1st Edition

The Results Facilitator Expert, Manager, Mentor

By Marvin T. Howell Copyright 2015
    286 Pages 44 B/W Illustrations
    by Productivity Press

    286 Pages
    by Productivity Press

    A facilitator has been traditionally defined as someone who helps a group of people understand their objectives, and assists them in planning to achieve them, without taking a position in the discussion. Recently, the International Standards Organization’s (ISO’s) implementation and other long-term, multi-year team involvement has challenged neutrality in all cases and has created a new type of facilitator, the results facilitator.

    The Results Facilitator: Expert, Manager, Mentor identifies the skills, training, and education that today’s facilitators must possess. Outlining the new role of the facilitator, it presents powerful tools and techniques that can help facilitators achieve success. Continuous learning is a must and should follow the model-Learn-Practice-Evaluate-Act.

    The book demonstrates the use of Critical Success Factors (CSFs) for measuring progress toward achieving the objectives of a long-term program. It also supplies authoritative guidance on how to effectively plan, conduct, and complete meeting responsibilities. What can go wrong for a facilitator is outlined and methods to eliminate or mitigate these undesired situations are shown.

    The text details the core competencies that have been established by the International Institute for Facilitators (INIFAC) as well as the International Association of Facilitators (IAF). It shows where improvements can be made in each and recommends a joint IAF and INIFAC effort to consolidate into one facilitator’s competency list.

    The book explains the need for an additional phase to the Tuckman’s Group Dynamic Model. It shows several coaching processes including how to use the Toyota Production System’s Kata for team improvement. The chapters have a facilitator exercise at the ends to help the reader apply their new knowledge to build their confidence and knowledge.

    Facilitation by Facilitators
    Facilitator Definition
         Structure
         Process
         Groups
         Function Effectively
         Decision Making
         A Helper and Enabler
         Supports Others
         Group Achievement
    Roles and Responsibilities of a Facilitator
    Core Practices for a Facilitator
         FNS 4D Facilitation Model and Core Practices
    Neutral Is a Must
    Benefits of a Neutral Facilitator
    What Can Go Wrong in Facilitation?
    A Hypothetical Company: Quality Value Systems (QVS)
    IAF and INIFAC Core Values/Competencies
    Facilitator’s Exercises

    Becoming and Sustaining Being an Excellent Facilitator
    Becoming an Excellent Facilitator Takes Continuous Learning
    The Facilitator’s Checklist
         Prior to the Meeting
              UNIFAC’s Core Competency B Assessment
              Using OAR and/or PAL
         Just Prior to the Meeting
         During the Meeting
              The Process
              Establishing the Ground Rules
         After the Meeting
    Self-Evaluation after Each Meeting
    Using TOTs to Get Team Back on Track
    Tool to Use When the Team and/or the System Needs Jumpstarting
    Facilitator’s Exercises

    Different Types of Facilitators
    Types of Facilitators
         Business Facilitators
         Training Facilitators
         Conflict Resolution Facilitators
         Wraparound Facilitators
         Small Group Facilitation
    The Results Facilitator
    The Hendecagon Model: The Skill Set of an Experienced Facilitator
    Facilitator’s Exercise

    Ability to Influence
    Be Able to Influence
    Knowing You
    Know Your Client
         IAF Core Competencies in this Area
              Create Collaborative Client Relationships
    Facilitator and Team Leader Interface: Keys to Their Success
         Share Responsibility
         Work Together
         Keeping Focused
    Know Your Team Members
    Coaching
         Introduction
         Guidelines and Coaching Process
              Coaching Method
         Coaching: Toyota Kata
    Facilitator’s Exercise

    Understanding Group Dynamics, Handling Difficult Behaviors, and Managing Conflict
    Teams and Groups
    Tuckman’s Four Stages of Team Development
         Form
         Storm
         Norm
         Perform
         New Stage Needed for the "Never-Ending, on a Journey" Team
    IAF Facilitator Core Competencies
         Create and Sustain a Participatory Environment
         Cultivate Cultural Awareness and Sensitivity
    Team Members’ Behavior
    Intervention Approaches
    Managing Conflict
         IAF Facilitators’ Core Competencies
              Create and Sustain a Participatory Environment
    Observing Group Dynamics
    Group Guidance and Self-Awareness
         Guide Group to Appropriate and Useful Outcomes
              Facilitate Group Self-Awareness about Its Task
         Model Positive Professional Attitude
              Trust Group Potential and Model Neutrality
    Facilitation Engagement Processes
    Team Building, Teamwork, and High-Performing Teams
         Teams
         Team Building
         Teamwork and High-Performance Results
         Quick Check on Whether a Team Is High-Performance or Not?
    Facilitator Exercise

    Know the Technical Area or Process (Four Key Examples)
    Introduction
    Example 1: ISO 50001 Energy Management System (EMS)
    Example 2: ISO 14001 Environmental Management System
    Example 3: Construction Partnering
    Example 4: Problem Solving
    What is CAPDO (Check–Act–Plan–Do)?
    Tools and Techniques Needed for PDCA and CAPDO
    Facilitator Exercise

    Facilitation Tools and Techniques
    Introduction
    Facilitator’s Toolkit
         Objective and Problem Definition
         Generation of Ideas and Collection of Data
         Evaluation of Ideas/Data
         Analysis of Data
         Countermeasures
         Implementation
    Generating Ideas
         Brainstorming and Nominal Group Technique
    Strategic Planning
         Headlight Teams
         Environmental Scan
         SWOT Analysis
         Affinity Diagrams
    Gathering Data
         Check Sheets
         Company’s Information Systems
         Research Internet
         Surveys
         Focus Groups
    Evaluating Ideas
         Multivoting
         Pareto Analysis
         Metrics
         Criterion Matrix and Ranking
         Flow Chart
    Analyzing
         Fishbone Diagram
         Root Cause Matrix
         Benchmarking
    Selling Your Solution
         Rate of Return or Payback Period
         The Solution Matrix
    Facilitator Exercises

    Objectives and Targets Development and Action Plans
    Objectives and Targets
    Making Targets SMART
    Objective and Target (O&T) Template and Developing Action Plans
         Explanation on How to Fill out the O&T Template
    Establishing Objectives and Targets
    Achieving Team Results Using Toyota Kata
    Facilitator Exercise

    Projects and Project Management
    What Is a Project and Project Management?
    Project Phases
    Facilitator Exercise

    Facilitators’ Professional Behavior and Continuing Education
    IAF Core Competencies
         IAF Facilitators’ Core Competencies
    Certification
    Model Positive Professional Attitude
         IAF Facilitator Core Competencies
    Self-Assessments
    Facilitator Exercise

    Evaluation of IAF Facilitator Core Competencies for Certification
    The IAF Facilitator Core Competencies
    Evaluation of the IAF Facilitator Core Competencies
    INIFAC Core Competencies
         The Subcompetencies
    IAF and INIFAC Core Competencies Comparison
    Summary of Comparison
    Results Facilitator Core Competencies
    Critical Success Factors (CSFs) for a Facilitated Session
    Facilitators’ Core Competencies Recommendations
    Facilitator Exercise

    Facilitator’s Offshoots and Questions from New Facilitators (39 Different Areas)
    The 39 Areas
         Subject Content 
              Is It a Must that the Facilitator Know the Subject Content?
         Responsibility for Results 
              Is the Facilitator Held Responsible for the Results?
         Team Composition 
              Is the Facilitator a Team Member? 
              What Is the Optimum Size for a Team?
         Team Momentum 
              How Many Objectives and Targets (O&Ts) Are Necessary to Maintain a Team?
         Jumpstarting a Team 
              How Can You Jumpstart a Team if Needed?
         Facilitator’s Skills 
              Are All Facilitators Equal?
         Seven Quality Control Tools 
              Is Life over for the Seven QC Tools?
         Listening 
              How Important Is the Ability to Listen for a Facilitator?
         Training 
               Who Provides the Training to New Team Members? 
              Who Trains the Objective Champion or Strategic Council or Top Management in the EnMS?
         Certification 
              Should I Become Certified?
         Communications 
              How Can You Improve Communications?
              Feedback 
              How Do You Ensure the Feedback You Give as a Facilitator Is Helpful?
         Group Stages 
              Can You Actually See a Team Go through the Four or Five Stages of Group Dynamics?
         Team Members
              Has It Been Your Experience That the Team Leader, Facilitator, and One or Two Team
    Members Do Most of the Team Work?
         Team Members Replacement 
              On Permanent Teams, Do You Think That Team Members Should Be Replaced Periodically, for Example, Every Year?
         Team Leader/Facilitator Coordination 
              Should the Team Leader and Facilitator Meet before Each Meeting?
         Meeting Length 
              How Long Should Our Meetings Last?
         Document Control Manager 
              Is It a Good Practice to Have the Team Leader for an ISO Team Be the Document Control Manager?
         Award and Recognition 
              When a Company or Organization Has an Awards Program, Does It Motivate Teams?
         Energy Team 
              Does a Company Only Need to Have One Energy Team or Are Others Recommended?
         Lead Facilitator 
              How Do You Define a Lead Facilitator?
         Lean and Six Sigma 
              Do Lean and Six Sigma Efforts Need Facilitators?
         Objective and Target Responsibilities 
              Is It Good to Have Most, If Not All of the Team Members, to Be Responsible for an Objective and Target on an ISO Team?
         O&T Responsible Person 
              What Are the Responsibilities of an Objective and Target Responsible Person?
         O&T Time to Completion 
              How Long Should an Objective and Target Take to Finish or Complete?
         Coaching Effectiveness 
              How Do You Know Whether the Coaching You Have Been Doing Was Effective?
         kWh Intensity 
              Why Is kWh/sq. Footage Used as an EPI When kWh Usage Tells You How Well You Did?
         Team Types 
              What Are the Different Kinds of Teams That Exist in Today’s Organizations and Companies?
          Facilitator Benefits 
              What Are the Benefits of Having a Facilitator?
         Neutrality 
              Should a Facilitator Be Neutral and Not Participate in the Meeting Contents?
         Team’s Success 
              When Is a Team Considered Successful?
         In-House versus Outside Facilitator 
              When Is it Best to Use an Outside Facilitator Instead of an In-House Facilitator?
         LeBron James as NBA’s Best Results Facilitator 
              Why Is LeBron James Called the Best Facilitator Ever in the NBA?
          Results Facilitator Name Acceptability 
              Will the Facilitator World, including the National Organizations, Accept the Term Results Facilitator?
         Things a Facilitator Can Do Badly 
              What Are Some of the Things You Noticed That Facilitators Do Badly in Some Meetings?
         Process Observers 
              In My Last Organization, the Facilitator Used Process Observers to Help Monitor the Team Meetings. Do You Think They
    Are Useful?
         Exit Interviews 
              Should the Team Have Exit Interviews with Team Members Who Resigned or Ask to Be Excused from the Team?
         Team Closure 
              Should There Be Specific Activities Accomplished When a Team Is Closing?
         Facilitators Phased out 
              Don’t Most ISO Standards Implementation Teams Phase out Facilitators When They Reach the Maintenance Stage?
    Facilitator Exercise

    Conclusions

    Bibliography

    Appendix

    Index

    Biography

    Marvin T. Howell