involving key stakeholders in the decision-making process. 5. Ineffective Leadership: Lack of strong leadership to drive the project forward and resolve conflicts.
- 6. Facilitation? Facilitation is theprocess of assisting people in working together to achieve a common understanding and goal by creating enthusiasm and interest. MOTIVATOR GUIDE QUESTIONER BRIDGE BUILDER CLAIRVOYANT PEACEMAKER PRAISER TASKMASTER Roles of Facilitator 8 What is
- 7. Facilitation Purpose Objectives answer thequestion: what is the aim of our work together? What do we want to achieve? OBJECTIVES RELATIONSHIPS PROCESS BALANCE Facilitator Process is about how we work together. What are our group processes? Who makes decisions? How do we hold one another accountable? How do we learn (from success and failure)? Managing relationships is about building mutual trust within the group. It involves working with others, communicating well, and fostering effective participation with respect.
- 8. Facilitation Positive Culture Champion Clear Communication TimeManagement Preparedness Objective Viewpoint Adaptability Skills Facilitators need a specific skill set to easily transition between different roles. This skill set is rooted in their ability to be emotionally intelligent and respectful and balance individual needs with desired business outcomes. Facilitator
- 9. Facilitation? An effective facilitatorcan rely on five core principles: participatory, healthy, transparent, process, and purposeful, to understand which techniques might be useful as they adapt to different team situations. Core Principles 5 What type of Participatory Core to effective facilitation is full participation and engagement, which enables shared responsibility in a team. Purposeful Well-facilitated sessions should have a clear objective that everyone is aligned with and works toward Healthy A safe environment means creating a healthy space where people feel safe to raise differences and even conflicting perspectives while respectfully learning from each other. Transparency Transparency only exists when there is shared understanding. Process Facilitation should enable a team to progress toward the desired objective of the interaction in a collaborative, inclusive way that leverages diverse perspectives.
- 10. When to useFacilitation? Team Effectiveness Contextual Complexity Low High Low High Light to Medium Facilitation No to Light Facilitation Light Facilitation Strong Facilitation Levels of Facilitation Team Effectiveness: A team’s ability to collaborate effectively, deliver value, self-heal and self-manage Contextual Complexity The complexity of the situation, the type of agreement, consensus and commitment the team needs within their context. Factors include the internal and external environments teams operate in and where individual team members are located (all face-to-face or remote vs hybrid) by Patricia Kong and Glaudia Califano
- 11. Here are someactions that facilitators might typically take
- 12. THE NEW LEADERIS A FACILITATOR NOT AN ORDER GIVER. ” John Naisbitt Author of MegaTrends!
Editor's Notes
- #8 Objectives answer the question: What is the aim of our work together? What do we want to achieve? This is where we define our KPIs, targets, and concrete outputs. What does a successful future look like for the team? What outcome does the group desire? What values would we like to embody on the way? Process is about how we work together. What are our group processes? Who makes decisions? How do we hold each other accountable? How do we learn from both success and failure? An effective facilitator will help groups take control of their process, and may address elements of collaborative task management, collaboration, and team problem solving. Taking care of relationships is about building mutual trust within the group. Who are we working with? How well do we know one another and communicate? Helping people learn how to participate effectively and with mutual respect is a vital element of effective facilitation.
- #11 People with higher emotional intelligence naturally sense how much facilitation is needed, when to pull back and when to apply more structure. But, mindfulness and good communication skills are not always enough. Facilitators should still consider “how much facilitation?” and “what type of facilitation?” when facilitating Scrum Team interactions. We find that the level of facilitation varies from none to strong, depending on two main factors as shown in Figure 1: Team Effectiveness - A team’s ability to collaborate effectively, deliver value, self-heal and self-manage Contextual Complexity - The complexity of the situation, the type of agreement, consensus and commitment the team needs within their context. Factors include the internal and external environments teams operate in and where individual team members are located (all face to face or remote vs hybrid)
- #12 Preparation & design interviewing key stakeholders, having meetings with the client (and other relevant roles such as, for example, someone in HR or in a communications role) aiming to understand current needs, past history and future hopes; designing meetings, events, workshops or retreats around the overall topic and purpose, including preparing lists of intended outcomes and a detailed agenda; reviewing, revising and amending that agenda with the client; suggesting needs for a location (such as how to organize seating spaces, how many tables are needed and so on) or, if the workshop is online, recommending what software to use; drafting information to include in the invitation and/or communicating directly with participants before the event to share expectations, inform them on what types of activities will be run, what technology will be used, considerations around accessibility and so on (for more about how to set up your facilitation events for accessibility, read Marie Dubost’s top tips) doing some research on the topic, e.g. by studying project documents, to get a grasp of the technical jargon or specialised knowledge participants will refer to. Leading activities An event agenda typically includes sections with speakers: parts of the day where information is presented by, for example the host/client, a department manager, the team presenting a challenge. Other points of the agenda will be participatory activities: here is where facilitators take the stage to introduce, give instructions, lead debrief sessions, clarify any questions. In such moments, facilitators will: Welcome participants, introduce the process; Propose activities that help co-create psychological safety, build a healthy group dynamic and set up a good environment for the day. These could be, for example, ice-breakers, energizers, creating ground rules, exploring personal motivations, and so on; Lead activities to encourage ideation, new ideas, creativity, brainstorming (divergence); Guide activities designed to reach a conclusion, such as consensus building, defining action plans, next steps, and finalizing outputs (convergence). Moderating conversations During conversations and discussions, facilitators use their moderation and meeting management skills to: Direct the traffic of conversation, for example using rounds, talking pieces, active listening, activities in pairs and small groups, setting time limits for people to speak, and so on. Facilitation does not necessarily mean “everyone will have exactly the same amount of time to speak in” (though sometimes it might) but it should mean everyone gets the opportunity to express their opinion, whether it’s in written form with sticky notes, in turns, or in a myriad other ways. Facilitators will encourage everyone’s participation (but should not enforce it! Some people prefer to be quiet and that is also ok); Step in to suggest ways of working through conflict. Not all facilitators have mediation skills, but expert professionals will have an understanding of how to handle conflict creatively and constructively; Summarise the conversation, ask clarifying questions, or suggest topics that push the group to go further in its thinking; Time management and taking meeting notes, or setting in place mechanisms to do that collaboratively (here is an example of how to do that). Following up & debriefing A facilitator’s work does not end when the meeting or event ends. Some typical tasks get done in follow-up, such as: Drafting reports. Often clients will request reports of how the project went. Make sure you have an agreement about what to highlight! I’ve had clients reveal to me only after an event was over that they needed specific data collected on participants, or surveys filled in. It would clearly have been much easier to collect such data points if we had had an agreement before! Sharing resources and materials. After a workshop it’s typical to send participants materials, resources, pictures, or reminders of any follow-up work to be done; Take part in debrief meetings and help collect learnings. A facilitator might in fact be the one insisting that the team meet again after the event or series of workshops to discuss learnings: what went well? What would we change next time? This is part of how we build a lasting, productive relationship with clients.