Meeting Facilitation

Don’t you just love meetings? Everyone comes, some talk, some take notes, everyone leaves…and then? What happened? Most of just consider meetings a necessary evil - a major waste of time! Meetings are also forum for power. Someone wins, someone loses. Sometime, we don’t even know WHY we are meeting! There IS a better way!

Being a conductor, who must prepare for a rehearsal, I fell into an opportunity which opened my eyes to a more effective use of time when groups gather to make decisions, work out conflict or formulate a plan. Some refer to this style of running a meeting as Visually Displayed Thinking, Compression Planning, Creative Planning, or Visual Mapping. But for me it is closely aligned to my skill as a conductor, bringing out the best in each participant and building a sense of unity through the process. The leader, in this case the facilitator, controls the PROCESS and the group provides the CONTENT. How great this is! I always hate going to a meeting where someone shoots off their mouth to get their way and the rest of the group lets it happen! Or, the group, with not clear directive, uses up the allotted time with no tangible result. The meeting expands to fill the allotted time, no matter what the agenda! No wonder we all hate meetings!

Facilitator – This person plans the facilitation, leads the facilitation and remains neutral. Remaining neutral is central to the process. If the group feels that a facilitator controls in the process, then they will not function effectively. The ratio of planning to facilitation time is like that of a musical rehearsal. Two to three hours of planning for each hour of the facilitation is the norm. This is a minimum requirement if you expect results.

The facilitator controls the process, the participation of members, and keeps the group focused and on track. The pace of the facilitation is crucial to the creative planning process. Always stand, always look people in the eye, always listen carefully to exactly what people are stating, always try to involve each person in the process.

The facilitator also plans the design for the facilitation. Notice I used the term “design” rather than “agenda.” This implies that you’ve done more than write down some words on a piece of paper, gathered people and called it a meeting.

The Project Team - This team may be one already in place. If not, then select a team that is not completely of one mind. For example, if you are planning a public musical event, then include a non-musical person in the process. Too many similar perspectives make a group blind to other tastes or opinions. An “outsider” or non-expert can sometime allow the group to experience a paradigm change which could be most beneficial, not only to that ministry, but maybe to the whole organization!

Another, but most important issue, is that of enabling groups of individuals, with all their individual perspectives and needs, to think and function as a team. Whether your facilitation is a one-time project with a team you’ve selected only for this task, or if you use these principles with an ongoing staff team, is not the issue. Getting people to envision themselves as part of a larger entity is the principle idea. Work for the win/win where individuals are fulfilled as the group’s success is manifest.

• Always start and end on time! Even plan the facilitation for times that imply punctuality, i.e., 9:02 to 10:32 a.m. Promise to start and end punctually – and do it! Always!

• Seat the group facing the visual support, usually around three sides of a table with the facilitator at the fourth side. Some facilitators use chart pads. I use storyboards, pins and various cards of various sizes and colors. With cards you can have more flexibility. Print them with your computer and place emphasis on different items by using different sizes and colors.

• I tell groups not to take notes and in turn, I will send summary notes to them within 48 hours. This enables everyone to participate equally (if they aren’t taking notes, then they can pay attention) and ensures that everyone has the same details in their notes.

• Ideally, the group should be small – 7 to 10 people. This allows for full participation from each person. If the group must be larger, then allow opportunities for splitting the group for discussion, brainstorming, problem solving and other activities. When the group comes back together, each section reports on its results.

• Plan a time-line including each part of the facilitation. Be conservative. Things take longer than you might think. Allow for a summary or debriefing at the end, or time to set the time for the next facilitation.

The essence of a facilitation is different than that of a meeting. The essential parts are as follows:

• Clarify – Give sound, clear reasons for the meeting. People want to know WHY they are there and WHAT they are to do. Also give a time-line for the overall project. Is it going to take 3 months, or just one meeting of two hours? Give the project a name or title, such as the title of a book. Choose the words carefully; they will begin to set the focus for the team.

Examples:
Planning the Best Choir Retreat Ever
Building an Awesome Music Ministry
How to Recruit, Equip and Motivate Members in Ministry

• Define – Prepare a concise statement defining the overall objective(s) of the team. Be specific. Then define the measurable objectives for the immediate meeting. Separate the long-term and immediate objectives as well a defining what will NOT be discussed at this facilitation. Make the objectives reasonable for the time frame allotted.

Examples of Off-Limits Items: (where we can waste time)
Dwelling on past failures
Discussing all the fine details of each event identified
Picking on personalities of those not present

• Communicate – Tell the group HOW the process will work. They need to know the total picture and how they are expected to contribute to the end result. This is most important if each person is expected to contribute.
o Examples:
First we will explore all the options for question (topic)#1
Next we will sort and prioritize those options
After the group gives weight to the options, we will develop a plan
All of these steps satisfy the first objective

• Validate – Determine the common facts about the subject and present them to the group. How many times has a group spent time debating something that was unclear from the start? Make the playing field level – give everyone the same data to begin. This will save enormous amounts of time. This could be called Background Information or Givens or Common Knowledge Facts.

Examples:
List ALL the know facts about the subject
Don’t forget to identify the level of decision making ability this group is allowed

• Agree – Allow time for every participant to review the common facts you just presented, review the objectives for THIS facilitation as well as the list of ways to get off-track. It is just as important to identify what the group is NOT going to do during this gathering as to identify what they will accomplish. Ask if there are any changes, additions or deletions to the common facts. Then ask if they are ready to proceed with the objectives for today’s facilitation. Wait for comment. If you have no comment state that you will be moving forward by general consensus. Bringing the group to continuing consensus is an important guideline. It is much better to work by general consensus that to vote on issues. Make this your continuing goal.

Allow for this point to sink in. Bringing the group to one focus is crucial to building the team. Consensus does not mean that everyone always agrees on every point. Individual power must yield to group needs. The process builds the team. Eye contact is essential here as well as a pause for opportunity to comment. Once the facilitator has determined there is general consensus, state the fact, looking at everyone. Say that because of the general consensus the group can move ahead. At the end of the session, ask again if there are any exceptions. Hearing none, or after addressing the comments, ask the group to keep faith with the team by not speaking contrary to the actions of the group when outside of the group.

• Prioritize – Put first things first. Get right to the first issue to solve or first question to ask. Here’s where the facilitator earns their keep! In planning the facilitation, ask first what the end result should be. (The question to ask yourself in planning: “What do you want to walk away with at the end of the session?”) Plan the facilitation by addressing the objectives for this facilitation, keeping in mind the big picture – the overall goal of the team. Therefore, keep it manageable by exploring ways to address the issue or question.

Example:
Set specific, measurable objectives
• Bad – enlarge the choir
• Good – 5 ways to increase numbers in the choir 15% in 3 months
Address the objective by having the group answer a question
• Ways to have people clamor to check-out our choir
• List all the reasons people might be interested in choir
• Possible changes needed to attract people to choir
Sort the ideas, pick the best 5 (or more)
• Use sticky dots (price stickers) for participants to “vote” for their best choices
• Use markers to “dot” favorite ideas
• Use a matrix (cost vs. difficulty or time vs. importance)

• Focus – This could be “FOCUS, FOCUS, FOCUS.” The facilitator is in charge of keeping the group on track. If you have written objectives and off-limits items, then it could be as simple as pointing to those lists when things begin to get out-of-hand. Address side conversations and irrelevant comments as they occur. HELPFUL HINT: Purchase small bells and give each member of the team one of them with the instruction to use the bell if the group begins to violate any of the rules. Most of the time the group will police itself. Keep the group energized by varying the routine.

Examples:
Divide into groups of 3 or 4 people
Have each group bring back 3 solutions and present to the team
Put a time limit on break-out groups (1 minute per idea expected)
After a long period, have everyone stand, stretch and change places

• Formalize – When finished with a brainstorming and fine-tuning, move the cards into some kind of order or priority. Figure out a standard of measurement (cost, time, difficulty, etc.) to judge the ideas. You can buy colored price stickers and let each person use them to vote for their choice.

One sticker for each ten ideas – this forces choices for the BEST ideas, then the group’s energy becomes clear to everyone. Bad or radical ideas receive no votes so it becomes clear to everyone that they are less valuable ideas. After this process of sorting the ideas you possible have the makings of a plan.

Example:
Action Plan
Communication Plan
Next Steps in the Process
A Matrix of Options
A Plan for Reconciliation
and more

• Review – Give time for the group to sit back and look over what they’ve done and make sure that it all makes sense and is practical. Assign responsibility for any action items or communications and schedule the next session. Here is a good opportunity for each person to take a turn in making a 30 second comment about what they’ve experienced in the session. This can prove to be most valuable and will unite the group as they move on to their next event.

• Follow-Up – Be sure to check on all delegated items before the next session. Delegation does not mean you can forget about it. It means you don’t have to do it, so you have time to check on it and assist, if appropriate. Be sure to send out the facilitation notes and follow through with any other commitments from the session.

• Celebrate – When the objectives are successfully met, take time to celebrate. This adds momentum and gives belief in process for future projects. Remember, you are a team!

There are multiple benefits from running a facilitation in such a manner as this. There needs to be a major reward since so much preparation must go into making the process successful. After all, don’t we want to make the best use of each day God has given us?

Benefits of running meeting with neutral facilitation:
• Positive team building and bonding
• The consensus process builds trust
• Gives the team common ownership and investment in goals
• Provides a safe communication environment (attack ideas, not people)
• The goal setting process boosts the synergistic characteristics of the team
• Promotes an understanding of contrasting views
• Empowers the team to respond within pre-set parameters
• You can get things done

Types of facilitation projects and results:
• Long-range Planning = Long-term Goals
• Project Team = Action Plan
• Budget Building = A Budget We Buy Into
• Evaluation = Future Planning Resource that We Believe Is Valuable
• Schedule Planning = A Team Calendar
• Conflict Resolution/Problem Solving = Consensus

Preparation:
Determine Desired Result>Gather Data>Plan facilitation Design>Prepare Visuals>Hold facilitation>Distribute Notes

facilitation Format (one example):
Overview>Common Facts>Today’s Objectives>Creative Session>Refine Information>Make a Plan>Debrief>Set Next

Resources

Bens, Ingrid. Facilitation with Ease!: A Comprehensive Guide to the Practice of Facilitations. Sarasota, FL: Participative Dynamics, 1997.

Covey, S. A. The Seven Habits of Highly Effective People. New York: Simon & Schuster, 1989.

Hackett, Donald; Martin, Charles L. Facilitation Skills for Team Leaders: Leading Organized Teams to Greater Productivity. Menlo Park: Crisp Publications, 1993.

Hunter, Dale; Bailey, Anne; Taylor, Bill. The Art of Facilitation: How to Create Group Synergy. Cambridge: Fisher Books, 1995.

Justice, Thomas; Jamieson, David W. The Facilitator’s Fieldbook. New York: AMACOM, American Management Association International, 1999.

Kaner, Sam. The Facilitator’s Guide to Participatory Decision-Making. Philadelphia: New Society Publishers, 2002.

Rees, Fran. The Facilitator Excellence Handbook: Helping People Work Creatively and Productively Together. San Francisco: Jossy-Bass/Pfeiffer, 1998.

Schwartz, Roger. The Skilled Facilitator: A Comprehensive Resource for Consultants, Facilitators, Managers, Trainers, and Coaches. San Francisco: Jossy-Bass/Pfeiffer, 2002.

Exerpt from Hugh's book

Meetings, Meetings, Meetings : Facilitation

Effective Time Use, Building Consensus