
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
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
5-7
SEPARTING ROLES: LEADER
(Facilitator, Leader, and Member)
Leader
Traffic Cop
Participant
5-8
Can you be Captain,
Coach, Quarterback,
Referee, and
Cheerleader all at the
same time?!
Which Role(s) would
you give up; keep?
5-9
He/She is the Neutral
Servant of the group.
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.
5-10
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
*
*
*
5-11
1)
2)
3)
4)
5)
6)
7)
8)
There’s no one right way to solve problems; we can try lots of
different tools. Which do you want to try first?
You can only do one thing at a time.
It’s OK to disagree.
People don’t stick to agendas they haven’t agreed upon.
Having timeframes can keep up on track.
People don’t feel understood unless they get a response.
You can’t solve two problems at once; which do you want to work on?
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.
17) 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.
5-13
FACILITATIVE BEHAVIORS











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
FACILITATOR CONTRACT








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
KNOW WHERE YOU’RE GOING
PAVE THE WAY
DEFINE YOUR ROLE
5-14
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
1)
5-15