 The Key to Productivity in the Workplace 5-1

-TO MAKE EASIER (Webster’s 11th Collegiate Dictionary)

INDIVIDUAL VS. GROUP DECISION MAKING THE MENTAL ASPECT

 The Facilitator is like an orchestra leader. She or he must keep everyone on the same sheet of music playing the same note, in the same beat, all at the same time 5-5

THEY DO NOT EVALUATE OR CONTRIBUTE IDEAS OF THEIR OWN MANAGING PROCESS IS YOUR ONLY JOB 5-6

5-7 “ Put your energies into guiding rather then ruling. The more unobtrusive you lead, the more people will grow and learn to use their powers wisely. Make your aim as a leader to be unnoticed and eventually unneeded!” --from My Tao, by R.W. Russell

SEPARTING ROLES: LEADER (Facilitator, Leader, and Member) 5-8 Traffic Cop Participant Leader

5-9 Can you be Captain, Coach, Quarterback, Referee, and Cheerleader all at the same time?! Which Role(s) would you give up; keep?

5-10 With the basic decision making process and the specific “road maps,” proper facilitation will help you avoid potholes and detours, and get you where you want to go in an efficient, effective manner. He/She is the Neutral Servant of the group.

5-11 Things You Can Do To Intervene and Get Things Back on Track When They Start To Go Wrong Check for agreement Recycle to last level of agreement Play dumb Say what is going on Maintain/regain focus Use team memory Avoid process battles * Enforce process agreements Constantly encourage Accept/legitimize/deal or defer Be non-defensive Use body language Don’t talk too much Boomerang *

1) There’s no one right way to solve problems; we can try lots of different tools. Which do you want to try first? 2) You can only do one thing at a time. 3) It’s OK to disagree. 4) People don’t stick to agendas they haven’t agreed upon. 5) Having timeframes can keep up on track. 6) People don’t feel understood unless they get a response. 7) You can’t solve two problems at once; which do you want to work on? 8) If you can’t agree on the problem, you won’t agree on the solution. 5-12

12) It’s your team/group/meeting. 13) Terrific! You’re all terrific! 14) Gee, you all look tired/sad/unhappy…. 15) I’m feeling frustrated – what about you…? 16) Let’s review the Team Memory and see if we can get back on track ) Are you discussing what to do, or how to do it? 18) Could we slow down; I don’t think everyone is clear on what the problem is? 19) It’s not the role of the facilitator to solve your problems. 20) Let’s freeze and look at our process. 21) It’s good to share information, not evaluates right/wrong. 22) We need to remember where we are in the P-S process. 23) Go slow now to go fast later.

 Boomerang  Maintain/Regain focus  Play dumb  Say what’s going on (say the unsayable)  Check for agreement  Avoid process battles  Enforce process agreements  Accept/Legitimize/Deal or Defer  Be non-defensive  Use body language  Use the Team Memory  Try to stay neutral  Not contribute my ideas  Manage process (be meeting “chauffeur”)  Focus team energy on the task  Defend you from personal attack  Make process suggestions  Need your help to keep in role  It’s your meeting 5-14 FACILITATIVE BEHAVIORSFACILITATOR CONTRACT KNOW WHERE YOU’RE GOING PAVE THE WAY DEFINE YOUR ROLE

1) The One Minute Manager Builds High Performing Teams by: Kenneth Blanchard, Donald Carew, and Eunice Parisi-Carew 2) The Wisdom of Teams by: Jon R. Katzenbach, Douglas K. Smith 5-15