# Presentation: 189279

## Day 0, P2 

**Day 0, P2 **
**Facilitator Training I:**
**Team Building, Facilitation, and Group Techniques**

***Most material in this session prepared by Ted Grossardt, UK Transportation Center,***
***and by Ruthellen Hellyer, Innovative Management Consulting.***

_**DAY 0**_
- P1	Welcome & Workshop Preview
**P2****	****Facilitator Training I: Team Building and Facilitation**
- P3	From main workshop – S7 Conformance Assurance Process/Questions
- P4	State Status Check
- P5	Facilitator Training II: Templates, Visualization Tools, Group Techniques

## Session Plan

- Working as a team (25 min)
- Basics & opportunities
- Principles to follow in working with teams
- Potential problems
- Facilitation (25 min)
- The facilitator’s role
- Facilitator “Don’ts”
- How to Facilitate a Breakout Session - Ground Rules
- The Successful Facilitator ...
- Questions
- Brainstorming
- Problem Solving
- Some example situations (30 min)

*Outline*

## Teamwork Basics and Opportunities

- Knowledge exists in every person
- Teams have large amount of collective knowledge, experience, energy, and creativity
- The collaborative process works best when parties have a great deal at stake
- Challenge is to synthesize and integrate, rather than break into parts
- Creativity thrives through interaction

*Team-Building*

***Based on source material from Ted Grossardt, UK Transportation Center***

**Notes:**
Working as a team

## Characteristics of Adults as Team Members

- Decide for themselves what is important to be learned or discussed
- Need to be seen as a unique and respected person
- Need to *validate* the information presented or reviewed, based on their beliefs and experiences
- Expect what they are doing/learning to be *immediately useful*
- Have much past experience upon which to draw; may have fixed viewpoints
- Significant ability to serve as a knowledgeable resource to the facilitator and fellow team members

*Team-Building*

***Based on source material from Ruthellen Hellyer, Innovative Management Consulting***

**Notes:**
NOT PROJECTED

## Principles to Follow in Working with Teams

- Emphasize how the session or learning can be applied to the real world
- Relate the breakout to the team members’ goals
- Relate the materials to the teams’ past experiences
- Allow debate and challenge of ideas
- Listen to and respect the opinions of each team member
- Encourage members to be resources to you and each other
- Treat all team members like adults

*Team-Building*

***Based on source material from Ruthellen Hellyer, Innovative Management Consulting***

## Potential Problems with Teams

- Some potential sources for team conflict include:
- Differing collective knowledge
- Experiences diverge widely
- Too many ideas
- Small group exercise:  What problems have you experienced (or do you anticipate) in trying to accomplish work with a team (or your CVISN team)?**  **

*Team-Building*

***Based on source material from Ted Grossardt, UK Transportation Center***

**Notes:**
This should take about 20 minutes (5 min in groups, 10 min to report, 5 min to wrap up)
Break the large group into smaller groups.
Identify a scribe and a reporter for each group.
Ask them to spend a few minutes building a list of potential team problems.
Then go around the room, asking each reporter to share the list of problems.  Ask them to report only “new” problems, instead of repeating something that someone else has already listed.  
Record the master list on a flip chart for all to see.
When the list has been compiled, tell them which ones are addressed in the session material (either in the presentation or the handouts).
Segue into the next section of the presentation by reminding them that the “Facilitator” (with help from the other members of the team) is charged with avoiding or ameliorating the problems!

## Role of Facilitator

- Maximize benefits of group knowledge
- Establish positive climate for team- building; cultivate teamwork
- Minimize destructive interactions; capitalize on creative tensions
- Move group toward explicit goals; identify and work through team blockages
- Clarify and summarize
- Help group succeed

*Facilitation*

***Based on source material from Ted Grossardt, UK Transportation Center***

## Facilitator “Don’ts”

- Do **not** usurp leadership; instead, support and coach the leader
- Do **not** tell the team what is wrong with it; instead, help the team recognize its problems
- Do **not** make decisions for the team; instead, help the team make their own decisions
- Do **not** become involved in the content of the team’s work; instead, _focus on the process_.

*Facilitation*

***Based on source material from Ruthellen Hellyer, Innovative Management Consulting***

## How to Facilitate a Breakout Session - Ground Rules

- Have good physical arrangement
- Set ground rules for the group; some examples:
- Everyone participates equally, freely, and fully
- All ideas are valid and deserve recognition
- Share your experiences with others
- Have some fun while you work
- Take risks, share thoughts and ideas
- Provide focus for group
- Call for examples to avoid abstractions
- Clarify disagreements into positive ideas, separate ideas from people
- Collect information gleaned from discussion, and review for the group

*Facilitation*

***Based on source material from Ted Grossardt, UK Transportation Center***

## The Successful Facilitator ...

- Moves group toward common goals
- Maximizes the benefit of the group’s knowledge
- Systematizes the capture of group’s knowledge
- Increases internal quality of and external confidence in team products
- Builds problem-solving capacity of state team
- Speeds up process of achieving results
- Empowers group to continue process outside of workshop

*Facilitation*

***Based on source material from Ted Grossardt, UK Transportation Center***

**Notes:**
Characteristics of a good facilitator:
Self Knowledge - Has a breadth and depth of personal experience
Active Listener - Practices active listening skills
Supporter - Is sensitive to people’s feelings and accepts people as they are
Catalyst - Encourages a constructive and open climate marked by thorough and candid debates
Coach - Provides encouragement and direction to the team and individual coaching to the team leader
Confronter - Holds up mirror for team to reflect on its performance.  Confronts people and issues positively
Guide - Is able to be an educator/trainer for the team when needed

Based on source material from Ruthellen Hellyer, Innovative Management Consulting

## Questions help move things along

- Asking questions is a powerful tool for
- getting unstuck
- finding areas of agreement
- finding areas of disagreement
- getting more people involved
- Asking questions sends a message:
- We value what you have to say
- We need your help

*Facilitation*

**Notes:**
NOT PROJECTED

## Approach and Format of Questions

- Ask questions that:
- Move group through decision-making stages together
- Encourage input from all
- Enforce democracy
- Question format
- Specific questions (get specific answers)
- Ask for illustrations
- Don’t ask “yes/no” questions

*Facilitation*

***Based on source material from Ted Grossardt, UK Transportation Center***

## Questions: Some Detailed Tips

***Based on source material from Ted Grossardt, UK Transportation Center***

*Facilitation*

**Notes:**
NOT PROJECTED

## Brainstorming - a Teaming Technique for Generating Useful Ideas

*Facilitation*

***Based on source material from Ruthellen Hellyer, Innovative Management Consulting***

- Brainstorming - a Teaming Technique for Generating Useful Ideas

- Brainstorming can -
- Increase involvement and participation on the team
- Produce the most ideas in the shortest time
- Provide an enjoyable change of pace
- Reduce negative reactions to new ideas
- Give everyone an equal opportunity to create ideas
- For example, you might use brainstorming to gather ideas about what kind of information should be used at the roadside to decide whether to let a vehicle bypass being pulled in.  The technique makes it easy to engage everyone on the team, and quickly builds a list of “screening factors.”

## Guidelines for Successful Brainstorming

**Select** and state the topic clearly
**Record all** ideas on a flipchart so everyone can see
- Solicit **quantity**, don’t be concerned about quality initially
**Defer judgement** and evaluation.  Discuss only to *clarify* an idea.
- Welcome **diverse ideas**
**Encourage building** on the ideas of others
- Stimulate **participation** by first allowing each person a turn to contribute. (People can “pass” if they have no ideas.)  Then open up the brainstorming to all.

*Facilitation*

***Based on source material from Ruthellen Hellyer, Innovative Management Consulting***

## Using a Brainstorming List

- 1.  Discuss the items on the list; make sure everyone 			understands the meaning of each item.
- 2.  Combine similar items; be sure the team members who 		suggested the items agree.  Number the final items.
- 3.  Try to reach consensus by secret ballot, allowing each 		person to vote for their top two or three choices.  Tally the 	results and discuss the pros and cons of the top choices.
- 4.  If consensus can’t be reached, it may be necessary to 		vote in order to get the final ranking of the group.  			Sometimes additional data must be collected or group 		members may need time to think before a final decision 		can be reached.

*Facilitation*

***Based on source material from Ruthellen Hellyer, Innovative Management Consulting***

## Promote Joint Problem Solving

- How can we do *both*?
- Deflects thinking from competitive
- Re-frame the problem
- Two ways of looking at the same thing
- Strengthen good ideas
- Builds on groups’ critical reasoning powers

*Facilitation*

***Based on source material from Ted Grossardt, UK Transportation Center***

## How Can We Do Both?

- Question absolutes and impossibilities
- Search for unusual resources
- Do joint ventures
- Let everyone do what they want!
- Try to create more time to resolve
- Find out how others have done it
- Back up from problems to needs.  Meet them.
- Create interdependence between alternatives
- “You cut, I choose”

*Facilitation*

***Based on source material from Ted Grossardt, UK Transportation Center***

## Re-frame the Problem

- It’s them
- It’s a problem
- Our goal is too big
- We don’t have enough money, time, ....
- We need more input
- We can’t get along
- We don’t have any power

- It’s all of us
- It’s an opportunity
- We haven’t broken it down
- How can we do the most with what we have?
- Consider existing input
- Let’s build on our points of agreement
- How can we make the best use of the leverage we have?

- OR..

*Facilitation*

***Based on source material from Ted Grossardt, UK Transportation Center***

## Quick Re-Framing Strategies

- List and remove constraints
- List what prevents solution
- Remove one at a time and ask about situation
- List and reverse assumptions
- List causes and connections between parts of problem
- Reverse one and ask how to make that happen
- “Catastrophizing”
- List everything that can go wrong!!!
- After laughter subsides, figure out which issues really matter

*Facilitation*

***Based on source material from Ted Grossardt, UK Transportation Center***

## Strengthening Good Ideas

- Clarify evaluation criteria
- List what we’re trying to accomplish
- Decide what is most important
- Use that as criteria to evaluate solution
- Analyze payoffs and risks
- List Payoffs (+)
- List Risks (-)
- List ways to mitigate risks
- Can we make this work?
- Brainstorm quick WBS
- Can we do these tasks?
- Who else needs to evaluate? (stakeholders)
- Who are victims/beneficiaries, do-ers, owners, sinkers/killers?

*Facilitation*

***Based on source material from Ted Grossardt, UK Transportation Center***

**Notes:**
Strengthen good ideas by promoting critical reasoning skills
When looking at potential solutions, clarify evaluation criteria for ideas...

## Situation X - What’s wrong here?  What can be done to alleviate the problems?

- Your group is large.  Some folks have a history of working well together, others are new to the group.
- Some of the players are sitting behind everyone else, the CSA and program mgr.
- Two people are carrying on a private conversation.
- One person is recording on a flip chart, another on a laptop that’s being projected, another on a transparency via an overhead projector.
- The architect and functional area expert are talking a lot, working on the design.
- The facilitator is in front of the group, wondering if this is the way it’s supposed to be going...

-  blah
-  blah
-  blah

*Example Situations*

**Notes:**
This could be run as a small group exercise (total of 30 minutes: 5 to review the problems, 15 to discuss in small groups, 10 to hear all three groups’ reports)
First, review all three situations (X, Y, and Z) quickly
Then divide the attendees into 3 groups, and assign one “situation” to each.
Identify a scribe and a reporter for each group.
Give them 15 minutes to discuss how to address their “situation”.
Have each reporter summarize the group’s ideas about how to make their assigned situation better. 

## Situation Y - How about this?

- Half of the members of your group have never met the others, except for seeing them in the training classes.
- The architect is new.
- The program manager doesn’t know much about technology, but knows what rules her boss has laid down.
- Your CSA hasn’t had much of a chance to work with you before the workshop.
- In the Safety session, there is little agreement about your goals and objectives, so you skip that step and move on to answering the design questions.
- No one seems to be comfortable making design decisions, so you make most of them action items.
- You move on to the operational scenario and decide that what was presented in the main session looks good.
- The facilitator is madly entering stuff on the laptop, wondering if this is the way it’s supposed to be going. . .

*Example situations*

**Notes:**
Go back to basics:
Physical environment
Ground rules
Provide focus;positive spin
Use examples, questions
Collect and review information from discussions

## Situation Z - Who signed me up to be a facilitator anyway???  What can we do?

- The program manager is the facilitator’s boss.
- Two of the people on the team just don’t get along.  They are constantly sniping.
- No one really knows how to use PowerPoint, and you’d like to update your templates and make your thread diagrams using it.
- Your team only did half the pre-work.
- You disagree with several CVISN Level 1 items. For instance, you don’t want to use EDI for electronic credentialing.
- You don’t have an IRP expert with you, so how are you supposed to do the thread diagram in S6?
- The facilitator is sitting slumped in a corner wondering who signed him up anyway. . .

*Example situations*

## Cheer up!

- You’ll do fine.
- Your group will be more of a team by the end of the week.
- You are not alone.

*Example situations*

## Intentionally blank