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Facilitator Skills - Guide


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Facilitator Skills - Guide

  1. 1. <ul><li>Basic Facilitation Skills </li></ul>
  2. 2. Learning Objectives <ul><li>. To understand the roles of facilitators </li></ul><ul><li>. To understand the facilitator’s </li></ul><ul><li>basic responsibilities </li></ul><ul><li>.To understand the structure </li></ul><ul><li>of facilitation map </li></ul><ul><li>. To understand the basic facilitation </li></ul><ul><li>skills </li></ul>
  3. 3. Program Outline and Timelines <ul><ul><li>1.Getting Started </li></ul></ul><ul><ul><li>2.Basic Responsibilities of a Facilitator </li></ul></ul><ul><ul><li>3.Basic Facilitation Map </li></ul></ul><ul><ul><li>4.The Facilitation Techniques </li></ul></ul><ul><ul><li>5.Conclusion </li></ul></ul>
  4. 4. Module 1 <ul><li>Ground Rules </li></ul>
  5. 5. Module 1 <ul><li>Getting Started </li></ul>
  6. 6. Warm Up <ul><li>Name Your Team </li></ul><ul><li>Or </li></ul><ul><li>Know Your Team Member </li></ul>
  7. 7. Simple term <ul><li>Facilitation means to </li></ul><ul><li>“ Make Easy”. </li></ul><ul><li>This course is designed to help teach people how to make it easy to have productive events and meetings. </li></ul>
  8. 8. Dictionary <ul><li>(from Cambridge International Dictionary of English ) facilitate verb [T] FORMAL to make possible or easier The new ramp will facilitate the entry of wheelchairs. The company offered to facilitate an international conference in the following year. The current structure does not facilitate efficient work flow. </li></ul>
  9. 9. Definition <ul><li>1. Who is facilitator? </li></ul>
  10. 10. Answer <ul><li>Facilitator is the individual responsible for guiding a team through a process in order to accomplish a specific task or a specific goal or outcome . </li></ul>
  11. 11. Definition <ul><li>1. What is the role of Facilitator? </li></ul>
  12. 12. The Role of Facilitator <ul><li>The facilitator’s task is to ensure that a team </li></ul><ul><ul><li>a. avoids the potential disadvantages and </li></ul></ul><ul><ul><li>b. experiences all of the advantages </li></ul></ul><ul><li>of working in a team </li></ul><ul><li>and so performs as a synergistic team creating excellent outcomes </li></ul>
  13. 13. Synergy or Dysfunction?
  14. 14. <ul><li>synergy , synergism noun [U] SPECIALIZED the combined power of a group of things when they are working together which is greater than the total power achieved by each working separately </li></ul><ul><li>(from Cambridge International Dictionary of English ) </li></ul>Definition of Word
  15. 15. <ul><li>dysfunctional adjective not able to operate well; working badly a dysfunctional family </li></ul><ul><li>from Cambridge Dictionary of American English ) </li></ul>Definition of Word
  16. 16. 3. Working In a Team <ul><li>Advantages Disadvantages </li></ul>
  17. 17. In a Dysfunctional Team 2 + 2 <4 In a Synergistic Team 2 + 2 > 4 Equation
  18. 18. Behavior of Team In a fast paced manufacturing environment, what is the behaviors of team?
  19. 19. <ul><li>Do it first </li></ul>Fast
  20. 20. <ul><li>2. Today’s fast paced business environment bring about task behaviors. (read notes) </li></ul>Task Behaviors
  21. 21. Task behaviors <ul><ul><ul><ul><li>Doing </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Work Independently </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Making logic-based decisions </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Acting </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Moving things along </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Focusing on details </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Directing </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Bringing things to closure (making decisions) </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Controlling </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Telling </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Focusing on the job at hand </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Resistance to change </li></ul></ul></ul></ul>
  22. 22. <ul><li>Discuss and Do </li></ul>Effective
  23. 23. <ul><li>Facilitator provides the structure that encourage process behaviors that emphasis on thinking, discussion and planning together. </li></ul>Process Behaviors
  24. 24. Process Behaviors <ul><ul><ul><li>Thinking </li></ul></ul></ul><ul><ul><ul><li>Participating/teamwork </li></ul></ul></ul><ul><ul><ul><li>Using creativity and intuition </li></ul></ul></ul><ul><ul><ul><li>Talking </li></ul></ul></ul><ul><ul><ul><li>Exploring ideas more deeply </li></ul></ul></ul><ul><ul><ul><li>Focusing on the big picture </li></ul></ul></ul><ul><ul><ul><li>Facilitating </li></ul></ul></ul><ul><ul><ul><li>Opening up/looking for other ideas (generating alternatives) </li></ul></ul></ul><ul><ul><ul><li>Letting go and empowering </li></ul></ul></ul><ul><ul><ul><li>Asking </li></ul></ul></ul><ul><ul><ul><li>Focusing on the people, values, and vision </li></ul></ul></ul><ul><ul><ul><li>Receptivity to change </li></ul></ul></ul>
  25. 25. Facilitator is essential for today’s business in two aspects: Facilitator helps the team to bring out the best part of team to be more synergistic. Facilitator helps the team to focus on process behaviors that emphasis on planning, thinking and discussion. These behaviors would ensure quality decisions and actions Conclusion
  26. 26. Module 2 <ul><li>Introduction to the Basic Responsibilities of a Facilitator </li></ul>
  27. 27. Module 2 <ul><ul><ul><li>What are the essential responsibilities of facilitator? </li></ul></ul></ul>
  28. 28. Basic Responsibilities Refer to Note 2.1
  29. 29. Basic Responsibilities Refer to Note 2.1 Read Note 1.1 Page 1 and 2
  30. 30. Clarify Objectives Explain what the topic is What do we want to achieve? Why are we having this meeting?
  31. 31. Clarify Objectives <ul><li>For example: </li></ul><ul><li>Background :the team is calling for quarter end outing. </li></ul><ul><li>Objectives </li></ul><ul><ul><li>Department Outing </li></ul></ul><ul><ul><li>What do we want to achieve? </li></ul></ul><ul><ul><li>Identify venue and select organizing committee </li></ul></ul>
  32. 32. Clarify Objectives <ul><li>For example: </li></ul><ul><li>Background: The team discuss the issue of labeling and displaying goods </li></ul><ul><li>Objectives </li></ul><ul><li>Housekeeping of Labeling and Document Distribution </li></ul><ul><li>What do we want to achieve? </li></ul><ul><li>Identify possible causes and solutions of labeling and distribution of documents </li></ul>
  33. 33. Example <ul><ul><ul><li>Your example… </li></ul></ul></ul>
  34. 34. Ensure Full Participation <ul><li>Everyone must have an equal opportunity to participate and that all participants contribute to the process </li></ul>
  35. 35. Ensure Full Participation <ul><li>How do you handle such situation? </li></ul><ul><li>Quiet person? </li></ul><ul><li>Talkative person? </li></ul>
  36. 36. Ensure Full Participation <ul><li>How do you ensure everyone participant? </li></ul>
  37. 37. Ensure Full Participation <ul><li>Encouraging participation </li></ul><ul><li>“ Who else has an idea?” </li></ul><ul><li>“ Is there another perspective on this issue?” </li></ul><ul><li>“ A lot of men are talking, now lets hear from the women” ”Is this discussion raising questions for anyone?” </li></ul><ul><li>“ Let’s hear from someone who hasn’t spoken in a while” </li></ul><ul><li>  </li></ul>
  38. 38. Stay on Time and Stay on Track <ul><li>What happen when the team does not stay on track? </li></ul><ul><li>What would you do? </li></ul>
  39. 39. Stay on Time and Stay on Track <ul><li>What happen when the team does not stay on time? </li></ul><ul><li>What would you do? </li></ul>
  40. 40. Stay on Time and Stay on Track Item Topic Action Time Allocation 1 Decide the date Ahmad 15 minutes for Langkawi trip
  41. 41. Clarify Understanding Ask for examples, pictures, diagrams, data Ask if other participants understand what was being said
  42. 42. Clarify Understanding <ul><li>You have any other suggestion to clarify understanding? </li></ul>
  43. 43. Ensure Commitments to Action <ul><li>Identifying who is to do what and when </li></ul>
  44. 44. Ensure Commitments to Action
  45. 45. Recap Recap what has been decided “ Today we have decided to adopt 5S as the way to improve our housekeeping system. Anyone has anymore concerns?”
  46. 46. Recap Recap who has agreed to do what and by when “ John has agreed to lead the Housekeeping Improvement Team. He will submit a plan for training, discussion and implementation by 18 th of April. We will discuss the plan in next meeting. John do you have anything to add?”
  47. 47. <ul><li>Preparation for Workout – </li></ul><ul><li>Feedback Guideline </li></ul>
  48. 48. Giving Feedback <ul><li>Focus on facts, not feelings. You are not looking for what you “like” or “don’t like” about a person’s facilitation style. </li></ul><ul><li>Use facts and specific example </li></ul><ul><li> “ you didn’t recap the discussion on Item 6 housekeeping improvement team” </li></ul>
  49. 49. Giving Feedback Provide feedback on the strengths and opportunities for improvement (refer the the Facilitation Feedback Form) Page 4
  50. 50. Giving Feedback <ul><li>What has the person done well? </li></ul><ul><li>(strength) </li></ul><ul><li>How can the person improve? </li></ul><ul><li>(opportunity for improvement) </li></ul>
  51. 51. Giving Feedback <ul><li>Always assume : </li></ul><ul><li>You are successful to the extent that you provide feedback without lowering the person’s self esteem </li></ul><ul><li>People want to do a good job </li></ul><ul><li>You care about the person (if you don’t, expect your attempt to fail) </li></ul><ul><li>You may be incorrect </li></ul>
  52. 52. Structure of Giving Feedback <ul><li>Observation </li></ul><ul><li>“ You didn’t brief us the agenda” </li></ul><ul><li>Effect on me </li></ul><ul><li>“ It made me confuse. I didn’t know what was going to happen.” </li></ul><ul><li>Pause (and listen) </li></ul><ul><li>Suggestion </li></ul><ul><li>“ I propose you to take few minutes to brief the agenda to make every know what is going to happen in the meeting” </li></ul>
  53. 53. Receiving Feedback <ul><li>We often uncomfortable receiving feedback, we don’t like it too. </li></ul><ul><li>Actually It’s an opportunity for us to know about weaknesses People take risk to tell us. </li></ul>
  54. 54. Receiving Feedback <ul><li>1. Listen. Say “Thank you” </li></ul><ul><li>2. Probe for example </li></ul><ul><li>“ Can you give me an example?” </li></ul><ul><li>3. Ask for help </li></ul><ul><li>“ Can you give me some ideas how should I deal with it?” </li></ul><ul><li>4. Delay respond. “Thank you. I will think about it” </li></ul>
  55. 55. Example of FON, FF <ul><li>Facilitation Observation Notes and Facilitation Feedback </li></ul><ul><li>Refer to Note 2.2 and </li></ul><ul><li>Note 2.3 (Page 3 & 4) </li></ul>
  56. 56. Team Workout <ul><li>Identifying Facilitation Challenges </li></ul><ul><li>Refer to Note 2.4 </li></ul><ul><li>Page 6 </li></ul>
  57. 57. Team Workout Facilitator Challenges Tips/Tool How to deal with Ask opinion from talkative participant? Other participants “ I like your idea. Any one else have fresh ideas?
  58. 58. Team Workout <ul><li>Practice facilitator </li></ul><ul><li>Time Keeper </li></ul><ul><li>Note Keeper </li></ul><ul><li>Facilitation Observer </li></ul>
  59. 59. Team Workout <ul><li>Time Allocation 5 minutes of preparation </li></ul><ul><li>15 minutes Workout </li></ul><ul><li>5 minutes feedback </li></ul>
  60. 60. Team Workout: Feedback <ul><li>What has the person done well? </li></ul><ul><li>How can the improve ? </li></ul>
  61. 61. Summary Seven responsibilities of Facilitators: 1. Clarify _____________________ 2. Ensure _____________________ 3. Stay _______________________ 4. Stay _______________________ 5. Clarify _____________________ 6. Ensure _____________________ 7. Re_________________________
  62. 62. Team Workout <ul><li>Key Learning Points </li></ul>Share with the group what you have learnt
  63. 63. Module 3 <ul><li>Road Map for Facilitation Success </li></ul>
  64. 64. Map Opening Clarifying Objectives Clarifying Role of the Facilitator Overview of Agenda and/or Process Developing Ground Rules The Body Recap Outcome Confirmation of Consensus and Next Steps
  65. 65. Opening <ul><li>First few words </li></ul><ul><li>Set the tone – positive </li></ul><ul><li>Get their attention </li></ul><ul><li>Tell them the purpose of the meeting </li></ul><ul><li>Read Note 3.2 Checklist </li></ul>
  66. 66. Clarifying Objectives <ul><li>What do we want to achieve? </li></ul><ul><li>Why do we meet today? Tip: </li></ul><ul><li>Present a brief statement of objectives (written form) – reminder </li></ul><ul><li>“ are we on track?” </li></ul>
  67. 67. Clarifying the Role of Facilitator <ul><li>Tell them what you do – </li></ul><ul><li>as process expert, </li></ul><ul><li>not content expert </li></ul><ul><li>Tell them how you will intervene </li></ul><ul><li>- off track: “ I will pull you back” </li></ul><ul><li>- dominant conversation: “I will gate keep the conversation” </li></ul>
  68. 68. Overview of Agenda and/or process Dept Outing 1. Objective of Outing – Ahmad – 5 minutes 2. Select Venue – Ahmad – 10 minutes 3. Select Organizing Committee – Wan – 20 minutes 4. Decide on activities – Lee Guan – 10 minutes 5. AOB – Ahmad – 5 minutes
  69. 69. Developing Ground Rules <ul><li>Rules that develop and observe by members. </li></ul><ul><li>Empower you to lead the team </li></ul><ul><li>How the team behave and work together </li></ul><ul><li>Write in a flipchart. Put it up for the first five meetings to remind them </li></ul>
  70. 70. Ground Rules <ul><li>1. We are prompt and regular in attendance </li></ul><ul><li>2.      We listen attentively </li></ul><ul><li>3.      We only allow one person talk at a time </li></ul><ul><li>4.      We complete assigned work within stipulated time </li></ul><ul><li>5.      We appreciate the other person’s point of view </li></ul><ul><li>6.      We provide constructive feedback and receive it willingly </li></ul><ul><li>7.      We keep confidences and assume others will </li></ul><ul><li>8.      We stick to the agenda and schedule unless we agree to change them </li></ul><ul><li>9.      We are here to find solutions, not to fight and win </li></ul><ul><li>  </li></ul>
  71. 71. The Body <ul><li>The part the team tackle the issues You apply most tools </li></ul>
  72. 72. The Body <ul><li>Fact finding </li></ul><ul><li>Brainstorming </li></ul><ul><li>Action Plan </li></ul><ul><li>Problem Solving </li></ul><ul><li>Decision Making </li></ul><ul><li>Brainstorming </li></ul>
  73. 73. Recap Outcomes <ul><li>Recap outcome briefly to ensure understanding </li></ul><ul><li>Recap what has been decided </li></ul><ul><li>Recap who has agreed to do what and by when </li></ul>
  74. 74. Confirmation of Consensus and Next Steps <ul><li>Confirm of the actions agreed to be taken or decisions have been made </li></ul><ul><li>Next steps: future meeting </li></ul>
  75. 75. Facilitation Map Read Note 3.1 Page 9 and 10
  76. 76. Team Workout <ul><li>Using The Facilitation Map as a Planning Tool </li></ul><ul><li>Refer to Note 3.3 Page 12 </li></ul>
  77. 77. Team Workout <ul><li>Practice Facilitator </li></ul><ul><li>Time Keeper </li></ul><ul><li>Note Keeper </li></ul><ul><li>Facilitation Observer </li></ul>
  78. 78. Team Workout The practice Facilitator identifies a meeting/team process that he or she is likely to facilitate in the near future. Use that as the background of this Workout
  79. 79. Team Workout The team must use the Facilitation Map to facilitate the meeting but ONLY for the first five steps.
  80. 80. Team Workout <ul><li>Time Allocation 5 minutes of Preparation </li></ul><ul><li>10 minutes Workout </li></ul><ul><li>5 minutes Feedback </li></ul>
  81. 81. Team Workout: Feedback <ul><li>What has the person done well? </li></ul><ul><li>How can the person improves ? </li></ul>
  82. 82. Summary
  83. 83. Team Workout <ul><li>Key Learning Points </li></ul>
  84. 84. Module 4 <ul><li>Basic Facilitation Techniques </li></ul>
  85. 85. Learning Objectives <ul><li>1. Facilitate to open a meeting </li></ul><ul><li>2. Facilitate to run a meeting </li></ul><ul><li>3. Facilitate to close a meeting </li></ul><ul><li>4. Encouraging teams to be more interactive </li></ul><ul><li>5.Increasing team productivity in meetings </li></ul>
  86. 86. Background <ul><li>You will see facilitation techniques used in different situation </li></ul><ul><li>Meeting Stage Techniques </li></ul><ul><li>Opening </li></ul><ul><li>Running </li></ul><ul><li>Closing </li></ul>
  87. 87. Outline <ul><li>1. Opening a Meeting </li></ul><ul><li>a. Proper Room Set Up </li></ul><ul><li>b. Set Enthusiastic Tone </li></ul><ul><li>c. Make Introduction d. Ground Rules </li></ul>
  88. 88. Outline <ul><li>2. Running A Meeting </li></ul><ul><li>a. Managing Discussion b. Balance Participation c. Manage Transitions d. Identify Strategic Moments e. Use the team’s resources </li></ul>
  89. 89. Outline <ul><li>3. Closing Meeting </li></ul><ul><li>a. Review Agenda </li></ul><ul><li>b. Summarize decisions and recommendations c. Determine remaining issues </li></ul><ul><li>d. Manage follow-up actions </li></ul><ul><li>e. Evaluate Meeting </li></ul>
  90. 90. Outline (Note 4.1) <ul><li>1.Opening a Meeting </li></ul><ul><li>a. Proper Room Set Up </li></ul><ul><li>b. Set Enthusiastic Tone </li></ul><ul><li>c. Make Introduction d. Ground Rules </li></ul><ul><li>2. Running A Meeting a. Managing Discussion b. Balance Participation c. Manage Transitions d. Identify Strategic Moments e. Use the team’s resources </li></ul><ul><li>3. Closing Meeting </li></ul><ul><li>a. Review Agenda </li></ul><ul><li>b. Summarize decisions and recommendations </li></ul><ul><li>c. Determine remaining issues </li></ul><ul><li>d. Manage follow-up actions </li></ul><ul><li>e. Evaluate Meeting </li></ul>
  91. 91. Stretch Your Mind <ul><li>View Tape Answer Questions Share with the group Refer to Note 4.1 </li></ul>
  92. 92. Learning <ul><li>Step Have you used Why is this this techniques Techniques </li></ul><ul><li>before Important? </li></ul><ul><li>Yes/No </li></ul>
  93. 93. Opening A Meeting <ul><li>Proper Room Set Up </li></ul><ul><li>Work aids/ Chair/Table/flipcharts </li></ul><ul><li>Visual aids/ OHP/TV/Video </li></ul><ul><li>Refreshment/ Seating arrangement/ </li></ul>
  94. 94. Room: Auditorium
  95. 95. Room: Classroom
  96. 96. Room: Workshop
  97. 97. Room: Seminar
  98. 98. Opening A Meeting <ul><li>Set Enthusiastic Tone </li></ul><ul><li>Positive/ </li></ul><ul><li>High Energy/ </li></ul><ul><li>Your mood affect them/ </li></ul><ul><li>Positive Body Language… </li></ul>
  99. 99. Opening A Meeting <ul><li>Make Introduction </li></ul><ul><li>Get to know them/ Come early/ </li></ul><ul><li>Be positive/ </li></ul><ul><li>Everyone is important… </li></ul>
  100. 100. Opening A Meeting <ul><li>Ground Rules </li></ul><ul><li>Rules/ </li></ul><ul><li>Form culture/ </li></ul><ul><li>Let the team generate/ </li></ul><ul><li>… </li></ul>
  101. 101. Manage Discussion <ul><li>Ask Clarifying Questions </li></ul><ul><li>5W1H/ </li></ul><ul><li>Ask if the team understand… </li></ul>
  102. 102. Manage Discussion <ul><li>Build Team Memory </li></ul><ul><li>Use flipchart/ </li></ul><ul><li>Paste it/ </li></ul><ul><li>Unsure common understanding… </li></ul>
  103. 103. Manage Discussion <ul><li>Discourage Group Think </li></ul><ul><li>Protect alternate ideas/ </li></ul><ul><li>Challenge dominant thinking… </li></ul>
  104. 104. Manage Discussion <ul><li>GroupThink </li></ul>Groupthink is a concept that was identified by Irving Janis that refers to faulty decision-making in a group. Groups experiencing groupthink do not consider all alternatives and they desire unanimity at the expense of quality decisions
  105. 105. Manage Discussion <ul><li>Parking Lot </li></ul><ul><li>Irreverent Thoughts/ </li></ul><ul><li>Write it down/ </li></ul><ul><li>Next meeting or AOB… </li></ul>
  106. 106. Balance Participation <ul><li>Make Eye Contact </li></ul><ul><li>Let people know that you are listening/ </li></ul><ul><li>Confidence/ Make people feel important… </li></ul>
  107. 107. Balance Participation <ul><li>Round Robin Techniques </li></ul><ul><li>Make everyone speak… One person at a time </li></ul>
  108. 108. Balance Participation <ul><li>Include Everyone </li></ul><ul><li>Break the group into smaller team </li></ul><ul><li>Inform them you are going to call names </li></ul><ul><li>Set time limits on contribution </li></ul>
  109. 109. Balance Participation <ul><li>Ask Low Participants For Help </li></ul><ul><li>Write group’s ideas on the flipchart </li></ul><ul><li>Before the event, ask them to present info </li></ul>
  110. 110. Manage Transitions <ul><li>Summarize the Topics </li></ul><ul><li>People feel closure on it </li></ul><ul><li>Side issues- write it on “Parking Lot” </li></ul>
  111. 111. Manage Transitions <ul><li>Use Clear Segues </li></ul><ul><li>“ Let’s move on” </li></ul><ul><li>“ We have decided to…” </li></ul>
  112. 112. Manage Transitions <ul><li>( from Cambridge International Dictionary of English ) segue verb [I] </li></ul><ul><li>to move smoothly and without interruption from one piece of music, part of a story, subject or situation to another </li></ul><ul><li>His performance of 'Alison' segued into a cover version of 'Tracks of My Tears' . </li></ul>
  113. 113. Manage Transitions <ul><li>Agenda As Road Map </li></ul>Item Particular Action Time
  114. 114. Identify Strategic Moments <ul><li>Note Moments of team Agreement </li></ul><ul><li>meaningful things occur </li></ul><ul><li>write it on flipchart </li></ul>
  115. 115. Identify Strategic Moments <ul><li>Summarize Key Points </li></ul><ul><li>Ask members to summarize key points </li></ul>
  116. 116. Use The Team’s Resources <ul><li>Use Open-Ended Questions </li></ul><ul><li>5W1H… </li></ul>
  117. 117. Use The Team’s Resources <ul><li>Tolerate Silence </li></ul><ul><li>20 seconds/ </li></ul><ul><li>Create pressure… </li></ul>
  118. 118. Use The Team’s Resources <ul><li>Mobilize Team Knowledge </li></ul><ul><li>Ask the experts!! </li></ul><ul><li>Refer to the group technique </li></ul>
  119. 119. Use The team’s Resources <ul><li>Use their Words </li></ul><ul><li>Respect </li></ul><ul><li>More convincing </li></ul>
  120. 120. Outline <ul><li>3. Closing Meeting </li></ul><ul><li>a. Review Agenda </li></ul><ul><li>b. Summarize decisions and recommendations c. Determine remaining issues </li></ul><ul><li>d. Manage follow-up actions </li></ul><ul><li>e. Evaluate Meeting </li></ul>
  121. 121. Closing A Meeting <ul><li>Review Agenda </li></ul><ul><li>Refresh memory </li></ul><ul><li>Seeing the big picture </li></ul>
  122. 122. Closing A Meeting <ul><li>Summarize Decisions and Recommendations </li></ul><ul><li>Refresh memory </li></ul><ul><li>Ascertain commitment </li></ul>
  123. 123. Closing A Meeting <ul><li>Determine Remaining Issues </li></ul><ul><li>Parking Lot </li></ul><ul><li>Show respect of members’ opinions </li></ul><ul><li>Decide time of discussing the issues </li></ul>
  124. 124. Closing A Meeting <ul><li>Manage Follow-Up Actions </li></ul><ul><li>Minutes </li></ul>Item Particular Action Deadlines
  125. 125. Closing A Meeting <ul><li>Evaluate Meeting </li></ul><ul><li>Reinforce the positive aspects of meeting experience </li></ul><ul><li>Determined what worked and what didn’t </li></ul><ul><li>Give you specific ways to improve your facilitation of future events </li></ul><ul><li>Enables the team to revisit and review ground rules </li></ul>
  126. 126. Discussion <ul><li>Read Note 4.4 & 4.5 - </li></ul><ul><li>Page 28 & 29 </li></ul><ul><li>10 minutes </li></ul>
  127. 127. Discussion <ul><li>“ Are there anything you would make to either of these list?” </li></ul>
  128. 128. Team Workout <ul><li>Running A Meeting – Pros and Cons </li></ul><ul><li>Refer to Note 4.3 Workout </li></ul><ul><li>Page 20 </li></ul>
  129. 129. Team Workout <ul><li>Practice Facilitator </li></ul><ul><li>Time Keeper </li></ul><ul><li>Note Keeper </li></ul><ul><li>Facilitation Observer </li></ul>
  130. 130. Team Workout The Practice Facilitator select a topic form the list. Explore the pros and cons of the issue. Use Facilitation Map and Basic Facilitation Techniques.
  131. 131. Team Workout Topics 1. Should we allow Internet access to every employee?   2.  Can we hold our Family day in Langkawi? Should Employees be allowed to bring their spouse?   3. Should we build a multi-storey car park?   4. Should we work without uniform?   5. Should the company provide us free breakfast? 6.  Should we assign a person to oversee the sustainability of housekeeping at Common area? 7. Or your own topic 7  
  132. 132. Team Workout The rest of the team members should agree among themselves who will be argue in favor and who will be argue against the presented idea.
  133. 133. Team Workout The selected team will do the workout before the class. The class would be their observer. Half of the class evaluates the Responsibilities of Facilitator and the other half evaluates Basic Facilitation Skills
  134. 134. Team Workout <ul><li>Time Allocation 5 minutes of preparation </li></ul><ul><li>20 minutes Workout </li></ul><ul><li>10 minutes feedback </li></ul>
  135. 135. Team Workout: Feedback <ul><li>What has the person done well? </li></ul><ul><li>How can the person improves ? </li></ul>
  136. 136. Problems <ul><li>Have the techniques that you learnt helping you to answer some of the concerns you have as facilitator earlier on? P.47 </li></ul>Identifying Facilitation Challenges
  137. 137. Team Workout <ul><li>Key Learning Points </li></ul>
  138. 138. Team Workout <ul><li>Key Take-Always </li></ul>
  139. 139. Conclusion <ul><li>Open Book Quiz </li></ul><ul><li>Refer to Note 5.1 </li></ul>
  140. 140. Questions <ul><li>The role of facilitator </li></ul><ul><li>The responsibilities of Facilitator </li></ul><ul><li>The Facilitation Map Basic Facilitation Techniques </li></ul>
  141. 141. Sharing      Share three things you have picked up from this training 1. 2. 3.  
  142. 142. Discussion <ul><li>What has the workshop run well? </li></ul><ul><li>What is needed to improve for the workshop? </li></ul>
  143. 143. Timetable <ul><li>8.30 am – 9.00 am Getting started </li></ul><ul><li>9.00 am – 10.00 am Basic Responsibilities (I) </li></ul><ul><li>10.00 am- 10. 15 am Break </li></ul><ul><li>10.15 am – 11.15 am Basic Responsibilities (II) </li></ul><ul><li>11.15 am – 12.15 pm Basic Facilitation Map </li></ul><ul><li>12.15 pm – 1.15 pm Lunch Break </li></ul><ul><li>1.15 pm – 3.00 pm Basic Facilitation Techniques (I) </li></ul><ul><li>3.00 pm – 3.15 pm Break </li></ul><ul><li>3.15 pm – 4.30 pm Basic Facilitation Techniques (II) </li></ul><ul><li>4.30 pm - 5.00 pm Conclusion </li></ul>
  144. 144. Program Outline and Timelines <ul><ul><li>1.Getting Started – 30 minutes </li></ul></ul><ul><ul><li>2.Basic Responsibilities of a Facilitator </li></ul></ul><ul><ul><li>– 120 minutes </li></ul></ul><ul><ul><li>3.Basic Facilitation Map – 60 Minutes </li></ul></ul><ul><ul><li>4.The Facilitation Techniques – 180 minutes </li></ul></ul><ul><ul><li>5.Conclusion – 30 minutes </li></ul></ul>