When managers and team leaders are asked
to list a leader's responsibilities, facilitation usually is at
the top of the list. Following are ten rules for team facilitation:
1. Ask for feelings or opinions.
For instance, you might ask one team member who disagrees with another's
suggestion what they think about the next step, "What brings you
to question...?" or "What prompts your suggestion to...?" or "What
are some other ways do you all think we can use this information
to...?"
2. Paraphrase what others are saying.
This technique can help clarify any misunderstandings, including
misunderstandings that may prompt angry words about another member's
remarks. Just the act of paraphrasing the comment may make the angry
team member realize that she is overreacting to the statement of
a co-worker. As a team member, you may also want to paraphrase some
remark to ensure clarification for the group as a whole: "Let me
see if I understand your position. Are you suggesting that...?"
"What I am hearing is.... Am I right?" "Let me restate the last
point you made to see if I understand."
3. Call on the quieter members for their
reactions to comments from more vocal members. You don't want
to put these shyer members on the spot by calling on them by name.
On the other hand, they may have insights to add to the discussion.
Consequently, rather than ask specific individuals to comment on
remarks made, you may want to go around the room for comments from
everyone, thereby not putting a spotlight on the more reticent individual.
If someone looks uncertain, you can suggest, "Maggy wants more time
to think about this. In the meantime, Charlene, what would you say
about what we have heard so far?" Later, after Charlene has had
her say, you can return to Maggy and ask, "Maggy, what do you think
about Charlene's comments?"
4. Ask for a summary. Periodically,
you might want to stop the discussion to review conclusions reached.
Not only will this keep your team on course, but it also allows
the group as a whole to catch their breath if it was a heated discussion.
5. Ask for more concrete examples. This
moves the discussion from the abstract to specifics, from an exchange
of information to specific actions the team can take to move forward.
6. Question whether the group has reached
consensus. Periodically, the team may seem to have reached the
point where it is ready to make a decision on an issue. At that
point, you may want to call for a vote to see if you are correct
that all the discussion is over.
If the group feels further discussion is
needed, then allow that. However, if the group seems as if it can't
get over this hump, then you may want to ask, "What do we want the
end result to be? What is it we are trying to accomplish here?"
Focus the discussion to critical issues.
7. Call for action. As leader, you are
always moving the team toward completion of its mission. That
will demand that you monitor the discussion and, where appropriate,
ask, "How do you think we should proceed?" Or, more specifically,
"Darlene, how would you suggest we proceed?" Or, looking to the
group as a whole, you might comment, "I'd like your suggestions
on possible ways we can get started...."
As suggestions are made, put these on a
flip chart for later discussion. Ideally, wait until all the ideas
of the group have been put on the chart before discussing any.
8. Suggest the next step. Toward
maintaining team momentum, you will have to put an end to conversations
and move along to the next item on the agenda or, related to the
team project, the next step toward the final mission or objective.
The closer you get to the end result, the
more likely you will encounter differences in opinion--so, the more
flexible your agenda should be in order to accommodate time for
discussion.
9. Support a team member. You may
need to make supportive statements to get members of the team to
share their feelings: "Grace, you've had your chance to share your
opinion. Let's hear from Barbara now."
10. Confront disagreements. How you
confront disagreements will depend on the degree of conflict, and
the stage of the team's mission in which the conflict arises. But
it is imperative that you act immediately when conflict arises.
For instance, Helen is sitting quietly in her chair, obviously upset.
You might say, "Helen, you seem upset by what you have just heard.
Could you share with the rest of us your concerns?"
The majority of the team seems ready to
come to a final decision. But there are two members who aren't supporting
the decision. Open disagreements and even hostility are impeding
the team from making a decision. Then you need to give those opposed
to the proposed actions a chance to have their say.
|
