Group Dynamics and Facilitated Workshops

1. Group Dynamics and Facilitated Workshops Simon French simon.french@mbs.ac.uk

2. General Issues

3. A facilitator helps a group by ... • encouraging members to contribute; • assuming responsibility for accurate communication; • protecting minority views; • being sensitive to unexpressed feelings and views; • calming conflict by keeping the group task-oriented; • summarising the position at appropriate points; • generally, keeping the discussion moving and focused on the task in hand.

4. Process not Content • In your mind, separate • process • content • Your role is to watch, mind, smooth, catalyse and deliver the process. • The content is not your responsibility. • Ideally you should be (or behave as if you are) ignorant of content. • Volunteer content at your peril!

5. Key Tip Don’t volunteer content If the group needs content input • Ask the group as a whole: ‘Are we clear on what we mean by …’ • Ask a member of the group a (neutral) question • If you must offer content, explicitly step out of role.

6. Clarify Objectives • Be clear on: • Project objectives • Meeting objectives • Explore and agree meeting objectives at the beginning of the meeting • Use meeting objectives to focus process • Evaluate meeting in terms of objectives at close

7. Key Tip When you feel lost, focus on the objectives

8. Live with the uncertainty • You have to live with the uncertainty of the process. • Your confidence gives the group the confidence to trust in your control of the process while they think about content.

9. Key Tip Be confident in success Always be (outwardly!) confident • From the moment that the workshop is proposed • At the beginning of the meeting • During the meeting

10. Before the meeting

11. Initially • Invite participants with letter • objectives • location, arrival and departure times • no time-outs, no side meetings, no partial attendance • Be clear on whose meeting it is • Discuss confidentiality

12. Ensure everyone can see everyone ‘face-to-face’ discussion tables get in the way Nameplates Chairs: comfortable enough not to fidget but not to sleep Analyst’s computer screen can distract participants should only see projected output Know where the toilets are and ensure people can get to them quietly Have enough white-boards/flipcharts pens, post-its, blutac, … Break-out rooms sign-posting Drinks, sweets, biscuits ease of reach no noisy wrapping papers Lighting, fresh air, heating Know the controls Watch during the meeting Above all, have some clear space in which to facilitate Plan the environment

13. Schedule refreshments, etc • Build a broad plan of the meeting • Coffee • Meal breaks • ‘After lunch walk • As a group!!! • Evening • As a group!!!

14. Find out who is coming! • You should know and welcome all participants • Introduce yourself as they arrive but don’t get into deep conversation, especially about the content of the meeting

15. Beginning of Meeting

16. Opening • Welcome everyone and thank them for coming • making clear that you value their time • get the sponsor to say some words of welcome • Introduce team and roles • Get them to introduce themselves • maybe writing nameplates • you need to be able to address each one individually • Give rough (domestic) schedule of event • Rules of event • Switch off mobiles! • Warn them they are going to work. • Explore and confirm meeting objectives

17. Brainstorm issues and concerns • Brainstorm  no evaluation • Check lists as catalysts • SWOT • PEST • … • Soft modelling section in Nadia and my notes.

18. Key Tip Get issues on the table before discussion At the opening of the meeting they will be unconstrained by any immediately previous discussion so get their first thoughts out without comment or evaluation.

19. During Meeting

20. Include everyone • A non-contributor may have something to say! • May be shy • There may be authority issues • May be shut out by rest of group, who can guess what he or she is going to say! • And they don’t want to hear it!!!!

21. Recognise individuals • The group has a ‘life’ of its own …… but recognise individuals as they are • People can behave differently by the day/hour; they may not play consistent roles • So watch their ‘characteristics’ throughout and communicate and interact accordingly. • Belbin’s group roles • Douglas’s cultural theory and risk attitude • politically incorrect stereotypes

22. Belbin’s Roles (1)

23. Belbin’s Roles (2)

24. Belbin’s Roles (3)

25. Cultural Theory Individualist/Entrepreneurs: risks present opportunity, save those that threaten freedom of choice and action within free markets. Hierarchists: fear threats to social order and believe technological and environmental risks can be managed within set limits. Fatalists: do not knowingly accept risks but accept what is in store for them. Egalitarians: fear risks to the environment, the collective good and future generations.

26. Politically Incorrect • Male/Female • Not always genetic!!! • Racial/regional • Hofstede • Wright/Phillips

27. Risk Perception and Communication • Behavioural perception and response to risk not always Science-based • Fright Factors (cancer, children, uncontrollable, unknown, …) • experts are human too!!! • Communication with public • via media • media triggers (crime, cover-up, children at risk, incompetence) • cival servants/politicians sensitive to media issues

28. Symbols, Icons, Words • Watch for words or events that all (most) of the group react to • Find out why there was a reaction • example: SWOT  Threat • Use/create such iconic events • example: Shut in with problem

29. Key Tip Continually ask yourself: why are they saying that? Why is an individual behaving in that way? What is driving their (lack of?) concern? How will they hear the words that I and others use? BUT also watch for those not saying anything!

30. Use white-boards, flip charts well • Continually plan the layout • will this information be needed later? • does it relate to other material on another board? • Use colour consistently • Write clearly and large enough to be read • lowercase is easier to read than upper case • Post-its can be moved! • Have an assistant recording boards and key points for reports

31. Watch Schedule/Environment • You are responsible for the • room • environment • taking breaks • outside noises • Your task is to keep them task focused

32. Key Tip Continually ask yourself: Are they comfortable, awake, attentive? • Is something physical in the room • discomforting them? • distracting them? • Can they see/participate? • If I am feeling it, they are!

33. Groupthink Causes • highly cohesive; • insulated from many external influences; • lacking in procedures for evaluating and reviewing alternatives; • under the influence of a strong, directive leader; • under some stress, e.g. urgency. Symptoms • a false belief in the invulnerability of the group; • a common belief in the innate morality of their decision; • direct internal pressure to conform; • an unquestioned and unanimous rationalisation of their choice. Treatment • questions, questions, questions!!!!

34. Drive, don’t lead! • You need to keep the group • focused • creative but you should not lead • Ask neutral questions initially and then questions that challenge ideas • Indeed, try to work through questions so that they answer and it is their work.

35. Create conditions forcommunication Create understanding Analysis – via questions Create questions Question questions Answer questions(run model) Question answers

36. Who represents the public? • Once the meeting is going: • group forms • the ‘outside is no longer in the room’ • So you represent the public and other stakeholders • via questions • what would ??? say if ???

37. Modelling • Requisite • sufficient for task • start simple and add! • use sensitivity analysis • Capture key understandings • and note capture • Explain the model as you go • and recap regularly

38. Key Tip If you get very lost: take a break! reflect on objectives take advice from your support team get some fresh air

39. End of meeting

40. Conclusion • Summarise and agree conclusions • Summarise and agree actions • what, who, when • Reflect on meeting objectives and outcomes, but do not evaluate the group • Agree on levels of confidentiality

41. Within 2 days … • Thank you letter/email • Action list • Set expectations of next steps: • when report will be available (soon!)

42. Final Tip Trust the group: give them the time and space and they will deliver