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Russell Martin and Associates is proud of their. partnership with ADNET Technologies. ... Andrews, Dorine C. and Leventhal, Naomi S. Fusion. ... Russell, Lou. ... – PowerPoint PPT presentation

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Title: P1251948368hlxzy


1
Facilitation Skills
An Overview of the Facilitation Skills
Workshop presented by Russell Martin
Associates (317) 475-9311 info_at_russellmartin.com w
ww.russellmartin.com It is a funny thing about
life if you refuse to accept anything but the
best, you very often get it. - W. Somerset
Maugham
2
But first.
A word from one of our Sponsors
3
Who are .
Russell Martin Associates (317)
475-9311 info_at_russellmartin.com www.russellmartin.
com
4
We are .
a consulting company that delivers learning
experiences. We design a fun, measurable
solution quickly and specific to your unique
problem. Some of the topics include Facilitati
on Skills Introduction to Critical
Thinking Customer Service Management Managing
Risks 10 Steps to Successful Project Management
5
Its all about partnerships
  • Russell Martin and Associates is proud of their
  • partnership with ADNET Technologies.
  • We are both working to deliver learning solutions
  • for you to help your bottom line!

6
A preview of the Facilitation Skills workshop
  • Who is involved and
  • why might they be?

7
What is Facilitation?
Facilitator and Scribe
Team
Client
Who and What is involved?
Agenda
Defined Process
Software Tools
8
Why Facilitation?
  • Communication has been
  • inconsistent (or non-existent)
  • slow
  • inaccurate
  • Facilitation helps by
  • shortening the communication process
  • including all parties in the process
  • WYSIWYG

9
Using Facilitation
  • Facilitation can be used to define and create
  • Scope statements
  • Mission statements
  • Problems/opportunities
  • Plans and schedules
  • Process flow/sequence

10
Benefits Of Facilitation
  • ADVANTAGES
  • Saves time
  • Increases ownership
  • Saves by shortening project
  • Increases quality and thoroughness

DISADVANTAGES

-
11
Ice-breakers
Why?
12
Ice-breakers (continued)
  • Success Factors
  • More than just introductions, should share
    something
  • Do it when group first gathers, additional ones
    for team building
  • The amount of time spent should be proportionate
    to the length of a session
  • Examples
  • Three Common, One Unique
  • Three Truths and a Lie
  • Share a Story first car, first job, first kiss,
    favorite way to get news, funny story about
    someone else (or self if really brave)
  • Draw poster of your team (hobby, family,
    birthplace, etc.)

? described in back of book
13
Three Truths and a Lie
This technique is an icebreaker and team building
exercise that is a fun and safe way to get to
know each other better. It is best used when
participants know each other somewhat. Have each
team member work silently for a couple of minutes
making a list of four things they want to tell
the team about themselves. One of the things
should be a lie. The rest of the group will then
try to guess which statement is the lie. Give an
example such as I was born in California or I
tossed pizzas in high school. Then have them
make their lists. Once everyone has made their
list, you, as the facilitator, should go first so
that everyone will feel safe. After you have
given your list, ask them which one of the items
they think was the lie. Give them a few seconds
to express their opinions. Repeat your options
one or more times, as needed. You are not looking
for concurrence, but rather giving them a few
moments to express their opinions. Then reveal
the lie. Then ask for a volunteer to go next or
start at one end of the table and move around
systematically. (continued)
14
Three Truths and a Lie (continued)
Be sure to keep this exercise moving. To do
that, allow a few moments for discussing the lie
and emphasizing what the truths were, but then
move on to the next person. Do not allow too
much time for picking the lie either. Ask the
member to reveal their lie after you feel
everyone has some chance to voice their
opinions. Feel free to ask any questions or get
clarification before your demonstration. Exampl
e 1. I majored in Latin in college. 2. I played
the flute with the Boston Symphony Orchestra as
my first job. 3. I have four children and 21
grandchildren. 4. My hobby is gardening. One of
these should be a lie.
15
Three Common, One Unique
This is an ice breaker that can be used when few
people in the group know each other. People will
feel closer to each other and find connections to
others after the ice breaker. Instructions 1. If
there are more than 5 people in a team, break
them into teams of 3 or 4. 2. Have each team
appoint a scribe. 3. Have them talk among
themselves until they have found three things
that they all have in common (other than the
obvious like work for same company, live in same
town, are human). Ask them to stretch their
imaginations and tell them you will reward the
team with the most unique commonalities. 4. Also
have them explore one thing that is unique to
each person in the group (for example one person
may be an only child while the rest have
siblings, one person collects stamps, the rest do
not) 5. Have the scribes share their teams
common and unique traits with the rest of the
teams. They may name names if they want
to. Feel free to ask any questions or get
clarification before your demonstration.
16
Exercise
  • Your group will be drawing a poster to introduce
    your members. The poster should include names,
    jobs and any other interesting facts that you
    wish.
  • One person will be the artist and one person
    will be the group facilitator. Everyone else
    will provide input on what the poster will look
    like but cannot help in any other way.
  • You have 5 minutes.
  • Debriefing
  • 1. What did your group do well?
  • 2. What could you have done better?
  • 3. What roles did participants play? Who was the
    task leader?
  • 4. What helped meet the goals?
  • 5. What hindered meeting the goals?

17
Bibliography
  • Andrews, Dorine C. and Leventhal, Naomi S.
    Fusion. Prentice Hall, Englewood Cliffs, New
    Jersey, 1993.
  • Atre, Shaku. Database Structured Techniques for
    Design, Performance, and Management. John Wiley
    Sons, New York, 1988.
  • Baggerman, Lisa. The Futility of Downsizing.
    Industry Week, January 18, 1993.
  • Benham, Barbara Tzivanis. Reducing Confusion in
    Project Design. Bests Review.
  • Boddie, John. Crunch Mode Building Effective
    Systems on a Tight Schedule. Yourdon Press, New
    Jersey, 1987.
  • Champy, James and Hammer, Michael, Reengineering
    the Corporation. HarperBusiness, New York,
    1993.
  • Davenport, Thomas H., Managing Information in a
    Process Context, Ernst Young Center for
    Information Technology and Strategy, Working
    Paper 13, April 1992.
  • Decision Strategies Group, The Management of
    Distributed Computing Environments - Balancing
    Service and Complexity. Greenwich, CT.,
    November, 1992.
  • DeMarco, Tom and Lister, Tim. Peopleware
    Productive Projects and Teams. Dorset House
    Publishing New York, 1987.
  • Edwards, Betty. Drawing on the Right Side of the
    Brain. Houghton Mifflin Los Angeles, 1979.
  • Florida, Richard, Rebuilding America - Lessons
    from the Industrial Heartland. Carnegie Mellon
    University, 1992.
  • Frank, A.L. A Guide to Software Entrepreneurs.
    Prentice-Hall, Inc. New Jersey, 1982.

18
Bibliography (continued)
  • Harless, Joe. 1987 NSPI National Convention
    Proceedings.
  • Horwitz, Johnathan and Kimpel, Howard. Taking
    Control Techniques for the Group Interview.
    Training and Development Journal, October 1988.
  • Information Week, May 10, 1993, Special
    Supplement on Reengineering.
  • Kahn, Lloyd. The Art of the Interview. Whole
    Earth Review, Winter 1987.
  • Litecky, Dr.. Charles E. Better Interviewing
    Skills. Journal of System Management, June
    1985.
  • McGarvey, Robert. Dealing With It. USAIR
    Magazine, December 1989.
  • Michalko, Michael. Thinkertoys A handbook of
    Business Creativity. Berkley, CA Ten Speed
    Press, 1991
  • Russell, Lou. The Accelerated Learning
    Fieldbook Making the Instructional Process Fast,
    Flexible, and Fun. San Francisco Jossey-Bass,
    1999.
  • Russell, Lou. Project Management for Trainers
    Stop Winging It and Get Control of Your
    Training Project. Alexandria, VA ASTD, 2000.
  • Russell, Lou. Leadership Training. Alexandria,
    VA ASTD, 2003.
  • Russell, L. and Feldman, J. IT Leadership
    Alchemy. Upper Saddle River, NJ Prentice Hall,
    2002
  • Russell, L. Training Triage. Alexandria, VA
    ASTD, 2005
  • Russell, L. 10 Steps to Successful Project
    Management. Alexandria, VA ASTD, 2007
  • Schank, Roger with Childers, Peter. The Creative
    Attitude. Macmillan Publishing New York, 1987.
  • Ury, William. Getting Past No. Bantam Books
    New York, ISBN 0-553-37131-2.
  • Weinberg, Gerry. Quality Before Design.
  • Wood, Jane and Silver, Denise. Joint Application
    Development. Wiley Publishing New York, 1989.
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