TS GES801

7 Facilitation Techniques Step-by-step techniques for project managers

1- Visioning* 2- Brainstorming 3- Written Brainstorming* 4- Multi Voting* 5- Wandering Flip Charts 6- Impact / Effort Decision Grid* 7- Consensus Building

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1- VISIONNING
What is it? A highly participative approach to goal setting for groups of all sizes. When to use it? When members need to clarify their own thoughts and then share those ideas with each other. To create a clear, shared statement of the desired future. What does it do? Allows people to put forward their ideas. Makes sure everyone is involved and heard from. Creates energy. Gets people aligned. Gives people a creative method to identify a group goal. How to do visioning? 1. Post a series of questions that relate to the task and ask how the final outcome should look. The vision questions will always be different, of course, depending on the situation. 2. Ask each person to write down their own responses to the questions. Allow at least 5-10 minutes. Give more time if needed. Ask people not to speak to each other during this writing phase. 3. Ask everyone to get a partner. Allocate 3-5 minutes for the first partner to tell their vision. Ask the other partner to facilitate. After 3-5 minutes are up, ask the partners to switch roles so that the second person gets to talk. 4 When the time is up, ask everyone to find another partner. Repeat the above process, this time shorten the time. Encourage people to 'steal' any good ideas they got from their last partner and incorporate these into their own vision. 5. Repeat the process a third time with new partners. This time limit the exchange to 1-3 minutes per person. This encourages people to prioritize and share the highlights. Tip: You can keep switching partners until everyone has spoken to everyone else. This creates lots of energy! 6. Ask everyone to return to their original seats and start to facilitate a discussion to pull the ideas together. Youll find that ideas have become fairly homogenized. Tip: A good way to proceed is to go question by question and have each person just read all their ideas on that item. Then ask people what themes they heard repeated and record these. What's the Outcome? This visioning process is very participative and creates lots of energy in the room. It also creates buy-in because the group's direction is coming from the members themselves. Everyone is involved at once. All ideas are heard. This is a great way to do goal setting, which is otherwise a very boring activity.

FACILITATING WITH EASE! 2005 INGRID BENS AND JOHN WILEY & SONS, INC.

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2- BRAINSTORMING
What is it? A technique for getting bigger and better ideas. Puts a full range of ideas on the table before decisions are made. When to use it? To generate a free flow of creative ideas that are not bound by the usual barriers. To get everyone involved. To create energy. To generate a wide range of solutions for a problem. What does it do? Allows people to explore new ideas and challenge traditional thinking. Lets people put ideas on the table without fear of being corrected or challenged. It separates the creation of ideas from the evaluation activity. How to do brainstorming? 1. Announce that you will be using brainstorming and review the rules: 1- Let ideas flow freely 2- No debating or evaluating of ideas until later 3- Build on the ideas of others 4- Think in new ways; break out of old patterns 5- Be humorous and creative 6- Everyone participates 7- There are no bad ideas 2. Clarify the topic being brainstormed, then allow a few minutes of quiet while people think about solutions. 3. The actual brainstorming can be structured (go systematically around the group) or be freewheeling (members offer ideas as they come to mind). 4. Ideas are recorded as they are generated. Theyre not discussed or elaborated upon. 5. Idea generation ends when each person passes, indicating that all possible ideas have been recorded. Sometimes at this point its wise to allow for some silence and wait. Sometimes the most original ideas come to light when people are pressed to engage in a second round. 6. Discuss each brainstormed idea in detail so that it is fully developed and clearly understood. Combine similar ideas that are just worded differently. 7. Use a decision grid or multi-vote to identify the best ideas for implementation. 8. Agree on the final list of 'best' ideas.

Whats the outcome? A long list of creative ideas from which to work. Since brainstorming frees people from practical considerations, it encourages them to think creatively. It is also an energizing process that helps move people to take action. Because it is highly participative, brainstorming makes everyone feel that they are an important part of the solution.

FACILITATING WITH EASE! 2005 INGRID BENS AND JOHN WILEY & SONS, INC.

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3 WRITTEN BRAINSTORMING
What is it? An idea generation technique that asks people to write down their ideas, then pass them to other group members who build on them. When to use it? When people are reluctant to speak in front of others or when there are outspoken members who would dominate a verbal brainstorming session. Also useful if the issue or topic is sensitive, since the initial idea generation step is anonymous and private. What does it do? Idea building gives people the anonymity and, hence, freedom to express their ideas. How to do written brainstorming? 1. Clarify the topic or issue for which ideas will be generated. Explain the process to group members. 2. Give each person slips of paper. Ask them to work alone to think of ideas to resolve the issue being discussed. Allow anywhere from three to ten minutes for the idea generation portion. 3. Ask members to fold their idea sheets and toss them into the center of the table. Sheets should not have member names on them. 4. Mix the sheets and ask each person to take back as many as they contributed. If anyone pulls out their own sheet, they can toss it back or exchange it with a neighbor. 5. Each person then has five to ten minutes to add more ideas that build onto the original idea on each sheet picked from the pile. The sheets can be passed to a third person at this point to generate further ideas. 6. Once all ideas have been developed, the facilitator asks all members to read their suggestions out loud. 7. Discussions are then held to explore and record the ideas on the flip chart. 8. A decision grid or multi-voting can be used to find the best ideas to fit the situation.

What's the outcome? Written brainstorming generates a lot of ideas. It also allows people to build on each other's ideas in an anonymous setting.

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4- MULTI VOTING
What is it? Multi-voting is a decision-making tool that enables a group to sort through a long list of ideas to identify priorities. When to use it? To prioritize a long list of items would take far too long to sort using consensus. Multi-voting allows groups to discuss the items and then quickly identify which should be dealt with. What does it do? Quickly establishes a clear set of priorities. How to do multi-voting? 1. Clarify the items that are to be prioritized. This may be a list of barriers from a force-field analysis or a list of ideas from a brainstorming exercise. Have members discuss each item, what it means, its strengths and weaknesses, etc. to make sure people understand the choices theyre making. 2. Identify some criteria to guide the vote so that people don't vote at cross purposes. Make sure that everyone votes with the same criteria in mind. The criteria could be to vote for: - the lowest cost items - the easiest items to complete - the first items in a logical sequence - the most important items - the most innovative items - the most important to the customer ...and so forth 3. Once the criteria are clear, there are two methods for conducting a multi-vote: Voting with stick-on dots. Using colored, peel-off file folder dots, hand out a strip of 4-7 dots to each person. (Use slightly fewer dots than half the items to be sorted to force people to make choices, e.g., give out 4 dots to sort 10 items.) Ask members to mill at the flip chart where the items are listed and put their four stickers on their top four choices. When everyone has voted, the dots are tallied to arrive at the priorities. Distributing points. Each person is given points (usually10 or 100) to distribute among the items to be sorted. Members can place their points beside the items they favor. It is wise to not allow anyone to place more than 50% of their votes on a single item. Members mill at the flip chart and assign their points to the various items. Points are then tallied to identify priorities. Whats the Outcome? Multi-voting is democratic and participative. Since most members will see at least one or more of the items that they voted for near the top of the priority list, this form of voting does not create the sense of winners and losers that regular voting does. In fact, it typically leaves participants feeling that they can live with the final outcome.

FACILITATING WITH EASE! 2005 INGRID BENS AND JOHN WILEY & SONS, INC.

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5 WANDERING FLIP CHARTS (or Four Corners)

What is it? A safe and participative means of engaging a large number of people in productive conversations about specific issues. A way of gaining a lot of input from a large group in a short time. When to use it? When you want to explore a wide range of topics with a large number of people and have little time to do it. To energize a group and get everyone into the conversation. When there is a topic that people may not want to talk about in open conversation. When a large open space with useable walls is available and you have a group of at least 20 people. What does it do? Creates a relatively safe and anonymous setting for conversation. Provides an alternative means of generating group synergy since people get to read and then build on each others ideas. How to use wandering flip charts? 1. Set up the room by posting blank sheets of flip chart paper or poster paper in separate stations around the room. 2. Clarify the topic or series of topics to be discussed, then divide the topic into segments or sub-topics. 3. Post one topic segment or sub-topic at the top of its own flip chart sheet. 4. Instruct people to wander the room and gather at a flip chart that features a topic about which they have knowledge. Be clear that there must always be no fewer than 3 and no more than 5 people at each flip chart. Once there, the participants discuss the topic and record their collective thoughts for a specified period, typically in the range of five minutes. 5. At the end of five minutes invite everyone to wander to another flip chart station, read what the first group has written and confer with whomever else wandered there in order to add more comments to the sheet. 6. This process can be repeated until all of the flip chart sheets are filled. It is not necessary that each person visit each station. Wandering flip chart variation and application: In a problem-solving exercise, solve a large number of problems by posting each in a different area then having participants wander to first analyze each problem and a number of sheets. When all of the problems have been analyzed by at least three sets of wandering visitors, have people retrace their steps to read the completed analysis sheets and then begin to brainstorm solutions. After everyone has wandered to at least three stations to add solutions, give everyone a color marker and invite the entire group to tour all of the sheets of brainstormed solutions to check off the three best ideas for implementation. Whats the outcome? A large number of issues are explored. Group ideas are developed. Everyone gets to participate and have their ideas added into the mix.

FACILITATING WITH EASE! 2005 INGRID BENS AND JOHN WILEY & SONS, INC.

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6- IMPACT / EFFORT DECISION GRID

What is it? A matrix of critical criteria used to assess a set of ideas to determine which one(s) are most likely to be the best solution(s). When to use it? When you need to bring more objectivity and thoroughness to the decision-making process. What does it do? Changes the decision-making process from members arguing for the solutions they feel are most suitable to one where each potential solution is more objectively judged against the same set of factors. How to use the Impact!/Effort decision grid? A decision grid is created after the idea-generating phase of a discussion to sort through the various options.

I M P A C T

Major Improvement

Minor Improvement Easy to do Hard to do EFFORT

1- When members need to sort through a variety of brainstormed ideas or options, the impact/effort grid is drawn on a sheet of flip chart paper: 2- The potential solutions are individually discussed and placed in one of the four boxes. All items are eventually classified as being: 1. Easy to do and yields a big improvement 2. Easy to do and yields a small improvement 3. Difficult to do but worth it since it will yield a big improvement 4. Difficult to do and yields a small improvement 3- Once all items have been analyzed and sorted they can be dealt with: Category 1 items become the priority for immediate action Category 2 items are also implemented immediately Category 3 items are the subject of detailed action planning Category 4 items are discarded Whats the outcome? Clearly sorted ideas emerge from a mass of random brainstormed thoughts. Grids also make the sorting process more systematic and consensual. Since everyone gets to cast votes or express opinions, the use of grids is participative and objective

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7- CONSENSUS BUILDING
How to do Consensus Building? 1. Help the group create a statement that describes the decision that needs to be made: What is the item or issue that we will be deciding? 2. Discuss the assumptions surrounding the topic: How empowered is the group on this topic? What are the budget parameters? Whats the timing? 3. Identify the desired outcome: What would a high-quality decision look like? How would it change the current situation? 4. Create appropriate norms for the situation: What rules do we need to have in place for this conversation? How do we insure that we have a healthy debate instead of a heated argument? 5. Explain the key steps in the systematic consensus decision model and allocate times for each step: Process steps / Time required 6. Analyze the current situation to uncover the underlying elements: What are all of the relevant facts that describe the background of the current situation? What are the underlying causes of any noticeable symptoms? 7. Generate possible solutions: What are all of the possible options given our analysis? 8. Evaluate solutions against criteria: What criteria should we consider to help us sort through the possible solutions? Are all of the criteria of equal importance, or do some have greater weight? 9. Identify the components of the final solution that everyone can live with: Which of the potential solutions become part of the action strategy? Can we make a statement that summarizes our plan going forward? 10. Plan for action: 11. Troubleshoot the action plan: 12. Report on progress: When will we meet to report back on any progress? How will we report back? (written, verbal) What do we need to report on? Who needs to be made aware of the decisions and action steps? How do we communicate with these stakeholders? 13. Evaluate the consensus decision process.

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Facilitation Techniques List

Technique 1- Visioning What is it? A highly participative approach to goal setting. When should it be used? When members need to clarify their own thoughts and the share those ideas with each other to create a clear shared statement of the desired future. To generate a free flow of creative ideas that are not bound by the usual barriers. To get all members involved. To generate a wide range of solutions for a problem. When members are reluctant to speak in front of others, or when there are outspoken members who would dominate a standard brainstorming session. To prioritize a long list of items. Allows groups to discuss the items and then quickly identify which should be dealt with.. When you want to explore a wide range of topics with a large number of people and have little time to do it. What is its purpose? Ensures all members have input. Creates energy. Aligns members. Gives members creativity to identify a group goal. Whats the outcome? Buy-in. Goal-setting.

2- Brainstorming

An technique for getting bigger & better ideas. Puts a full range of ideas on the table before decisions are made.

Allows members to explore new ideas and challenge traditional thinking. Lets members put ideas on the table without fear of being corrected or challenged. Freedom to express their ideas in anonymity

A long list of creative ideas from which to work. Creativity. Buyin.

3- Written Brainstorming

An idea generation technique that asks members to write down their ideas, then pass them on to other group members who build on them. A decision-making technique that enables a group to sort through a long list of ideas to identify priorities.

Written brainstorming generates a lot of ideas. It also allows people to build on each other's ideas in an anonymous setting

4- Multi-voting

Quickly establishes a clear set of priorities

Multi-voting is democratic and participative. Leaves participants feeling that they can live with the final outcome. A large number of issues are explored. Group ideas are developed. Everyone gets to participate and have their ideas added into the mix. Clear, sorted ideas emerge from a mass of random brainstormed thoughts. Systematic sorting. Participation & democratic.

5- Wandering Flip Charts

A participative means of engaging a large number of people in conversations. Gaining a lot of input from a large group in a short time A matrix of critical criteria used to assess a set of ideas in order to determine which ones are most likely to offer the best solution(s). An approach to built consensus about a situation.

Provides an alternative means of generating group synergy since people get to read and then build on each others ideas

6- Impact / Effort Decision Grid

When you need to bring more objectivity and thoroughness to the decision-making process.

A process where each potential solution is objectively judged against the same set of criteria.

7- Consensus Building

When buy-in is required on a situation

Get alignment from all the participants.

A position that is supported by all participants

FACILITATING WITH EASE! 2005 INGRID BENS AND JOHN WILEY & SONS, INC.

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