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Facilitating with Technology

Facilitating with Technology. New Technology and New Techniques to: Increase Project Team Productivity Optimize Individual Time. rtaylor@taylor-made-consulting.com (312) 664-1948 pcollins@jordan-webb.net (847) 673-2288. Scenario. Project team needs to make a collaborative decision

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Facilitating with Technology

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  1. Facilitating with Technology New Technology and New Techniques to: Increase Project Team Productivity Optimize Individual Time rtaylor@taylor-made-consulting.com (312) 664-1948pcollins@jordan-webb.net (847) 673-2288 All Rights Reserved 1991-2000

  2. Scenario • Project team needs to make a collaborative decision • Decision is needed within a short time • Team members have limited time for additional meetings Jordan-Webb - All Rights Reserved 1991-2000

  3. Collaborative Team Activities • In meetings, project teams will perform some or all of the following activities in various combinations and iterations while producing their desired outcomes and deliverables Jordan-Webb - All Rights Reserved 1991-2000

  4. Collaborative Team Activities • Ideation • Organization • Analysis • Evaluation • Integration • Exploration • Proposition • Decision Jordan-Webb - All Rights Reserved 1991-2000

  5. Conventional Response(Work Harder!) • Organizing a Project Team Meeting • Anyone who has tried to organize a meeting has probably found out that it is very hard work! • Just trying to agree on a mutually convenient date & time, contacting team members, re-organizing calendars and then re-scheduling when key members cannot attend are some of the more complex aspects. • This is before taking into account the planning of the desired outcomes, deliverables and activities of the meeting. Jordan-Webb - All Rights Reserved 1991-2000

  6. Conventional Response(Work Harder!) • Organizing a Project Team Meeting • The notion to “work harder” to get things organized ignores the fact that there are technologies and techniques that can allow your team to “work smarter”. • The following worst case scenario represents how the activities at a conventional 5-day planning workshop might be organized - requiring all participants to be present at all times. Jordan-Webb - All Rights Reserved 1991-2000

  7. Conventional Action Steps(All Meetings Face-To-Face) • Phase I (face-to-face, synchronous) • Orientation + Ideation + Organization • Analysis + Evaluation • Phase II (face-to-face, synchronous) • Ideation + Organization • Analysis + Evaluation • Phase III (face-to-face, synchronous) • Integration of Phases I & II + Exploration • Phase IV (face-to-face, synchronous) • Exploration + Proposition • Phase V (face-to-face, synchronous) • Proposition + Decision + Closure Jordan-Webb - All Rights Reserved 1991-2000

  8. Today’s Response(Work Smarter!) • Organizing a Project Team Meeting • The notion to “work smarter” to get things organized utilizes technologies and techniques that transform the concept of a “meeting” that no longer requires everyone to be at the same place, at the same time, for all of the time. • In the new model of a meeting, activities performed while participants are separated can be integrated with activities that teams must perform when they are face-to-face. Jordan-Webb - All Rights Reserved 1991-2000

  9. Today’s Response(Work Smarter!) • Organizing a Project Team Meeting • The following scenario represents how the activities of a conventional 5-day planning workshop might be re-organized into both distributed and face-to-face activities, requiring only one (1) day of face-to-face time. • While some of the distributed activities would be conducted at the same time (synchronously), participants could join other distributed activities at any time (asynchronously) Jordan-Webb - All Rights Reserved 1991-2000

  10. Today’s Action Steps(Distributed + Face-To-Face) • Phase I (distributed, synchronous) • Orientation + Ideation + Organization • Analysis + Evaluation • Phase II (distributed, asynchronous) • Ideation + Organization • Analysis + Evaluation • Phase III (distributed, synchronous) • Integration of Phases I & II + Exploration • Phase IV (sub-grouped, distributed, asynchronous) • Exploration + Proposition • Phase V (face-to-face, synchronous) • Proposition + Decision & Closure Jordan-Webb - All Rights Reserved 1991-2000

  11. Group Support Technology for Virtual and Distributed Teams • Optimal Utilization of People - Your Most Valuable Resource • Helping Individual Time Management • Supporting Knowledge Management • Optimal Utilization of Time - A Non-Renewable Resource • Reducing Cycle-Time and Expense • Enhancing the Ability to React to Change • Support for Collaborative Decision-Making • Bridging Time & Place Constraints • Providing Structure & Group Memory • Better Outcomes • Asking Better Questions • Getting Better Answers Jordan-Webb - All Rights Reserved 1991-2000

  12. Groups Across Time and PlaceRobert Johannsen’s Four Square Model Same TimeSame Place Different TimeSame Place Same TimeDifferent Place Different TimeDifferent Place Jordan-Webb - All Rights Reserved 1991-2000

  13. Technology for Group Work • Group Decision Support Systems provide work environments & tools that: • enable groups to do real work in: • the same place - face-to-face • different places - distributed • any place - virtually • enable teams to collaborate at: • the same time - synchronously • different times - asynchronously • any time - virtually Jordan-Webb - All Rights Reserved 1991-2000

  14. Small Group Technology Support(Synchronous, Same Time - Same Place) Leader Participants have access to shared workspace in a fixed meeting space Jordan-Webb - All Rights Reserved 1991-2000

  15. Small Group Technology Support (Synchronous, Sub-Grouped, Same Time - Same Place) Leader Sub-groups have access to shared workspace in a fixed meeting space Sub-Group C Sub-GroupA Sub-GroupB Jordan-Webb - All Rights Reserved 1991-2000

  16. Virtual Group Technology Support(Synchronous or Asynchronous, Same or Different Time - Different Place) Leader Participants join from a common workspace or from their own workspace at a mutually agreed upon time or at a time convenient to their own schedule Jordan-Webb - All Rights Reserved 1991-2000

  17. “Out of the Box” Planning for Virtual and Distributed Teams • Context for out-of-the-box planning • Envisioning or creating group processes that do not exist within our current frame of reference • Current State • Difficult to coordinate individual schedules for face-to-face sessions • Expensive and time consuming to convene teams for multiple days • Desired State • Easy setup for distributed sessions while minimizing face-to-face sessions • Team collaboration from convenient places at convenient times • Bridging the Gap • Enabling facilitators and planners to design new processes that “distribute” certain activities across time and place boundaries when: • such activities might not necessarily require a face-to-face interaction • time constraints make face-to-face interaction impossible • budgetary constraints make face-to-face interaction impractical Jordan-Webb - All Rights Reserved 1991-2000

  18. Next Steps & Action Items • Contact us and help us learn about Your Organization • Paul Collins (847) 673-2288 pcollins@jordan-webb.net • Reginald Taylor (312) 664-1948 rtaylor@taylor-made-consulting.com End Presentation Jordan-Webb - All Rights Reserved 1991-2000

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